15. Motivating Individuals and Groups

7/28/2019 15. Motivating Individuals and Groups

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MOTIVATION

Motivation is the combination of internal and

external factors that stimulate desire and energy

in people to be continually interested in andcommitted to a job, role, or subject, and to exert

persistent effort in attaining a goal.

It is the decision-making process through which

the individual chooses desired outcomes and sets

in motion the behavior appropriate to acquiring

them. (Huczynski and Buchanan)

The urge to take action to achieve a specific goal

Motivation

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Motivation

The internal and external forces that

lead an individual to work toward agoal.

"The heart of motivation is to give people

what they really want most from work. The

more you are able to provide what they want,

the more you should expect what you really

want, namely: productivity, quality, and

service.

Motivation Vs. Satisfaction

Motivation: How hard you are willing to work

Satisfaction: Being content with your job and

not looking for another

A motivated worker would:

Work harder

Make fewer mistakes

Generate less waste

Want more feed back

Make more suggestions

Dont waste time

What do workers expect from boss?

Focus me

Know me Care about me

Hear me

Help me feel proud

Help me review my contributions

Equip me

Help me see my value

Help me grow

Help me see my importance

Help me build mutual trust

Challenge me


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Why is motivation important?

Motivation could be a key concept in

organization and could benefit:

Organization

Individual

Team

Organization

Increased output motivated workers will

work harder and productivity increase

Lower staff turnover reduced training,

recruitment and selection cost

Better quality of work

Greater commitment

Less absenteeism

Innovation motivated workers will come up

with new ideas which will benefit company

Individual

Improved morale

Greater sense of purpose

Improved self esteem

More challenging work

Improved career prospects

Improved health (less stress)

Teams

More likely to cooperate

Put team interest first

Increasing goal congruence

Reduce conflicts

Theories of motivation

Motivation theory seeks to develop the

understanding of motivation through theidentification of motivating factors

Content theory vs. Process theory

Content theory focuses on the question of whatstimulates, sustains and regulates good directedbehavior, that is what particular things motivatepeople. (what are the things that motivate people)

Process theory attempts to explain and describe howpeople start, sustain and direct behavior aimed at thesatisfaction of needs or the elimination or reductionof inner tension. (How can people be motivated)

Hierarchy of Needs Theory (Maslow)

Best-known theory of motivation is AbrahamMaslows hierarchy of needs.

He hypothesized that every human being hasa hierarchy of five needs

Individuals become motivated once they havethe opportunity to fulfill these needs

Maintains that a person does not feel a higherneed until the needs of the current level havebeen satisfied


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PhysiologicalNeeds

Food

Air

Water

Clothing

Basic Human Needs

Basic Salary

Safe working conditions

Lunch break

Rest periods

Safety Needs

Protection

Stability

Pain Avoidance

Safety and SecurityJob security

Fringe benefits

Health care

Life insurance

Social Needs

Affection

Acceptance

Inclusion

Friendship

Love and Belonging

Compatible work group

Friendship at work

Office layout

Teamwork

Company outings

Esteem Needs

Self-Respect

Self-Esteem

Respected by Others

Achievement

Status

Recognition

Attention

Ego & EsteemMerit Pay rise

High status job title

Promotion

Employee of the month Self-Actualization

Achieve full potential Fulfillment

Challenging job

Achievement in work

Creative tasks demand


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Opportunities for satisfaction in

Maslows hierarchy of human needs.Criticisms of Maslows hierarchy

Individuals has different needs and not

necessarily in the same order

Individuals may seek to satisfy several needs

at the same time

Not all of these needs are or can be satisfied

through work

Two factor theory

o Developed by Frederick Herzberg.

o Also known as motivation-hygiene theory.

o Portrays two different factors hygiene factors and

motivator factors as the primary causes of job

dissatisfaction and job satisfaction.

What do people want from their jobs? in an

effort to determine what might lead to a

persons success or failure at work.

For example, Im satisfied with my level of pay, but Imnot motivated by it. I dont get up in the morningthinking, I cant wait to get to work to earn this salaryIm making! On the contrary, I feel like I deserve it.

DISSATISFIED

AND

DEMOTIVATED

NO LONGER

DISSATSFIED

BUT NOT YET

MOTIVATED

SATISFIED

AND

MOTIVATED

HYGIENE

FACTORS

MOTIVATORS

The hygiene factors are concerned with theenvironment and conditions of work.

Matters or conditions that need to be attended

to. In the world of work, hygiene factors areconditions that lead to dissatisfaction if they arenot maintained, but do not lead to motivation ifthey are taken care of.

These factors can stop people from beingdissatisfied at work, but are not enough tomotivate them.

The motivator factors are connected to the workitself and help to create job satisfaction whichleads to motivation.

Contrasting Views of Satisfaction and Dissatisfaction


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Hygiene factors.

Sources of job dissatisfaction.

Associated with the job context or work setting.

Improving hygiene factors prevent people from

being dissatisfied but do not contribute tosatisfaction.

o company policy;

o supervision;

o salary;

o relationship with peers;

oworking conditions;

o status;

o security.

Motivator factors.

Sources of job satisfaction.

Associated with the job content.

Building motivator factors into the jobenables people to be satisfied.

Absence of motivator factors in the jobresults in low satisfaction, low motivation,and low performance.o achievement;

o recognition;

o work itself;

o responsibility;

o advancement;

o growth.

In the work place, employers must first address hygiene

factors so that their employees are not unhappy. But theythen must focus on factors that will motivate theiremployees such as training, opportunities for promotion,and recognition programs.

Herzbergs two-factor theory

Expectancy Theory

Developed by Victor Vroom.

He believes that how motivated an individual is toachieve a task depends on the extent to which the

results of his efforts will contribute to his personal

needs and/or goals.

An employee will be motivated to exert a high level of

effort when he or she believes the following:

That the effort will lead to good performance

That good performance will lead to organizational

rewards, such as a bonus, a salary increase, or a

promotion

That the rewards will satisfy his or her personal goals


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The theory, therefore, focuses on the three relationships

(expectancy, instrumentality (belief that successful

performance will be followed by rewards), and valence)

Force of motivation

the force or strength of the individual's motivation to behavein a particular way (Strengths of a person's motivation)

Valence. the value or importance an individual places on a reward.(the

strength of the individual preference for a given outcome orreward) Valence ranges from1 (very undesirable reward) to+1 (very desirable reward). Does the individual want thereward?

Expectancy.

the individual's perception the behavior will result in the

outcome/reward. . The probability of success. Expectancy can

be expressed as probability, and ranges from 0 to 1 . Does the

individual believe they will achieve the reward?

F=VxE

Motivational implications of expectancy

theory.

Motivation is sharply reduced when,

expectancy, Force or valence approach zero.

Motivation is high when expectancy and force

are high and valence is strongly positive.

Managerial implications of expectancy

theory.

Managers should act to maximize

expectancies, Force, and valences that support

organizational objectives.

Immediate and on-going feedback should be

given

Individuals are more committed to specific

goals which they have helped to setthemselves, taking their needs and

expectations into account.

Theory X and Theory Y (Douglas

McGregor)Theory X

Assumes that employees dislikework, lack ambition, avoid

responsibility, and must bedirected and coerced, threatenedwith punishment if they are toperform.

Theory Y

Assumes that employees like

work, seek responsibility, are

capable of making decisions,and exercise self-direction andself-control when committed toa goal.

Attributes

Theory X

lacks ambition;

dislikes work;

avoids work;

avoids responsibility;

wants to be led;

is self-centred;

resists change;

seeks security;

is gullible and not very bright;

is mainly motivated by money

Theory Y

accepts responsibility;

learns to seek responsibility; will exercise self-direction

towards accepted goals;

has imagination, ingenuity

and creativity

Implications

Theories X and Y are assumptions and not

actual types of people.

However, if a manager treats his employees asif they are Theory X, they will behave likeTheory X workers which could result in de-motivation.

If a manager treats employees as if Theory Ywere true, then their behaviour will changeaccordingly.


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Rewards and incentives

A reward is

A token given to an individual/team in recognition

of their success or contribution.

A reward can be monetary or non monetary.

An incentive is

The offer of a reward given to an individual/team

in order to motivate them to behave in a way to

earn it.

Extrinsic vs. intrinsic rewards

Extrinsic rewards are not within the control of theemployee. (Herzberg's hygiene factors) E.g. Pay,praise, and benefits (given to you by someone)

Intrinsic rewards, although made available by theorganisation, can only be taken by the employee,(arises from performance of the work ) e.g.: companionship

achievement

status and recognition

job interest

participation

responsibility

Job design

Satisfaction derived by an employee through theperformance of his job

Dissatisfaction could be caused by monotony,repetition, lack of control and stress.

Job design refers to how tasks are organized tocreate jobs for individuals.

Job design aims to enhance job satisfaction andperformance, methods includejob rotation,job

enlargement,job enrichment and empowermentand team working.

Job enrichment

An attempt to motivate employees by giving themthe opportunity to use the range of their abilities.

Job enrichment is planned, deliberate action tobuild greater responsibility, breadth and challengeof work into a job

Developed by Frederick Hertzberg in the 1950s

An enriched job should ideally contain:

A range of tasks and challenges of varying difficulties

(Physical or Mental) A complete unit of work - a meaningful task

Feedback, encouragement and communication

Job enrichment activities may include giving

the opportunity

To work in teams

For employees to become accountable for the

roles they perform

Higher level of decision making

Greater empowerment

Regular feedback

Encouraging employees to participate in the

planning decisions of their superiors

Job enlargement

The workers who are involved in repetitive

tasks often get very bored and frustrated

Increasing the scope of a job through

extending the range of its job duties and

responsibilities generally with in the same

level and margin

The success depends on how different tasks

are and amount of responsibility


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In order for employees to be provided with

Job Enlargement they will need to be

retrained in new fields which can prove to be

a lengthy process

Results have shown that this process can see

its effects diminish after a period of time, as

even the enlarged job role become the

mundane, this in turn can lead to similar levels

of de-motivation and job dissatisfaction at the

expense of increased training levels and costs.

Job rotation

Job rotation is an approach to management

development where an individual is moved

through a schedule of assignments designed togive him or her a breadth of exposure to the

entire operation.

Job rotation is the planned transfer of staff from

one job to another to increase task variety.

It offers leaning and development opportunities

to staffs as skills are gained and passed on to

others as well

Reward systems

Pay is important because:

It is a major cost for the organisation

People feel strongly about it: it 'stands in' for a

number of human needs and goals

It is a legal issue (minimum wage, equal pay

legislation)

How is pay determined?

Job evaluation

Job content

Fairness

Negotiated pay scales

Market rates

Individual performance in the job

A good reward system should

Motivate employees

Decrease turnover

Attract prospective employees

Create goal congruence

Be fair and objective

Encourage innovation

Incentive schemes

An incentive scheme ties pay directly to

performance and the reward should encourageimprovements in performance

It can be tied to performance of an individual or ateam of employees and the scheme should linkperformance to organizational goals

Such schemes include:

Performance related pay (PRP), involves Piece rates,Point schemes, Management by objectives (MBO),Commission and Bonus schemes

Profit sharing


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Performance Related Ray (PRP)

Performance related pay (PRP) is related to

output (in terms of the number of items

produced or time taken to produce a unit of

work), or results achieved (performance to

defined standards in key tasks, according to

plan).

Awarding extra pay for extra output or performance

Performance Related Ray (PRP)

Piece work: reward related to the pace of the work oreffort. The faster the employee works, the higher theoutput and the greater the reward.

MBO: key results are identified for which rewards willbe paid on top of salary

Point systems: points are awarded for performance ofvarious criteria (efficiency, cost savings, quality ofservice and so on). Certain points totals then win cashor other awards

Commission and bonuses: paid on the performance ofan individual typically paid to staffs in sales function,where the commission earned is in proportion withsales.

Benefits of PRP

Improves commitment and capability

Complements other HR initiatives

Improves focus on the business's performance

objectives

Encourages two-way communication

Greater supervisory responsibility

It recognizes achievement when other meansare not available

Potential problems

Subjectivity of awards for less measurable

criteria (e.g. 'teamwork')

Encouraging short-term focus and target-

hitting (rather than improvements)

Divisive/against team working (if awards are

individual)

Difficulties gaining union acceptance (if

perceived to erode basic pay)

Rewarding Teams

Group bonus schemes: Usually one-offs as

oppose to PRP schemes which are usuallycontinual management policy

Group incentive schemes typically offer a bonusfor a team which achieves or exceeds specifiedtargets.

It may enhance team-spirit and co-operation aswell as provide performance incentives, but itmay also create pressures within the group ifsome individuals are seen not to be pulling theirweight.

Profit-sharing schemes

Profit-sharing schemes offer employees (or

selected groups) bonuses, directly related toprofits or value added.

Profit sharing is based on the belief that allemployees can contribute to profitability, andthat that contribution should be recognized.

The effects may include profit-consciousnessand motivation in employees, commitment tothe future prosperity of the organisation andso on.

Employee share ownership scheme

15. Motivating Individuals and Groups

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