Employee Motivation: Business in Society II

Employee Motivation BUS 180 – Experiencing Business in Society II  Motivation Motivation The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal The level of motivation varies both between individuals and within...

Employee Motivation BUS 180 – Experiencing Business in Society II  Motivation Motivation The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal The level of motivation varies both between individuals and within individuals at different times. Motivation and Effort Direction Toward beneficial goal Intensity How hard a person tries Persistence How long a person tries Four Indicators of Motivation We need motivated employees for positive outcomes: High performance Qualified service Happy employees=happy customers 1. Engagement: an employee’s rational and emotional commitment to his or her work 2. Satisfaction: how happy employees are with work and how they are treated 3. Commitment: the degree to which employees support the company and its mission 4. Rootedness: the likelihood that employees will stay or leave Classical Theories of Motivation Scientific management (Frederick W. Taylor) A management approach designed to improve employees’ efficiency by scientifically studying their work The Hawthorne effect A supposed effect of organizational research, in which employees change their behavior because they are being studied and given special treatment The validity of the effect is uncertain, and the Hawthorne studies were richer and more influential than this simple outcome would suggest  If managers understand employees’ needs, they can design A Simple Model of appropriate reward systems: Motivation: ▪ Needs motivate people Needs-based Theories ▪ Needs translate into an internal drive that motivates behavior ▪ People have various needs  Needs-based Theories of Motivation (1/4) Maslow’s Hierarchy of Needs Individuals’ needs start on the lowest level. Once one level of need has been satisfied, humans will strive to achieve the next level. Self-actualization is not reached by many people, but everyone is capable of reaching their potential. Once a need has been satisfied, it will no longer motivate individuals to action. Each level in the needs hierarchy must be substantially satisfied before the next need becomes dominant.  Needs-based Theories of Motivation (2/4) Theory X and Theory Y Theory X A managerial assumption that employees are irresponsible, are unambitious, and dislike work and that managers must use force, control, or threats to motivate them. Theory Y A managerial assumption that employees enjoy meaningful work, are naturally committed to certain goals, are capable of creativity, and seek out responsibility under the right conditions. Image taken from https://www.projectcubicle.com/what-is-mcgregors-theory-x-and-theory-y/  Needs-based Theories of Motivation (3/4) Herzberg’s Two-Factors Theory Herzberg’s theory proposes that every employee has two sets of needs or requirements: motivator needs and hygiene needs. Motivator needs are associated with the actual work itself and how challenging it is. Job facets such as how interesting the work is, autonomy on the job, and the responsibility it affords satisfy motivator needs. Hygiene needs are associated with the physical and psychological context in which the work is performed.  Intrinsic factors such as advancement, recognition, Herzberg’s Two-Factors and achievement are related to job satisfaction. Theory Extrinsic factors such as supervision, pay, and working conditions are related to dissatisfaction.  Needs-based Theories of Motivation (4/4) McClelland’s Three Needs Need for achievement (nAch): drive to excel, to achieve in relation to a set of standards, to strive to succeed. Need for power (nPow): need to make others behave in a way that they would not have behaved otherwise. Need for affiliation (nAfl): desire for friendly and close interpersonal relationships. Four Fundamental Needs To defend people, ideas, and organizations they hold dear https://www.youtube.com/watch?v=8YDslCCXo-E Content vs. Process Theories of Motivation Content Theories Process Theories ▪ Personal needs that employees ▪ Employee behaviors and choices seek to satisfy ▪ How different variables can ▪ Characteristics in the work influence the behavior of Focus environment that satisfy these employees and choices that needs. make. Maslow’s Hierarchy of Needs Expectancy Theory Theory X and Theory Y Equity Theory Theories Herzberg’s Two-Factors Theory Goal Setting Theory McClelland’s Three Needs Process Theories of The idea that the effort employees put into their work depends on expectations about their own ability to perform, Motivation (1/3) expectations about likely rewards, and the attractiveness of Expectancy Theory those rewards. Process Theories of The idea that employees base their level of satisfaction on the Motivation (2/3) ratio of their inputs to the job and the outputs or rewards they receive from it. Equity Theory Equity Theory Process Theories of A motivational theory suggesting that setting goals can be an effective way to motivate employees. Motivation (3/3) Goals tell an employee what needs to be done and how much Goal Setting Theory effort is needed.  Goals should be specific enough to give employees clarity and focus Goals should be difficult enough to inspire energetic and committed Motivating with effort Challenging Goals There should be clear “ownership” of goals so that accountability can be established Individuals should have belief in their ability to meet their goals Manager Management by Objectives A motivational approach in which managers and employees work together to structure personal goals and objectives for every individual, department, and project to mesh with the organization’s goals Risks and Limitations of Goal-Setting Theory Overly narrow goals Overly challenging goals Inappropriate time horizons Unintentional performance limitations Missed learning opportunities Unhealthy internal competition Decreased intrinsic motivation Job Characteristics Model: Redesigning Jobs to Stimulate Performance Jobs are more enjoyable when work tasks are challenging and fulfilling. Characteristics that make some jobs more rewarding than others: Variety Identity Significance Autonomy Feedback Ways Jobs Can Be Redesigned Job Enrichment Cross Training Making jobs more challenging Training workers to perform and interesting by expanding multiple jobs and rotating the range of skills required. them through these various jobs to combat boredom or burnout Reinforcing High Reinforcement theory is a motivational approach based on the idea that managers can motivate employees by Performance influencing their behaviors with positive and negative Behavior reinforcement Motivational Strategies and Personalizing Motivation Providing timely and frequent feedback Personalizing motivational efforts Adapting to circumstances and special needs Tackling workplace problems before they have a chance to destroy morale Being inspirational leaders Avoiding micromanagement Gamification Thriving in the Digital Enterprise: Performance Management Systems Performance management systems: Systems that help companies establish employee goals and track performance relative to those goals. Main challenge: What to measure and how to measure it! Employee performance monitoring and management systems raise important questions about privacy and the difficulty of measuring what matters regarding employee contributions. Discussion Discuss the following questions by giving an example from your experiences. 1. Referring to the job characteristics model, how does micromanaging destroy motivation? 2. Why is frequent feedback so important to employee motivation? Additional Resources on Motivating People Motivating People to Excellence | Cheryl Stop Trying to Motivate Your Employees | Kerry Ferguson | TEDxWinnipeg Goyette | TEDxCosmoPark https://www.youtube.com/watch?v=aljb6ZXBwV0 https://www.youtube.com/watch?v=7lhVUedc1a4 Additional Resources on Self-Motivation How to motivate yourself to change your behavior | Tali Sharot | TEDxCambridge Videos on Growth Mindset https://www.youtube.com/watch?v=2nF90sAW-Yg https://www.youtube.com/watch?v=xp0O2vi8DX4 https://www.youtube.com/watch?v=KUWn_TJTrnU https://www.youtube.com/watch?v=_qlCa4LIabg