Motivating Employees

1
Motivating Employees
2
Employees will be motivated if

• They have a personality that predisposes them to
  be motivated
• Their expectations have been met
• The job and organization are consistent with
  their values
• The employees have been given achievable goals
• The employees receive feedback on their goal
  attainment
• The organization rewards them for achieving their
  goals
• The employees perceive they are being treated
  fairly, and
• Their coworkers demonstrate a high level of
  motivation

3
Is an Employee Predisposed to Being Motivated?

• Personality
• Conscientiousness
• Self-esteem
• Chronic
• Situational
• Socially influenced
• Need for achievement
• Intrinsic motivation

4
Increasing Self-Esteem

• Self-esteem workshops
• Experience with success
• self-fulfilling prophecy
• trying new experiences and taking little steps
• Supervisor behavior
• Pygmalion effect
• Golem effect

5
Need for Achievement

• McClelland (1961)
• Three needs
• Need for achievement
• Need for affiliation
• Need for power

6
Employee Values and Expectations

• Have the employees expectations been met?
• Realistic job previews (RJPs)
• Job descriptions
• Have the employees needs, values and wants been
  met?
• Maslows Needs Hierarchy
• ERG Theory
• Two-factor Theory

7
Maslows Need Hierarchy
Self-Actualization Needs
Ego Needs
Social Needs
Safety Needs
Basic Biological Needs
8
ERG Theory

• Growth
• Relatedness
• Existence

9
Two-Factor Theory

• Motivators
• Responsibility
• Growth
• Challenge
• Job control
• Hygiene factors
• Pay
• Benefits
• Coworkers
• Security

10
Comparison of Needs Theories
Maslow ERG Two-Factor
Self-actualization Growth Motivators
Ego Growth Motivators
Social Relatedness Hygiene Factors
Safety Existence Hygiene Factors
Physical Existence Hygiene Factors
11
Job Characteristics Theory

• Employees desire jobs that are
• Meaningful
• Allow autonomy
• Provide them with feedback
• Jobs will have motivating potential if they have
• Skill variety
• Task identification
• Task significance

12
Job Characteristics and Work BehaviorFried and
Ferris (1987) meta-analysis
Job characteristic Correlation with Work Behavior Correlation with Work Behavior Correlation with Work Behavior
Job characteristic Satisfaction Performance Absenteeism
Skill variety .45 .09 -.24
Task identity .26 .13 -.15
Task significance .35 .14 .14
Autonomy .48 .18 -.29
Job feedback .43 .22 -.19
Motivating potential score .63 .22 -.32
13
Setting Goals

• Specific
• Measurable
• Difficult but attainable
• Relevant
• Time bound
• Employee participation

http//www.youtube.com/watch?vqpmUYa1f_5Qfeature
youtu.be
14
Providing Feedback

• Positive Feedback
• should be specific
• should be sincere
• should be timely
• Negative Feedback
• should be constructive
• concentrate on behaviors
• always give in private
• Self-Regulation Theory

15
Going Hollywood
Office Space (DVD Segment 13)
16
Going Hollywood
9 to 5 (DVD Segment 5 The Xerox Room)
17
Let's Talk
What was wrong with the feedback in the video
clips?
18
Rewarding Excellent Performance

• Timing of the reward
• Contingency of the reward
• Type of reward

http//www.youtube.com/watch?vA-ZlYBps1p0feature
related
19
The Premack Principle

• Different things reinforce different people
• We can get people to engage in behaviors they
  dont like (e.g., studying) by reinforcing them
  with the opportunity to engage in behaviors they
  like better (e.g., taking out the trash)

20
Sample Reinforcement Hierarchy
Most Desired
- Money - Time off from work - Lunch time -
Working next to Wanda - Supervisor praise -
Running the press - Getting printing plates -
Throwing out oily rags - Typesetting - Cleaning
the press
Least Desired
21
Financial Incentive Plans

• Individual Incentive Plans
• pay for performance
• merit pay
• Organizational Incentive Plans
• profit sharing
• gainsharing
• stock options

http//www.youtube.com/watch?vaRzkFCijjOQfeature
youtu.be
22

• Variable Pay
• Individual (tenure, performance, skill and
  knowledge)
• Organizational (gainsharing, profit sharing,
  stock options)
• _______________________________________________
• Adjustments
• Location (COLAs)
• Shift
• ________________________________________________
• Base Pay
• Market value
• Job evaluation
• Benefits

23
Punishing Poor Performance
24
Let's Talk
What are the merits of rewarding good performance
versus punishing bad performance?
25
Treating Employees FairlyEquity and Keeping
Promises
26
Are Rewards And Resources Given Equitably?

• Equity Theory
• Components
• inputs
• outputs
• input/output ratio
• Possible Situations
• underpayment
• overpayment
• equal payment

27
Equity Theory

• Underpayment
• Work less hard
• Become more selfish
• Lower job satisfaction

• Overpayment
• No guilt feelings
• Work harder
• Become more team oriented

28
Expectancy Theory

• Expectancy
• Instrumentality
• Valence

29
Motivation Level of Other EmployeesSocial
Learning
30
Putting it all Together
Applied Case Study Taco Bueno Restaurants
31
Let's Talk
Focus on Ethics Motivation Strategies
32
What Do You Think?

• Although there were some legal ramifications for
  what Hooters did, do you think what they did to
  the waitress was also unethical?
• Do you think that the waitresses were lied to? If
  so, do you think lying to employees is unethical?
• What do you think about the motivating strategy
  of allowing employees to rip off the shirts of
  other employees? Is humiliating employees ethical?

33
What Do You Think?

• Is it ethical to promise money or other monetary
  compensation to students for studying hard? What
  if the losing students actually studied harder
  then the winner, but the winner only did well
  because he/she just happened to be brighter?
  Would giving that student the money be fair to
  the students who studied hard?
• Does the fact that these motivation techniques
  had the desired result by increasing sales or
  decreasing the use of paper outweigh any negative
  consequences of such motivators?