Motivation
What is Motivation?
• Motivation is what drives us to get a job done.
• It is what is in us that makes us want to work harder, or take it easier.
• Highly-motivated people work hard. Unmotivated people do not.
• We as managers want to MOTIVATE our employees.
• A highly motivated workforce is ESSENTIAL to getting good
performance results.
Motivation and Rewards
• Rewards are something of value to an employee. They are what motivate
employees to put effort into their work. There are two types that managers
have to think about.
• Extrinsic rewards and intrinsic rewards.
Extrinsic Rewards
•
•
•
•
•
•
Extrinsic Rewards come from other people in positions above the employee.
What are some examples?
-Pay bonuses
-Promotions
-Time off
-Special assignments
•
•
•
•
-Better office space
-Awards
-Verbal Praise
-Recognition
Intrinsic Rewards
• Intrinsic rewards come from within. They are a part of the job, but are not
provided by the organization.
•
•
•
•
•
We do not depend on other people’s actions for these rewards.
Some examples are:
-Feeling good about yourself
-Personal development
-Self-control.
Common Rewards
•
•
•
•
•
•
•
•
Stock Options
-This also leads to dividends.
Corporate Events
-Golf
-Team-building retreats
Parties
-Christmas
-Barbecues
Performance-Contingent Rewards
• Rewards have to be ties to performance. Managers have to be careful to
respect diversity and individual differences.
• Managers:
- need to know what people want from work, and
- need to satisfy interests of both parties.
Theories of Motivation
• Content theories of motivation are designed to help us understand human
needs and what it is that motivates people.
• Process theories of motivation help us understand how people give
meaning to rewards and then make decisions on behaviours.
Hierarchy of Needs Theory
• This is one of the content theories of
motivation.
• Lower-order needs are physiological,
safety, and social needs.
• Higher-order needs are esteem and selfactualization needs.
Hierarchy of Needs Theory
• Maslow wrote about two principles to
describe how these needs affect human
behaviour.
• The deficit principle says that a satisfied need
is not a motivator of behaviour.
• The progression principle says that a need at a
higher level is not activated until the next
lower-level need is already satisfied.
Hierarchy of Needs Theory
• Self-actualization needs
-Creative/challenging work
-Participation in decision making
-Job flexibility and autonomy
• Esteem needs
-Responsibility of an important job
-Promotion to higher status job
-Praise and recognition from boss
Hierarchy of Needs Theory
• Social Needs
-Friendly co-workers
-Interaction with customers
-Pleasant supervisor
• Safety needs
-Safe conditions
-Job security
-Base compensation/benefits
• Physiological needs
-Rest and refreshment breaks
-Physical comfort on the job
-Reasonable work hours
ERG Theory
• This theory is very similar to Maslow’s.
• E – Existence Needs – Desire for physiological and material well-being.
• R – Relatedness Needs – Desire for satisfaction of interpersonal relationships
• G – Growth Needs – Desire for continued psychological growth and
development.
Two-Factor Theory
• Created by Frederick Herzberg. He questioned 4000 people about what
“turned them on” and “turned them off ” about work.
• He called the things that “turned on” the workers, satisfier factors.
• He called the things that “turned off ” the workers, hygiene factors.
• Breaks all jobs down to two important factors. Job content and job
context.
Vancity