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
• Five influential theories of motivation
• Contemporary motivation strategies
• Factors that influence different
generations
• Self-motivation strategies
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The Complex Nature of Motivation
• Each person is motivated by different
needs, at varying degrees, and at
different times
• It is the influences that account for the
initiation, direction, intensity, and
persistence of behavior
• Possible motives are endless:
– Emotional
– Social
– Biological
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Motivation Is Two-Dimensional
• Internal motivation comes when work is
meaningful or gives sense of purpose
• For some people intrinsic rewards are
more important than external ones
• External motivation is an action taken
by another person
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Motivation Is Two-Dimensional
• External motivation usually involves an
incentive or anticipation of a reward like
money, awards, and performance
feedback
• 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 combinations 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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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, “The Hierarchy of
Needs”
• Theory has three main 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
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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,
order, and safety in life
• Security needs reflect the desire for job
security in order to provide for an
individual and his/her family
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Social or Belongingness Needs
• Involves emotional and mental wellbeing
• Needs for affection, a sense of
belonging, and group identification are
powerful
• Two major aspects
– frequent, positive interaction with a
consistent group
– framework of stable, long-term caring and
concern
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Esteem Needs
• People need respect and recognition
form others and self-worth
• Promotions, honors, and awards are
outside sources that satisfy this need
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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
• Criticized for not addressing need for
leisure time and self-actualization
through family relationships
• Satisfied needs will not motivate people
• Considered a classic in management
theory
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Table 7.1
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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, and
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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Table 7.2
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The Expectancy Theory
• Based on assumption that motivation is
tied to whether one believes success is
possible
• Perception is an 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 achievement
• If you can conceive it and believe it, you
can achieve it
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McGregor’s Theory X and Theory Y
• Theory X managers
– Are pessimistic
– Think workers are lazy and need only pay
or punishment
– Think workers have little or no ambition
and avoid responsibility
– Only do as much work as they have to in
order to keep their jobs
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McGregor’s Theory X and Theory Y
• Theory Y managers
– Are optimistic
– Think workers are ambitious
– Think workers are creative, want to work,
are self-directed, and accept responsibility
• Often Expectancy Theory kicks in and
workers perform to managers’
expectations
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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
– connects the dream and reality
• Should be challenging, but not
impossible
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Figure 7.3 - A Model of How Goals
Can Improve Performance
Source: Robert Kreitner, Management (Boston: Houghton Mifflin, 2000). Reprinted by permission
of Houghton Mifflin Company. All rights reserved.
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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 over time
• Job enrichment is an attempt to make a
job more desirable and satisfying
• 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
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Motivation Through Job Design
• Job design likely to appeal to
Generation Y
• Often do not value work for only
external rewards
• More apt to view work as a valuable
learning experience that leads to
something better
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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 sharing
information, 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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Motivating the Generations
• Future majority of workforce will be
Generation X and Y
– They are comfortable with diversity
– Self-reliant and seek fun in their work
– Skeptical and cynical about managers’
motives and authenticity
– Give them a goal and set them free
– Communicate in multi-media
– Coach them, do not lecture them
– Show them respect and they will perform
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Figure 7.4 - Motivational factors
for generations
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Self-Motivation Strategies
• Nurture a gritty nature
– Grit, in the form of hard work and
determination, is a major indicator of
success
– Intelligence accounts for only a fraction of
success
– Gritty people are highly self-disciplined and
focused on goal achievement
– With self-discipline we can learn to delay
gratification
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Self-Motivation Strategies
• Go outside your comfort zone
– Don’t be afraid to move outside comfort
zone
– To achieve your full potential, challenge
yourself
– Staying comfortable may show fear of
success
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Self-Motivation Strategies
• Strive for balance
– Self-motivation decreases when we lose a
sense of balance in our lives
– 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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Chapter Review
• Differences between internal and
external motivators in the workplace
– Motivation provides a framework for
understanding why people do things
– 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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Chapter Review
• Five characteristics of motives
– People are motivated by different things
– Motives change over a lifetime
– Motives are sometimes unconscious
– Motives vary in strength and importance
– Motives can only be inferred
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Chapter Review
• Five influential theories of motivation
– Maslow’s Hierarchy of Needs Theory
– Herzberg’s Motivation-Maintenance Theory
– Expectancy Theory
– McGregor Theory X and Theory Y
– Goal-setting Theory
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Chapter Review
• Contemporary motivation strategies
– Contemporary organizations attempt to
motivate through positive expectations and
job design modifications such as
• Job rotation
• Job enlargement
• Job enrichment
– They also use incentives like
intrapreneurship opportunities, additional
training and empowerment
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Chapter Review
• Factors that influence different
generations
– There are specific strategies to motivate
workers from various age brackets
• Matures
• Baby Boomers
• Generation X
• Generation Y
– Once you understand their motivating
factors you can individualize your
interactions with them
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Chapter Review
• Self-motivation strategies
– We are responsible to keep ourselves
motivated
– We can
• nurture grit
• take action beyond our comfort zones
• strive for balance between professional
and personal lives
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