Chapter 5: Motivation
Introduction
Fierce competition across industries and a wide
basket of choices and offerings from companies
makes motivating employees vital to any
business
Focus on a variety of key motivating plans
ranging from monetary incentives to rewards
and recognition
Frederick Herzberg: KITA
• Negative Physical KITA
• Negative Psychological KITA
• Positive KITA
Either positive nor negative KITA instills
motivation – it only results in short-term
movement
Frederick Herzberg: Two-factor Theory
Hygiene factors (extrinsic to the job):
- Company policy and administration
- Supervision
- Interpersonal relationships
- Salary
- Status
- Security
Motivator factors (intrinsic to the job):
- Achievement
- Recognition for achievement
- The work
- Responsibility
- Growth or advancement
The Job Characteristics Model
Five core job characteristics:
1.
Skill variety
2.
Task identity
3.
Task significance
4.
Autonomy
5.
Feedback
Followed by three critical psychological states:
1.
Experienced meaningfulness
2.
Experienced responsibility
3.
Knowledge of results
Results in:
- Increased work satisfaction
- Performance
- Reduced absence
- Employee turnover
The Job Characteristics Model
In general, leaders must initiate and develop their social
capital by focusing on three aspects:
• The structural dimension: the overall patterns of
relationships in the organization
• The relational dimension: the nature of connections
between individuals in the organization
• The cognitive dimension: the extent to which employees
within a social network share a common perspective or
understanding
High social capital directs high internal motivation leading to
high performance and making employees more successful in
achieving goals
McGregor’s Theory X & Y
Theory X:
• Management assumes employees are inherently lazy and will avoid work if they can and that
they inherently dislike work.
• Management believes that workers need to be closely supervised and comprehensive
systems of controls developed
• A hierarchical structure is needed with narrow span of control at each and every level
• Employees will show little ambition without an enticing incentive program and will avoid
responsibility whenever they can
Theory Y:
• Management assumes employees may be ambitious and self-motivated and exercise selfcontrol.
• Managers believe that employees will learn to seek out and accept responsibility and to
exercise self-control and self-direction in accomplishing objectives to which they are
committed.
• Given the right conditions, most people will want to do well at work.
• The satisfaction of doing a good job is a strong motivation.
McGregor’s Theory X & Y
Theory Y is a process of:
• Creating opportunities
• Releasing potential
• Removing obstacles
• Encouraging growth
• Providing guidance
• “Management by objectives” and not “Management by control”
The application of Theory Y can be slow, and progress in typically done in
small steps including:
• Decentralization and Delegation
• Job Enlargement
• Participation and Consultative Management
• Performance Appraisal
Exercise and Practice Routines
1. Form groups of 4- 6 people
2. Each person writes down three things that
motivates them in their job and three things
that would motivate them even more
3. Present your answers to each other
4. Agree on one factor that would motivate you
all even more
5. Class discussion on the groups’ motivation
factors
Bibliography and Reference Materials
Garg, P. & Renu, R. (2006). New model of job design:
motivating employees' performance. Journal of Management
Development. Vol. 25 (6), pp. 572-587.
Hertzberg, Frederick. (1968). One More Time: How Do You
Motivate Employees? Harvard Business Review. Vol 46, pp. 5362.
Maslow, A. H. (1943). A Theory of Human Motivation.
Psychological Review. Vol. 50 (4), pp. 370-396.
McGregor, Douglas M. (1957). The Human Side of Enterprise.
Management Review. November 1957, pp. 41-49.