BA 210: Motivation

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BA 210 Motivation
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Admin
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Individuals and Groups
Foundations of Behavior
Motivation
Leadership
Teams
Communication
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Highly motivated people can accomplish amazing
things

• Sports examples abound
• Lance Armstrong
• Business examples as well
• 1940 P-51 Mustang fighter plane 120 days to
  first flight

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Motivating people at work is challenging

• Charlie Chaplin in Modern Times
• Read Rivethead
• Downsizing

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Todays Objective and Roadmap

• To enhance your understanding of motivation by
  considering a variety of perspectives.
• Intrinsic vs. Extrinsic Motivation
• Theory X vs. Theory Y
• Needs-Driven Motivation
• Maslows Needs Hierarchy
• McClellands Needs Theory
• Job-Driven Motivation
• Reinforcement Pay
• Expectancy Theory
• Goal-Setting
• Equity Theory

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What Is Motivation?

• Motivation the willingness to exert high levels
  of effort to reach organizational goals,
  conditioned by the efforts ability to satisfy
  some individual need
• Goals - effort should be directed toward, and
  consistent with, organizational goals
• Need - an internal state that makes certain
  outcomes appear attractive
• Unsatisfied needs create tensions, which lead to
  effort to satisfy those needs.

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Intrinsic vs. Extrinsic Motivation

• Intrinsic Motivation is seen in behavior that is
  performed for its own sake or from the sense of
  accomplishment and achievement derived from doing
  the work itself (e.g., playing music)
• Extrinsic Motivation comes from consequences of
  behavior - material/social rewards or avoiding
  punishment - and not from the behavior itself
  (e.g., trash collection)

Fundamental distinction. Which one do we want in
organizations?
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Mcgregors Theory X and Theory Y

• Two different sets of assumptions about
  motivation
• Theory X .
• Theory X concludes must closely supervise and
  control through reward and punishment.
• Theory Y assumes workers find work fulfilling,
  can exercise self-direction, accept
  responsibility or even seek it out.
• Theory Y concludes managers should allow workers
  autonomy, and create motivating jobs and
  organizations.

Theory X work doesnt hold intrinsic motivation
Theory Y work can be intrinsically motivating
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Examples

• You think that coaching is the highest form of
  management. Theory X or Theory Y?
• You believe that cracking the whip occasionally
  is necessary to maximize achievement. Theory X
  or Theory Y?
• You think that deadlines are important to
  maximize achievement. Theory Y or Theory X?
• You work as a security analyst on Wall Street.
  You have always said, I cant believe they pay
  me to do this job. You love the interactions
  with management and institutional buyers, where
  you are secure in your role as respected expert.
  A co-worker is very different. His reaction to
  your statement always been, Show me the money,
  baby.
• What sources of motivation are emphasized by each
  of you?
• How would each of you be likely to react to the
  scandals on Wall Street?
• How would each of you be likely to react to low
  bonuses?

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Maslows Hierarchy Of Needs
Research does not support Maslows model as such,
but it highlights key issues in motivation.
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McClellands Needs Theory

• Need for achievement (nAch) - drive to excel, to
  achieve in relation to a set of standards, and to
  strive to succeed
• Need for affiliation (nAff) Desire for friendly
  and close interpersonal relationships
• Need for power (nPow) Need to make others behave
  in a way that they would not have behaved
  otherwise
• - Personalized power power in pursuit of own
  goals
• Socialized power power channeled towards
  constructive improvement of organizations and
  societies
• Best managers tend to be
• .

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Reinforcement Theory Link actions and rewards
to motivate

• Motivation is driven by external consequences,
  especially when consequences tightly linked to
  actions
• Positive reinforcement
• Negative reinforcement
• Punishment -
• Extinction -

Reinforcers are among the managers most powerful
tools. Think praise and recognition, in
addition to monetary rewards.
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Merit Pay Plans

• Merit Pay Plan Bases compensation on individual,
  group and/or organization performance.
• For example, commissions bonuses employee stock
  options
• Can be more motivating than salaries because
• Changes in salary are likely to be small and not
  always related to current performance.
• Bonuses are flexible - can be directly tied to
  current performance rather than being permanent

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Examples - Reinforcement

• Do you think Chaplins factory workers would be
  motivated through piecework rates?
• What if the line is machine-paced? What kind of
  reinforcers would be appropriate then?
• Do you think theyd be motivated by praise or
  awards?
• What if a line worker keeps coming in late? How
  do you handle that?
• What about bonuses to a programmer for beating a
  new-product deadline?
• What about recognition or awards?

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Expectancy Theory

• Most comprehensive and widely accepted theory of
  motivation
• Motivation derives from linkages between effort,
  performance, and rewards.
• Expectancy (effort-performance linkage) -
  perceived probability that effort will increase
  performance
• Instrumentality (performance-reward linkage) -
  belief that increased performance will affect
  outcomes
• Valence -
• Emphasizes rewards, alignment of organizational
  rewards and individual needs

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Expectancy Theory Model
Individual Effort
Individual Performance
Organizational Rewards
Individual Goals
Expectancy Effort-performance linkage
Valence Attractiveness
Instrumentality Performance-reward linkage
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Examples - Expectancy

• Reconsider the two security analysts introduced
  earlier cant believe they pay me and show
  me the money.
• How would expectancy theory suggest you go about
  motivating each one?
• Think back to the factory workers. How would
  expectancy theory help explain their motivational
  situation?

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CanGo Motivation Module

• Clear illustrations of motivational problems and
  potential responses
• Whitney Low expectancy -gt get support
• Nick Low instrumentality -gt clear up
  misinterpretation
• Debbie Low valence -gt reframe reward
• Low expectancy, instrumentality, or valence
  dramatically affects motivation.

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Goal-Setting Theory building commitment to
organizational goals

• Three basic steps
• Set Goals that are motivating
• Gain acceptance and commitment to goals
• Feedback on progress maintains motivation

Most important, valid, and useful single
approach to motivating performance
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Guidelines for Job Redesign
Goal-Setting Theory
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Example Goal Setting

• You manage a manufacturing plant and have decided
  you want to improve quality at your plant.
  Relations with the work force are excellent.
  What are some of the ways you could use goal
  setting theory to maximize motivation of your
  workers?
• .
• .
• .
• .

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Equity Theory

• Motivation works through social comparison and
  fairness
• You choose a referent - an individual with
  similar job, prior experience, but often
  differing on other dimensions (for example
  gender, relationships, etc.).
• Equity exists when your ratio of outcome to input
  ratio is the same as your referent.
• Overpayment inequity is when you perceive that
  ratio is higher than your referents.
• Underpayment inequity .
• Inequity creates tension that motivates most
  people to restore equity by bringing the ratios
  back into balance.

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Different ways to bring Outcomes (O) into balance
with Inputs (I)
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Examples Equity Theory

• Diana, a middle manager, realizes shes being
  paid quite a bit more than a friend who is a
  middle manager in another department. What might
  she do to restore equity?
• Harry, an assistant principal, realizes that he
  has been in his position longer than any other
  assistant principal in the district. What might
  he do to restore equity?

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Integrating Contemporary Theories of Motivation
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Major Points Motivation

• Intrinsic vs. Extrinsic Motivation
• Different individuals are motivated differently
• Maslow, Achievement-Power-Affiliation
• How does reinforcement motivate?
• Use multiple types of positive reinforcement, not
  punishment
• How does expectancy theory work?
• Effort-gtperformance-gtreward-gtindividual goal
• How do you set goals to motivate?
• Set the right goal, gain commitment, ensure
  feedback
• How does equity influence motivation?

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Next Time

• Leadership Chapter 17 of textbook up to p. 470.
• T123 Skip 7, 12-14, 17-18. Defer 10-11 and
  15-16 for second class session on leadership.
• Mastering Management Leadership module
• Complete the introduction, concepts, exercises
  and resolution sections of the Leadership
  module (second entry in table of contents
  screen).