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Managing Employee Managing Employee Motivation and Motivation and PerformancePerformance

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At the end of this chapter you At the end of this chapter you will learn:will learn:

What is Motivation?What is Motivation?What Motivates Employees?What Motivates Employees?Why People choose certain Why People choose certain

behavioral options?behavioral options?How to reinforce behavior?How to reinforce behavior?

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WHAT is MotivationWHAT is Motivation

An internal force that lead An internal force that lead people to behave in certain people to behave in certain waysways

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Why motivation is Why motivation is important for important for organizations? organizations?

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• EnvironmentEnvironment

•Motivation

•Ability

PERFORMANCE

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What Motivates What Motivates Employees? Employees?

How to motivate How to motivate employees?employees?

How to reinforce How to reinforce behavior?behavior?

Content

Process

Reinforcement

Managing EmployeeManaging Employee

Motivation and PerformanceMotivation and Performance

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Historical Perspective on MotivationHistorical Perspective on Motivation

Traditional Traditional ApproachApproach

Human Human Relations Relations ApproachApproach

Human Human PerspectivPerspective e ApproachApproach

TaylorTaylor Economic GainEconomic Gain

Social ProcessSocial Process Illusion of Illusion of

involvement and involvement and participationparticipation

People’s contribution People’s contribution are valuableare valuable

Encourage real Encourage real participationparticipation

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Content Perspectives of Content Perspectives of MotivationMotivation What Motivates People?What Motivates People?

Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs

Existence-Relatedness Growth (ERG)Existence-Relatedness Growth (ERG)

Herzber’g Two Factors TheoryHerzber’g Two Factors Theory

Achievement, Affiliation, Power Achievement, Affiliation, Power (AAP)(AAP)

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Maslow’s Maslow’s Hierarchy of NeedsHierarchy of Needs

Physiological Physiological NeedsNeeds

Safety NeedsSafety Needs

Social Social NeedsNeeds

Esteem Needs Esteem Needs (Self + Others)(Self + Others)

Self-Self-

ActualizatiActualizationon

SatisfieSatisfiedd

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Use Use Maslow’sMaslow’s Hierarchy of Needs to Hierarchy of Needs to categories the following general needscategories the following general needs

1.1. Sleep, EatSleep, Eat

2.2. The need to have a safe The need to have a safe environmentenvironment

3.3. Respect and recognition for selfRespect and recognition for self

4.4. Respect and recognition from Respect and recognition from othersothers

5.5. Relationship and communication Relationship and communication with otherswith others

6.6. The need to continue to grow, The need to continue to grow, develop, and expand our develop, and expand our capabilities capabilities

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Use Use Maslow’sMaslow’s Hierarchy of Needs to Hierarchy of Needs to categories the categories the following general needsfollowing general needs

A.A. Changing job titles of Batelco’s employees from Changing job titles of Batelco’s employees from General Managers to Vice PresidentGeneral Managers to Vice President

B.B. UoB is providing partial health insurance for its UoB is providing partial health insurance for its employeesemployees

C.C. The Labor Law in Bahrain states that all employees The Labor Law in Bahrain states that all employees must have a ‘pension’must have a ‘pension’

D.D. Choosing a new employees to be part of a team that is Choosing a new employees to be part of a team that is responsible to arrange for the graduation ceremony in responsible to arrange for the graduation ceremony in UoBUoB

E.E. UOB arranged a trip to the ‘Italian Circus’ for all UOB UOB arranged a trip to the ‘Italian Circus’ for all UOB employees and their familiesemployees and their families

F.F. A General Manager who participated in the marathonA General Manager who participated in the marathon

G.G. The Labor Law in Bahrain states that the minimum The Labor Law in Bahrain states that the minimum wage for Bahrainis’ is BD200wage for Bahrainis’ is BD200

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Maslow’s Maslow’s Hierarchy of NeedsHierarchy of Needs

Salary, BenefitsSalary, Benefits

Job Continuity, PensionJob Continuity, Pension

Team Work, GatheringTeam Work, Gathering

Job title, AssignmentsJob title, Assignments

New New ChallengesChallenges

SatisfieSatisfiedd

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Shortcomings..Shortcomings..

Is it Five Levels?Is it Five Levels?

Do you agree on the Do you agree on the ordering?ordering?

Is it different by culture?Is it different by culture?

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PhysiologicalPhysiological

SecuritySecurity

SocialSocial

Esteem Esteem SelfSelf

Self-Self-ActualizationActualization

Existence-Relatedness-Existence-Relatedness-GrowthGrowth

ExistencExistencee

RelatednessRelatedness

GrowthGrowth

EsteeEsteem m

OthersOthers

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ERGERG

Existence =Existence =

Relatedness =Relatedness =

Growth =Growth =

Physiological + Physiological + SecuritySecurity

Belongings Belongings (Social)+ Esteem (Social)+ Esteem from Othersfrom Others

Self Esteem + Self Esteem + Self Self ActualizationActualization

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ERGERG

HierarchyHierarchyOverlapOverlapFrustration-Frustration-RegressionRegression

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Herzberg’s Herzberg’s Two-Factor Two-Factor TheoryTheory

Job-Related Factors Job-Related Factors

and and

Job Environment FactorsJob Environment Factors

Are they the same?Are they the same?

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Herzberg’s Herzberg’s Two-Factor TheoryTwo-Factor Theory

• AchievementAchievement• RecognitionRecognition• Work ItselfWork Itself• Growth/Growth/

AdvancementAdvancement• ResponsibilityResponsibility

• Working Working ConditionsConditions

• Policy/Admin.Policy/Admin.• SupervisionSupervision• Pay and Pay and

securitysecurity

Job-RelatedJob-Related Job EnvironmentJob Environment

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Herzberg’s Herzberg’s Two-Factor Two-Factor

TheoryTheory

SatisfactionSatisfaction

&&

No dissatisfaction No dissatisfaction

Are they the Are they the same?same?

الرضا الرضا حالة حالة

وو

االنزعاج عدم االنزعاج حالة عدم حالة

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Herzberg’s Herzberg’s Two-Factor Two-Factor

TheoryTheory

SatisfactionSatisfaction

No dissatisfaction No dissatisfaction

Job RelatedJob Related

Job Environment Job Environment FactorsFactors

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Job Related - Job Related - Motivating Motivating FactorsFactors

AchievementAchievement

RecognitionRecognition

Work ItselfWork Itself

ResponsibilityResponsibility

AdvancementAdvancement

✔ ✔ ✔ ✔ ✔✔✔✔✔✔✔✔

✘ ✘ ✘ ✘ ✘✘✘✘✘✘✘✘

Satisfaction No Satisfaction

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Job Enviro. - Job Enviro. - Hygiene FactorsHygiene Factors

Working ConditionsWorking Conditions

Work itselfWork itself

SupervisionSupervision

Pay and securityPay and security

✔ ✔ ✔ ✔ ✔✔✔✔✔✔

✘ ✘ ✘ ✘ ✘✘✘✘✘✘

No Dissatisfaction

Dissatisfaction

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Answer the followingAnswer the following1.1. Which factors must be present to lead to Which factors must be present to lead to

employee motivationemployee motivationa)a) Job Related factorsJob Related factorsb)b) Environment related factorsEnvironment related factors

2.2. Which factors must be present to lead to a Which factors must be present to lead to a hygienic working environment hygienic working environment a)a) Job Related factorsJob Related factorsb)b) Environment related factorsEnvironment related factors

3.3. The existence of environment related The existence of environment related factors will lead to employees satisfaction factors will lead to employees satisfaction and hence motivation (T/F)and hence motivation (T/F)

4.4. According to Herzberg, if a manager wants According to Herzberg, if a manager wants to motivate employees, she/he must to motivate employees, she/he must provide job-related factors (T/F)provide job-related factors (T/F)

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Shortcoming of Two-Shortcoming of Two-Factor TheoryFactor Theory

Interview results subject to Interview results subject to different interpretationdifferent interpretation

Sample not representative of Sample not representative of general population general population (Accountants)(Accountants)

Pay – Is it a hygiene or Pay – Is it a hygiene or motivating factor?motivating factor?

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AAPAAPPrioritize the following statements Prioritize the following statements

according to their importance to youraccording to their importance to your

I set I set difficultdifficult goalsgoals for my self, I get for my self, I get preoccupied preoccupied with my work and I like to with my work and I like to have have quick feedbackquick feedback

I like to I like to interact and socializeinteract and socialize with with othersothers

I have the desire to be I have the desire to be influentialinfluential in a in a groupgroup and to control one’s environment and to control one’s environment

How to Motivate How to Motivate

AchieverAchiever

AffiliaterAffiliater

Power-centredPower-centred

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AchievementAchievement

What is the % Americans who are classified as What is the % Americans who are classified as Achievers?Achievers?

What is the % Japanese who are classified as What is the % Japanese who are classified as Achievers?Achievers?

How to motivate a person with high How to motivate a person with high Achievement need?Achievement need?

10% Americans10% Americans 25% Japanese25% Japanese

Goal-accomplishmentGoal-accomplishment How to motivate a person with high How to motivate a person with high

Achievement need?Achievement need?

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AchievementAchievement

10% Americans10% Americans 25% Japanese25% Japanese

How to motivate a person with How to motivate a person with high Achievement need?high Achievement need?

Goal-accomplishmentGoal-accomplishment

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AffiliationAffiliation

How to motivate a person with high How to motivate a person with high Affiliation need?Affiliation need?

Acceptance & CompanionshipAcceptance & Companionship

Increase the human interaction and Increase the human interaction and companionshipcompanionship

Customer interactionCustomer interaction

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PowerPower How to motivate a person with How to motivate a person with

high Power need?high Power need?

Control and Influence Control and Influence

SupervisorySupervisory

Team LeaderTeam Leader

Committee LeaderCommittee Leader

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Content Perspectives of MotivationContent Perspectives of Motivation What Motivates People?What Motivates People? MaslowMaslow Physiological Needs Physiological Needs Security NeedsSecurity Needs BelongingsBelongings EsteemEsteem Self actualizationSelf actualization

ERGERG Need for ExistenceNeed for Existence Need for RelatednessNeed for Relatedness Need for Growth (ERG)Need for Growth (ERG)

Two-Factors Two-Factors Theory -Theory -

Job-related Job-related factors factors AchievementAchievement ResponsibilityResponsibility Work ItselfWork Itself AdvancementAdvancement GrowthGrowth

AAPAAP AchievementAchievement AffiliationAffiliation PowerPower

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Content Motivation Content Motivation theories suggest that theories suggest that motivation process motivation process should begin with should begin with identification of identification of ----------------------------

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PROCESS Perspectives on PROCESS Perspectives on MotivationMotivation

Why people choose certain Why people choose certain behavioral options to satisfy behavioral options to satisfy their needs?their needs?

How they evaluate their How they evaluate their satisfaction after goal-satisfaction after goal-attainment?attainment?

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PROCESS Perspectives on PROCESS Perspectives on MotivationMotivation

Expectancy Expectancy TheoryTheory

Equity TheoryEquity Theory

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Expectancy TheoryExpectancy Theory

Motivation Effort

Environment

Ability

Performance Outcome

Outcome

Outcome Valence

Valence

Valence

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Motivation depends onMotivation depends on

How much we want somethingHow much we want somethingValenceValence

– Positive (if we want something)Positive (if we want something)– Negative (if we don’t want something)Negative (if we don’t want something)– Zero (indifference)Zero (indifference)

How likely we think we will get itHow likely we think we will get itEffort-to Performance ExpectancyEffort-to Performance ExpectancyPerformance-to-outcome Performance-to-outcome ExpectancyExpectancy

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Expectancy TheoryExpectancy Theory

Motivation Effort Performance Outcome Valence

How Muchwe want

Something?

Performance-to-Outcome

Expectancy

Effort-to-Performance Expectancy

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Employee Questions About Expectancy Employee Questions About Expectancy TheoryTheory

What is the probability that What is the probability that I can perform at the I can perform at the required level if I try?required level if I try?

What is the likelihood my What is the likelihood my performance will lead to the performance will lead to the desired outcomes?desired outcomes?

What value do I place on What value do I place on the outcome?the outcome?

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Conditions For Conditions For Motivational Motivational

behaviorbehavior

Greater than ZeroGreater than Zero Effort-to-performanceEffort-to-performance Performance -to- Performance -to-

OutcomeOutcome ValenceValence

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Equity Theory - Equity Theory - Adam StaceyAdam Stacey

  Social equity in the rewards Social equity in the rewards they receive for performance.they receive for performance.

  

SELF SELF Outcome: Outcome: InputInput

OTHEROTHER Outcome : Outcome : InputInput   

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Under rewardedUnder rewarded

  

Equitable Equitable rewardsrewards

  

   Over rewardedOver rewarded

RewardReward Inputs Inputs

   Input Input

Good BehaviorGood Behavior

Good behavior if rewarded will Good behavior if rewarded will increase the probability of it increase the probability of it being repeated. This type of being repeated. This type of reinforcement is called reinforcement is called positive reinforcement.positive reinforcement.

Some time good behavior is Some time good behavior is repeated to avoid repeated to avoid punishment. This type of punishment. This type of reinforcement is called reinforcement is called Avoidance.Avoidance. 10-10-4242

Bad BehaviorBad Behavior Punishment of bad behavior, Punishment of bad behavior,

will reduce its’ repeation. This will reduce its’ repeation. This type of reinforcement is called type of reinforcement is called --PunishmentPunishment..

Ignorance of bad behavior Ignorance of bad behavior might eventually lead might eventually lead extinction. This type of extinction. This type of reinforcement is called reinforcement is called extinction.extinction.

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Types (Arrangements) of Types (Arrangements) of ReinforcementReinforcement

POSITIVE POSITIVE REINFORCEMENTREINFORCEMENT

Good behavior Good behavior reward reward to strengthento strengthen to be repeatedto be repeated

AVOIDANCEAVOIDANCEGood BehaviorGood BehaviorTo avoid To avoid

punishmentpunishment

PUNISHEMENTPUNISHEMENT Bad behavior Bad behavior

punishment punishment to weaken to weaken not repeated not repeated 

EXTINCTIONEXTINCTION Bad behavior Bad behavior

Ignore Ignore eventually eventually

‘extinct’‘extinct’ 10-10-4444

Extinction, Positive Extinction, Positive Reinforcement, Punishment, Reinforcement, Punishment, Avoidance Avoidance

-------- strengthen behavior by -------- strengthen behavior by providing a desirable consequences.providing a desirable consequences.

------- strengthen behavior by allowing ------- strengthen behavior by allowing escape from an undesirable escape from an undesirable consequences.consequences.

------------ weakness behavior by ------------ weakness behavior by providing an undesirable providing an undesirable consequence.consequence.

------- weakens behavior by ignoring it.------- weakens behavior by ignoring it.10-10-4545

Schedule for Applying Schedule for Applying ReinforcementReinforcement

Time (Interval)Time (Interval)

Fixed-InternalFixed-Internal

Reinforcement is Reinforcement is applied at fixed applied at fixed intervals, intervals, regardless of regardless of behaviorbehavior

Variable-InternalVariable-Internal

Reinforcements Reinforcements applied at variable applied at variable time interval.time interval.

Behavior (Ratio)Behavior (Ratio)

Fixed-RatioFixed-Ratio Reinforcement is Reinforcement is

applied after a fixed applied after a fixed number of number of behaviors, behaviors, regardless of time.regardless of time.

Variable-RatioVariable-Ratio Reinforcements Reinforcements

applied after a applied after a variable number of variable number of behaviors.behaviors.

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