Chapter Seven
Motivating Yourself
and Others
Chapter Preview: Motivating Yourself and
Others
• Differences between internal and
external motivators in the workplace
• Five characteristics of motives
• Maslow’s hierarchy of needs and
Herzberg’s motivation-maintenance
theory
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7-2
Chapter Preview: Motivating Yourself and
Others
• Theory X and Theory Y leadership
styles
• How expectations influence motivation
• Contemporary motivation strategies
• Self-motivation strategies
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The Complex Nature of Motivation
• Learning what motivates you is an
essential part of knowing yourself
• Knowing what motivates others is basic
to establishing and maintaining effective
relationships
• Each person is motivated by different
needs, at varying degrees, and at
different times!
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Motivation Defined
• Influences that account for
– initiation
– direction
– intensity
– persistence of behavior
• Reason people do what they do
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Motivation Defined
• Internal drive that encourages us to
achieve our goals
• Possible motives are endless:
– Emotional
– Social
– Biological
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Motivation Is
Two-Dimensional
• Internal motivation is self-granted and
comes when something is meaningful or
gives sense of purpose
• Examples:
– Job contentment
– Individual growth
– Achievement
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Motivation Is
Two-Dimensional
• External motivation is an action taken
by another person
• Usually involves an incentive or
anticipation of a reward
• Examples:
– Money
– Awards
– Performance feedback
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Motivation Is
Two-Dimensional
• Most people need both
• Organizations should strive to balance
internal and external motivation
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Total Person Insight
Dependent people need others to get
what they want. Independent people
can get what they want through their
own efforts. Interdependent people
combine their own efforts with the
efforts of others to achieve their
greatest success.
Stephen R. Covey
Author, The 7 Habits of Highly Effective People
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Motivation to Satisfy Basic Desires
• Everything we experience as
meaningful can be traced to one of
sixteen basic desires or combination of
desires
• The challenge is to determine which five
or six (core values) are most important
to you
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Figure 7.1 Sixteen
Basic Desires in the
Reiss Profile
Source: Steven Reiss, Who Am I?
(New York: Berkeley Books, 2000),
pp. 17-18.
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The Motivation Cycle
• Motivation cycle describes how most
people satisfy a need
• Five steps in the motivational cycle
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Steps in the
Motivational
Cycle
Figure 7.1
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Characteristics of Motives
• The “why” of human behavior
• Five characteristics of motives:
– individualistic
– changing
– may be unconscious
– are often inferred
– are hierarchical
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Influential Motivation Theories
• Many psychologists have added to our
knowledge of what motivates people
• Basic problem is how to apply
knowledge in the workplace
• Several theories are influential
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Maslow’s Hierarchy of Needs
• People tend to satisfy their needs in a
particular order
• Maslow called this order:
“The Hierarchy of Needs”
• Theory has three main assumptions
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Maslow’s Assumptions
• People have a number of needs that
require some measure of satisfaction
• Only unsatisfied needs motivate
behavior
• Needs are ordered according to
prepotency
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Figure 7.2
Maslow’s Hierarchy
of Needs
Figure 7.2
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Physiological Needs
• Survival, or lower-order needs
• Include needs for food, clothing, sleep,
and shelter
• In a good economy, these needs rarely
dominate
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Safety and Security Needs
• Reflect peoples’ desire for predictability
in life
• Safety needs focus on protection from
physical harm
• Security needs reflect the need to
provide for oneself and one’s family
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Social or
Belongingness Needs
• Involve emotional and mental well-being
• Needs for affection, a sense of
belonging, and group identification are
powerful
• Two major aspects
– frequent, positive interaction with
consistent group
– framework of stable, long-term caring and
concern
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Esteem Needs
• Self-esteem describes how you feel
about yourself
• Esteem needs relate to a person’s selfrespect and the respect he or she
receives from others
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Self-Actualization Needs
• Represent a person’s need for growth
• Fulfilling potential or realizing fullest
capacities as human beings
• Motivates by presence, others motivate
by absence
• Rarely fully attained
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Maslow’s Theory Reconsidered
• Maslow’s theory has helped us
understand behavior
• The hierarchy should not be taken too
literally
• Research shows only two lowest needs
are hierarchical
• Humans are motivated at any one time
by a complex array of needs
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Herzberg’s Motivation-Maintenance Theory
• Maintenance factors include things
people consider essential to any job
• Include: salary, benefits, social
relationships, working conditions,
policies, and administration
• An absence of a maintenance factor
can motivate
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Herzberg’s Motivation-Maintenance Theory
• Motivational factors are benefits above
and beyond the basic elements of a job
• Include: recognition, advancement,
more responsibility
• They tend to increase worker
satisfaction and can motivate
employees to higher production levels
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Herzberg’s Motivation-Maintenance Theory
• When motivational factors are not met,
workers ask for increased maintenance
factors
• Critics point to Herzberg’s assumption
that all people are motivated only by
higher-order needs
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The Expectancy Theory
• Based on assumption that motivation is
tied to whether one believes success is
possible
• Perception is important element
• Expansion of self-efficacy concept
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The Expectancy Theory
• Combining aspirations and expectations
is even more powerful
• Self-fulfilling prophecy reflects a
connection between your expectations
of yourself and your behavior
If you can conceive it and believe it,
you can achieve it!
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The Goal-Setting Theory
• Goals tend to motivate in four ways
– provide purpose by directing attention to a
specific target
– encourage to make the effort to achieve
something specific
– requires sustained effort and therefore
encourages persistence
– forces connection between the dream and
reality
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The Goal-Setting Theory
• Goals play a key role in bringing
purpose to life
• Goal-setting theory requires an
understanding of the criteria for
developing realistic goals
– Should be difficult enough to challenge, but
not impossible to reach
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Figure 7.3
A Model of How Goals
Can Improve Performance
Figure 7.3
Source: Robert Kreitner, Management (Boston: Houghton Mifflin, 2000). Reprinted by permission
of Houghton Mifflin Company. All rights reserved.
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McGregor’s Theory X and Theory Y
• Outlines assumptions of human nature
in his book:
The Human Side of Enterprise
• Divides assumptions into two
categories:
– Theory X
– Theory Y
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Theory X: A Pessimistic View
• Assumes that people
– do not really want to work and must be
closely supervised
– avoid responsibility
– have little or no ambition
• Assumes rewards or punishments must
be used
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Theory X
• Managers who operate under this
theory believe
– workers are paid to do a good job
– management’s function is to supervise the
work and correct employees if needed
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Theory Y: An Optimistic View
• Assumes work is as natural to people
as play or rest
• Assumes people are capable of selfdirection and will learn and accept
responsibility
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Theory Y
• Managers who operate under this
theory believe
– people will become committed to
organizational objectives if they are
rewarded for doing so
– a healthy, mutually supportive work climate
based on trust, openness, and respect will
influence workers to give more of
themselves
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Contemporary Employee Motivation
Strategies
• The search for better ways to motivate
employees has taken on a new level of
importance
• International competition and the age of
information require different and more
effective motivation strategies
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Contemporary Employee Motivation
Strategies
• Strong connection between peoplecentered practices, and higher profits
and lower turnover
• Organizations that put people first and
recognize wants, needs, passions, and
aspirations find merit in contemporary
strategies
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Motivation Through
Job Design
• Job rotation allows employees to move
through a variety of jobs, departments,
or functions
• Cross-training workers
– Facilitates career advancement
– Allows a hedge against absenteeism
– Reduces boredom
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Motivation Through
Job Design
• Job enlargement means expanding an
employee’s duties or responsibilities
• Motivation is often increased when
workers are encouraged to take on new
skills and responsibilities
• Can fill strategic gaps by training in
several facets of work
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Motivation Through
Job Design
• Job enrichment is an attempt to make a
job more desirable and satisfying
• Two ways
– assign more difficult tasks
– grant more authority
• Employees can find solutions to
problems
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Motivation
Through Incentives
• Incentives are used to
– improve quality
– reduce accidents
– increase sales
– improve attendance
– speed up production
• Organizations often use incentives to
drive results
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Motivation
Through Incentives
• Intrapreneurship rewards the
development of new ideas
• Encourage employees to pursue ideas
at work
• The company provides funds, space,
and time
• Cash bonuses or awards for ideas and
development often given to employee
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Motivation Through Learning Opportunities
• Learning opportunities can be a strong
motivational force
• Education and training are critical to
individual growth and opportunity
• Learning can help secure the future
• More powerful if perceived as leading to
something that motivates individual
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Motivation Through Empowerment
• Empowerment means offering authority
and responsibility to all ranks of an
organization
• Can give employees a sense of pride,
self-expression, and ownership
• Assumes employees want challenge
and personal meaning from jobs
• Requires long-term commitment from
top management
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Motivation Through Others’ Expectations
• Relationship between a person’s level
of motivation and the expectations of
others
• High expectations from others leads to
high performance
• Supervisors can communicate high and
low expectations
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Self-Motivation Strategies
• Go outside your comfort zone
– Don’t be afraid to move outside comfort
zone
– Reflect on messages you’ve received from
family and friends concerning success
– Learn to showcase your abilities
– Don’t be afraid to toot your own horn!
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Self-Motivation Strategies
• Build an immunity to cynicism
– Cynicism is a destructive thinking pattern
– Maintain an open mind
– Avoid blaming management for every real
or perceived problem
– Take time to learn why changes are being
made and try to separate fact from fiction
– Remember that bad news gets more
attention than good news
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Self-Motivation Strategies
• Strive for balance
– Motivation decreases when we no longer
have a sense of balance in our lives
– Imbalance can happen when employees
are not treated as “whole” people
– Take time to reflect on what is important in
your life
– Take stock of your most satisfying
experiences and then try to make the
necessary adjustments
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Self-Motivation Strategies
• Take action
– Take responsibility for the situation you are
in and take action to improve it
– Easier to blame others, but you have
power to do something that others won’t or
can’t
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Total Person Insight
People who feel in control of life
can withstand an enormous amount
of change and thrive on it. People
who feel helpless can hardly cope
at all.
Joan Borysenko
Author, Minding the body, Mending the
Mind
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Summary
• Motivation is a major component in
human relations training
• Internal motivation occurs when a task
or duty is meaningful
• External motivation is initiated by
another person and is usually based on
a reinforcement or reward
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Summary
• People are motivated by different things
• Motives
– change over a lifetime
– are individualistic
– vary in strength and importance
– can only be inferred
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Summary
• Maslow—motives vary in strength and
importance and can be arranged in an
order called a hierarchy
• Herzberg—workers desire more
maintenance factors when motivational
factors are not present
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Summary
• McGregor— Theory X and Theory Y, a
pessimistic and an optimistic view of
human behavior, respectively
• Expectancy theory—personal
expectations have a powerful influence
on motives
• Goal-setting theory—people become
more focused and persistent with
established, realistic goals
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Summary
• Contemporary theories include
– Positive expectations
– Job rotation, job enlargement, and job
enrichment
– Incentives such as intrapreneurship
– Learning opportunities
– Empowerment
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Summary
• Self motivation is important
• People need to
– strive to go beyond their comfort zone
– avoid cynicism
– strive for balance between work and
personal life
– take responsibility
– take action
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