Chapter 4
Motivating Self and Others
Organizational Behaviour
Dave Ludwick, P.Eng, MBA, PMP
Motivation
• Motivation – are processes that account for an individual’s
intensity, direction and persistence of effort toward a goal
• Motivation is about getting an individual to consistently
take action toward a goal
• Lets talk about Theories of Motivation
• Then, lets talk about how we can motivate ourselves and
others
Organizational Behaviour
Dave Ludwick, P.Eng, MBA, PMP
Theories of Motivation
• Theory X vs. Theory Y (Douglas McGregor)
• Theory X – emphasizes that employees dislike work, will
attempt to avoid it and must be coerced, controlled and
threatened with punishment to work
• Theory Y – considers that employees will exercise selfdirection and self control if they are committed to the
objectives
• Robert Shereck suggests
– Commitment is what transforms a promise into reality
– To commit is to promise to provide something
– It speaks boldly of intentions, but actions speak louder than words
Organizational Behaviour
Dave Ludwick, P.Eng, MBA, PMP
Theories of Motivation
• Motivators are instruments that incline individuals to act
• Extrinsic motivators (Theory X) come from outside an
individual. Examples are pay, bonuses and other rewards
• Intrinsic motivators (Theory Y) come from an internal
desire to do something, motivated by interest, challenge
and satisfaction
Organizational Behaviour
Dave Ludwick, P.Eng, MBA, PMP
Needs Theories of Motivation
• Need’s Theories describe the types of needs that must be
met to motivate individuals
• Maslow’s Hierarchy of Needs – Hypothesized that in every
person there is a 5 level hierarchy that described a person’s
motivations
• Motivation-Hygiene Theory (Frederick Herzberg)
suggested that motivators (like achievement, recognition,
etc) needed to be present to motivate. Hygiene factors
(like work conditions and salary) could not motivate, but
could demotivate
Organizational Behaviour
Dave Ludwick, P.Eng, MBA, PMP
Maslow’s Hierarchy of Needs
• One of the most well-known motivation needs theories
• 5 Level Hierarchy of Needs
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Physiological – need for shelter, protection, food
Safety – need for security and protection
Social – need for affection, belongingness, acceptance
Esteem – self-respect, autonomy, status
Self-actualization – growth, achieving potential, fulfillment
• Although no need is ever completely met, once a level is
substantially achieved, the individual advances to the next
level
• Generally esteem and actualization are satisfied internally,
whereas lower order needs (social, safety, physiological)
are satisfied externally
Organizational Behaviour
Dave Ludwick, P.Eng, MBA, PMP
Motivation-Hygiene Theory
• Herzberg proposed that Satisfiers and Dissatisfiers at work
drive job satisfaction
• Motivators generally come from within (desire for
achievement, recognition, the work itself, advancement)
can provide for satisfaction
• Hygiene factors (supervision, work conditions, salary) are
generally external.
– The presence of hygiene factors cannot provide satisfaction, but
can only reduce dissatisfaction
– The presence of motivators can provide satisfaction, but their
absence cannot lead to dissatisfaction
Organizational Behaviour
Dave Ludwick, P.Eng, MBA, PMP
Expectancy Theory
• Developed by Victor Vroom, says that people are
motivated when they believe that
– Effort will lead to good performance
– Good performance will lead to organizational rewards
– These rewards will satisfy personal goals
• Expectancy – the effort-performance link (how probable
that the effort will lead to performance)
• Instrumentality – the performance-reward link (whether
performing at a given level will lead to the attainment of
the desired outcome)
• Valence – the rewards-personal goals link (the degree to
which the organizational rewards will satisfy personal
goals
Organizational Behaviour
Dave Ludwick, P.Eng, MBA, PMP
Goal Setting Theory
• The belief that
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Developed by Edwin Locke
Specific goals increase performance
Difficult goals (when accepted) lead to higher performance
Constant performance feedback also leads to higher performance
Organizational Behaviour
Dave Ludwick, P.Eng, MBA, PMP
Management by Objectives (MBO)
• Emphasizes jointly set goals that are tangible, verifiable
and measurable. Following characteristics
• Goal specificity – precise statements of specific
accomplishments
• Participative – managers and employees choose the goals
together and agree on how they’ll be achieved
• Explicit Time Period
• Performance Feedback
Organizational Behaviour
Dave Ludwick, P.Eng, MBA, PMP
Equity Theory
• Individuals compare their job inputs and outcomes with
those of others and then respond to eliminate any inequities
• Employees will compare themselves to people inside and
outside the company and with different jobs and at
different job levels
• Equity Theory suggests employees compare themselves
generally to others on 4 moderating variables
– Gender – employees compare themselves generally to others of
same gender
– Length of tenure
– Level in the hierarchy of the organization
– Amount of education or professionalism
Organizational Behaviour
Dave Ludwick, P.Eng, MBA, PMP
The Role of Money
• Money is a motivator but a primitive one
• It helps to address the basic hierarchy needs
(physiological, safety)
• Herzberg’s theory says money is a necessary but
insufficient external motivator
• Employees need money to address some minimal level of
needs, but
• Employees have equally said that relationships, job
satisfaction, respect and good working conditions are more
important
• Hiring Wars
Organizational Behaviour
Dave Ludwick, P.Eng, MBA, PMP
Motivating to Achieve Goals
• At the end of the day, employees are motivated if there is a
link between their personal goals and those of the
organization
• Employees can also be motivated through recognition
programs, variable pay programs or other incentive
programs (individual incentive programs, group-based
incentive programs or organizational incentive programs)
Organizational Behaviour
Dave Ludwick, P.Eng, MBA, PMP
How do I motivate…
• Professionals?
– Typically professionals are already receiving a competitive wage,
so motivation then comes from job challenge, problem solving,
skill-development, opportunities for career development
• Contingency Workers (Temporary Workers)?
– Permanent jobs, greater benefits, training
• Low-skilled Workers?
– Very difficult to motivate these workers
– Greater benefits and skills, job autonomy
• Unionized Workers?
– There can be very little room to use pay to motivate unionized
workers because of tight pay scales
– Training, listening to concerns, skill development and cross
training where possible
Organizational Behaviour
Dave Ludwick, P.Eng, MBA, PMP
Contemporary Theories of Motivation
• Gung Ho by Ken Blanchard and Sheldon Bowles
– Make sure the work is worthwhile
– Leave employees in control of how they achieve goals
– Cheer each other on
• The Power of Belief
– Napoleon Hill:
• “Anything you can conceive and believe you can achieve can be
achieved
• With every idea God provides an equivalent means by which to
achieve it.
– Deepak Chopra
• Within every desire, is the seed and mechanics for its fulfillment
– Jesus Christ
• Ask and you will receive, seek and you will find
Organizational Behaviour
Dave Ludwick, P.Eng, MBA, PMP
Influencing Other People
• Be genuinely interested in other people
– Sometimes that means giving something up to get what you want.
Nature frowns upon the idea of getting something for nothing
• Smile
• Use the name of the other person often and with
enthusiasm. This is like a lullaby to them
• Listen attentively first to the other person.
– Find out what the other person is interested in. This will make the
most intimidating character easy to approach.
– Talk in terms of the other person’s interests
• Leave room for others to contribute
• Managers need to create an environment for motivation
– Top down service vs. bottom up service
Organizational Behaviour
Dave Ludwick, P.Eng, MBA, PMP
Enrollment
• Enrollment starts from a listening of inclusion and
speaking a possibility from that listening that leaves the
other person with a possibility that they see for themselves
(R. Shereck)
• There are 5 Conversations for Enrollment
– Background of Relatedness – develops a common understanding
– Conversation for Possibility – shares the leader’s commitment to a
future possible reality
– Conversation for Opportunity – a shared project to translate the
possibility into reality
– Conversation for Action – an invitation to participate that turns that
possibility into reality. Inspires commitment
– Conversation for resolving breakdowns – determining what
interrupted the commitment
– Conversation for Acknowledgement - congratulations
Organizational Behaviour
Dave Ludwick, P.Eng, MBA, PMP
Robbins’ 4 Qs of Motivation
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How do you benefit by NOT taking action?
How do you suffer by NOT taking action?
How do you benefit by taking action?
How do you suffer by taking action?
• Chapter 5
Organizational Behaviour
Dave Ludwick, P.Eng, MBA, PMP