Motivation

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• Motivation
• (By Managers In Groups)
• TMB Ch. 7

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Warm Up

• What motivates you?
• What makes some people work harder than others?
• Are people motivated internally or externally?
• What motivates a group?
• How can manages motivate their teams?
• In a recent survey, 4,000 adults were asked if
  they could be more productive in their jobs if
  they wanted to.57 said they could.
• Is this a problem in todays workforce and
  groups?

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Motivation, What Is It All About?

• Means to move.
• The manner in which human behavior is activated.
  
• 3 main essential components of motivated behavior
  are
• Direction- The behavior you choose to perform
  when given choices.
• It provides focus, it defines the purpose that
  the behavior is attempting to achieve.
• Intensity- The level of effort, strength of the
  motivated behavior in pursuit of an objective.
• Persistence- How long a person/group will devote
  effort to a chosen alternative.

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Lets Go To School..

• Three schools of psychology of human motivation
• The Psychoanalytic School
• The Behaviorist School
• The Human Relations School

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The Psychoanalytic School (Freud)

• Stated that your outward manifestation of your
  psyche is like the tip of a submerged iceberg.
• The submerged portion of the iceberg represents
  your unconscious needs and motivation.

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The Behaviorist Human Relations Schools

• Behaviorist School
• Process of influencing behavior by rewarding the
  person for proper responses
• and not rewarding for improper responses.
• Pretty basic right?
• Positively reinforced behavior tends to repeated.
• Extinctionbehaviors that dont receive positive
  rewards will tend to disappear.
• Human Relations School
• Classical Organizational Theory says that
  employees are lazy, work only for
• money, and need to be supervised closely if they
  are to produce.
• Human Relations School believes in looking to
  people rather than to the
• organization for resolving problems or
  opportunities.
• Groups are managed differently.
• Q Which of these three theories do you see in
  your groups?

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Maslows Basic Needs
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Maslow.

• Sometimes these needs can superseded by another.
  For example, if you are speaking with a group,
  you may satisfy your Social Need, but if during
  the conversation, you feel extremely hungry and
  even hypoglycemic, you might have a Physiological
  Need that needs to be immediately satisfied.
• This capacity of lower order needs asserting
  themselves is called Prepotency.
• Where do you think you spend most of your time
  satisfying?
• Physiological
• 95
• Safety
• 65
• Social
• 45
• Where do organizations spend of their time?
• Lower order needs.feelings of safety, part of a
  group, wages to satisfy other needs.
• Where do they fail?
• Higher order needs for esteem and
  self-actualization.Why?

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Herzbergs Motivator/Hygiene Approach

• Fred Herzbergs theory found that work-related
  factors that led to feelings of satisfaction on
  the job were different from those factors that
  led to dissatisfaction.
• Really..and he got famous for that?
• Sure, but lets break it down..
• Satisfiers, also known as Motivator Factors,
  recognition, career advancement, achievement.
• Dissatisfiers, also known as Hygiene Factors,
  company policies, working conditions,
  interpersonal relations.
• Herzberg reasoned that Motivator Factors could
  motivate through providing opportunities for
  personal satisfaction.
• He also reasoned that Hygiene Factors could
  create dissatisfaction if they werent attended
  to.
• So, in summary, this theory contends that
  improving physical working conditions may help to
  reduce worker dissatisfaction, but will not
  provide sufficient incentive for most workers to
  strive for superior performance.
• Whyand do you see this in your
  workplace/groups?
• Do companies tend to ignore poor working
  conditions (hygiene), hence drive down
  motivation?
• Our authors tell us that right or wrong, this
  theory is strong in the management world today.
  I agree.

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Vrooms Expectancy Theory

• This model assumes that people make decisions
  based on economic realitiesseems simple so
  far.
• Victor Vrooms model argues The physiological
  force on an employee to exert effort is a
  function of his or her expectancies about the
  future and the attractiveness of specific future
  outcomes.
• Get the sale make the money
• Serve your time attain that promotion
• Study hard and get As

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Expectancy Theory..

• Help employees recognize that effort and
  performance are closely related.
• A manager must include the establishment of
  conditions that help to translate effort into
  performance.
• Make it happen for them!
• Conflicting expectancies and rewards need to be
  eliminated.
• For example, conflicting demands made by
  different supervisors.
• Q What does this do to the workforce?

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Equity Theory

• Assumes that people will strive to restore equity
  if they feel an imbalance exists.
• The basic belief, therefore, is that employees
  monitor the degree of equity or inequity that
  exists in their working conditions by comparing
  their own outcomes and inputs with those of
  another person.
• It involves Inputs and Outcomes
• Inputs Contributions a person makes to the
  employment relationship.
• Personal effort
• Years/Kinds of education
• Training
• Prior work experience
• Age
• Outcomes Anything an employee views as being
  provided by their jobs or the organization.
• Pay
• Office with a window
• Company car
• Incentive plans
• Time off
• Q What kinds of examples can you come up with
  to show an imbalance in this kind of motivational
  theory?

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15 Basics Employees Want From Work.

• Good Supervision-
• From a leader who can guide and direct their
  activity.
• Clear Goals-
• Expectations that are mutually agreed and
  understood.
• Accurate and Timely Feedback-
• Reflects their performance and helps them
  improve it.
• Interesting Work-
• Or at least the opportunity from time to time.
• Challenges-
• Helps them grow, tests their talents, stretches
  their abilities
• Responsibility-
• The chance to take on important tasks.

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15 Basics Employees Want From Work.

• Recognition-
• Praise, rewards and advancement
• Respect-
• For themselves as professionals and as
  individuals.
• To Be Informed-
• Whats going on in the company and
• department?
• To Be Listened To-
• By their supervisors and their co-workers.
• To Be Treated Fairly-
• In terms of recognition, responsibilities..

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15 Basics Employees Want From Work.

• To Be Given Opportunities For Growth and
  Advancement-
• Within their department and throughout the
  company as well.
• To Have Control Over Their Own Work-
• The authority to take initiative and make
  decisions, within boundaries.
• The opportunity to make mistakes.
• To Participate In Decision-Making-
• That affects them, their department and company.
• To Be A Member Of An Efficient Team-
• That offers support to each of its members.

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10 Specific Areas of Motivational Opportunities
For Groups

• Involvement
• Challenge
• Belonging
• Respect
• 5. Recognition
• 6. Personal Growth and Opportunity
• 7. Training
• 8. Coaching
• 9. Performance Reviews
• 10. Discipline?..really? How?

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Barriers to Achievement/Defense Mechanisms

• We have a drive and desire to achieve/motivate,
  but there exists barriers to our goal
  achievement.
• 1. Aggression or Hostility-
• Can be either verbal or physical, expressed as
  attacks against people.
• 2. Displaced Aggression-
• Supervisor who feels that he/she is not able to
  communicate with a superior and, in turn,
• verbally abuses his/her subordinates.
• 3. Regression-
• Childish actions, temper tantrums, pouting..
• 4. Fixation-
• Persistence of doing the same thing over and over
  again in the same way. Revert back.
• 5. Resignation-
• Someone gives up all sense of the emotional or
  personal involvement.
• Fail to achieve some goal, you lose any positive
  concern of the situation.

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Barriers to Achievement/Defense Mechanisms

• 6. Withdrawal-
• Remove yourself from the situation, either
  physically or psychologically.
• Not able to cope with a co-worker? Avoid any
  situation that would put you in contact.
• 7. Repression-
• Block out what is disturbing to you..the problem
  will simply go away.
• 8. Compensation-
• Being bossy, one-uping people.
• 9. Rationalization-
• If being passed up for a promotion, your
  statement would be, I can find other ways to
• spend my time.
• 10. Projection-
• Subscribe to someone elses thoughts and blame
  others for your thoughts/behaviors.
• Just remember that defense mechanisms are normal.
  Just work with them.

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Job Design

• Q Is your job boring?
• Simply, this form of motivation through employee
  empowerment attempts to counteract the monotony
  of oversimplified work.
• In other words make work a little more fun,
  interesting, challenging, less dull and
  repetitious
• Job Design involves job simplification, avoiding
  worker dissatisfaction, find the ideal level of
  motivation that maximizes productivity without
  creating stress and unhappiness.
• Lets look at the several methods of how Job
  Design attempts to rehumanize the working
  environment.

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Job Design

• Job Enlargement Involves an increase in the
  variety of an employees activities. Tends to
  increase worker satisfaction and quality.
• Job Rotation The job stays the same, but the
  personnel who perform the task are
• changed.
• Companies may use this as a training device
  to improve workers flexibility.
• Job Sharing Divide a job held by one person into
  jobs held by two or more people.
• Purpose is to improve performance and quality
  of work life.
• Job Enrichment Less direct control of the
  employee.
• Increased employee accountability.
• Greater freedom on the job.
• Better utilization of skills sets the
  employees possess.
• Worker is more motivated because of this
  challenge.
• Employees participate in the entire
  work process, not just one part.
• Can you think of an example in your work
  environment where one or more of these methods
  has happened to you?

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Job Design

• Delegation Give them a task, let them carry it
  out.
• Authority is the key here, employees are
  willing to take on more with it.
• Q Do you think managers today are okay with
  delegation? How do they see it?
• Supervisors Who Listen
• These employees have higher morale than most
  others.
• Listening, actual listening, motivates employees
  more than talking to them.
• Q How do you feel about listening? Does your
  boss do this? Or not?

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Lets Practice

• Turn to page 150 in TMB
• Groups of 5
• Case Study 7-1
• How Do You Motivate Motel Maids?
• Answer questions
• Be Prepared To Share in class