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Determinants of performance• Function of capacity to perform

– Skills– Abilities– Knowledge– Experiences

• Function of opportunity to perform– Poor equipment– Outdated technology– Poor decisions– Outdated attitudes

• Function of willingness to perform– Desires– Willingness to exert effort

Can I make you do what I want you to do?

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Did You Know?

• 76% of organizations say flextime boosts employee morale.

• 75% of Gen Y workers say they expect to work for 2 to 5 employers during their lifetime

• 42% of administrative professionals prefer verbal forms of recognition

• 40% of workers cited “lack of recognition” as a key reason for leaving a job.

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Did You Know? -- 2

• 22% of US workers say they “live to work” rather than “work to live.”

• 16% of French workers say they “live to work.”• 15% of German and U.K. workers say they

“live to work.”• #1 reason why people leave a company is a

bad relationship with their boss.

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Define Motivation?

• Is a willingness to do something – conditioned by the “something”’s ability to satisfy some need.

• A process to energize, direct and persist• What is a “Need?”

• Physiological or psychological deficiency where an outcome is attractive

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Can you create a model of the Basic Motivation Process?

• Unsatisfied Need• Tension• Drives• Search Behavior• Satisfied Need• Reduction of Tension

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Components

• Direction – what a person chooses to do when presented with possible alternatives.

• Intensity – strength of the response once the direction is made

• Persistence – the staying power of behavior

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Describe Maslow’s Hierarchy of Needs

• Physiological• Safety• Social• Esteem• Self-actualization

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What is the difference between theories X & Y

• Douglas McGregor• X – Negative view• Y – Positive view• Does one of these assume lower level needs

dominate?• Theory X

– Please note – no evidence to support these assumptions• X or Y may be appropriate in particular situations.

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Herzberg’s Two-Factor Theory• Motivators– Achievement– Recognition– Work itself– Responsibility– Advancement– Growth

• Hygiene Factors– Supervision– Company policy– Relationship whit super– Working conditions– Salary– Relationship with peers– Personal life– Status– Security

Extremely Satisfied satisfied Neutral Dissatisfied Extremely Dissatisfied

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What do high achievers need?

• David McClelland– Need for Achievement

– To excel, to achieve in relation to a standard, to strive to succeed

– Need for Power– Make others behave in ways they would not have otherwise

– Need for Affiliation– Desire for friendly and close interpersonal relationships

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What is the difference between Goal Setting and Reinforcement

• Goal Setting• Intentions – expressed as goals – can be a source of

motivation• Specific hard goals better than “do your best”• Feedback helps• Cognitive approach, individual’s purposes direct actions

• Reinforcement theory• Reinforcement conditions behavior

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Equity Theory

• Employees weigh what they put into a job situation against what they get from it and compare their input-output ration against relevant others

• Employees attempt to correct inequities

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Expectancy Theory?

• EE– An explanation of Expectancy Theory– Take 10 minutes in groups of 3– Takeways • Model• Explanation

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Expectancy Model

Individual Effort

IndividualPerformance

Organizational Rewards

IndividualGoalsExpectancy

Instrumentality

Valence

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Expectancy Theory?

• Effort-performance linkage (Expectancy)• Probability perceived by the individual that exerting a

given amount will lead to performance

• Performance-reward linkage (Instrumentality)• Degree to which the individual believes that performing

will lead to attainment of a desired outcome

• Attractiveness (Valence)• Importance the individual places on the potential

outcome

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Organizational Justice

• Perceptions of fairness of org. procedures and decisions– Distributive Justice: fairness about distribution of

resources and rewards– Procedural Justice: fairness about the processes

used to arrive at decisions (raises, bonus, etc…)– Interpersonal Justice: fairness of treatment of

employees by authorities– Informational Justice: fairness of communication

provided to employees

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Are motivational theories culture bound?

• YES!

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• Implications for managers• 1. Recognize individual difference• 2. Match people to jobs• 3. Use goals• 4. It must be oblivious the goals are attainable• 5. Jobs should offer

– Skill variety– Task identity and significance– Autonomy– Feedback

• 6. Individualize rewards• 7. Tie rewards to performance• 8. ensure equity

– All in North America – naturally!

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#3 Use Goals• Goal statement contains four (4)

elements:–1. An action or accomplishment verb.–2. A single and measurable result.

»Model of control works well here

–3. A date of completion.–4. A cost in terms of effort, resources, or

money, or some combination of these factors.

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#3 Use Goals

• Should be short• Only “what” and “when” – not

“how” or “why”• Is challenging and attainable• Is meaningful and important• Acceptable to you