5
Motivation in the Workplace
McGraw-Hill/Irwin
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Motivation Through Recognition
Courtesy Sanova Panafric Hotel
Panfric Hotel general manager David Gachuru
(shown in photo giving an award to employee
Matayo Moyale) motivates employees with good
old-fashioned praise and recognition.
McShane/Von Glinow OB4e
Slide 5-2
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Challenges of Motivating Employees
• Revised employment relationship
– Due to globalization, technology, corporate
restructuring that alter the employment relationship.
– Potentially undermines trust and commitment
• Flatter organizations
– Fewer supervisors to monitor performance.
Employers need to search for more contemporary
ways to motivate staff.
• Changing workforce
– Gen-X/Gen-Y bring different expectations to the
workplace
McShane/Von Glinow OB4e
Slide 5-3
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
MOTIVATION THEORY
• CONTENT THEORY
• PROCESS THEORY
A) MASLOW’S THEORY
B) ALDEFER’S ERG
THEORY
C) MCCLELLAND’S
THEORY
A) GOAL SETTING
THEORY
B) EQUITY THEORY
C) EXPECTANCY
THEORY
McShane/Von Glinow OB4e
Slide 5-4
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Maslow’s Needs Hierarchy Objectives
• Holistic
– integrative view of needs rather than studying each
need in isolation of others
• Humanistic
– responses to higher needs are influenced by social
dynamics, not just instinct
• Positivistic
– need gratification (kepuasan) is just as important as
need deprivation (pelupusan)
McShane/Von Glinow OB4e
Slide 5-5
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Maslow’s Needs Hierarchy Theory
Seven categories
capture most needs
Five categories placed
in a hierarchy
Selfactualization
Need to
know
Need for
beauty
Esteem
Belongingness
Safety
Physiological
McShane/Von Glinow OB4e
Slide 5-6
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Psychological – the need for food, air, water,
shelter.
Safety - the need for s secure and stable
environment and the absence of pain, threat or
illness.
Belongingness/love – the need for love, affection
and interaction with other people.
Esteem – the need for self-esteem through
personal achievement as well as social esteem
through recognition and respect from others
Self-actualization – the need for self-fulfillment,
realization of one’s potential.
McShane/Von Glinow OB4e
Slide 5-7
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Maslow’s Needs Hierarchy Theory
Need to
know
Selfactual
ization
Esteem
Belongingness
Safety
Need for
beauty
– Lowest unmet need has
strongest effect
– When lower need is satisfied,
next higher need becomes the
primary motivator
– Self-actualization -- a growth
need because people desire
more rather than less of it
when satisfied
Physiological
McShane/Von Glinow OB4e
Slide 5-8
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Evaluating Maslow’s Theory
Need to
know
Selfactual
ization
Esteem
Belongingness
Safety
Need for
beauty
– Lack of support for theory
– Values influence needs
• People have different
needs hierarchies -- not
universal
– Maslow’s categories don’t
cover all needs
– Needs change more rapidly
than Maslow stated
Physiological
McShane/Von Glinow OB4e
Slide 5-9
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Limitation of Maslow Theory…
• Has been dismissed by motivation expert
because the theory is not base on research
• The empirical study have concluded that people
do not progress through the theory as the theory
predict. Ex: some people strive more selfesteem before their belongingness needs have
been satisfied
• A person’s need change daily or weekly not
every few years.
McShane/Von Glinow OB4e
Slide 5-10
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
ERG Theory
• Reorganizes the Maslow theory into three:
E – Existence, R-Relatedness, G-Growth
• ERG theory describe how people regress down
the hierarchy when they fail to fulfill higher
needs
McShane/Von Glinow OB4e
Slide 5-11
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Learned Needs Theory by McClelland
• Some needs can be learned
• Need for achievement (nAch)
– Desire for challenging and somewhat risky goals,
feedback, recognition
• Need for affiliation (nAff)
– Desire to seek approval, conform, and avoid conflict
– Try to project a favorable self-image
• Need for power (nPow)
– Desire to control one’s environment
– Personalized – concerned about maintain position
versus socialized power – power as a mean to help
others
McShane/Von Glinow OB4e
Slide 5-12
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Four-Drive Theory
Drive to Acquire
• Drive to seek, take, control and retain
object and personal experience.
• Basis of hierarchy and status
Drive to Bond
• Drive to form social relationships and
developed mutual caring commitments
• Basis of social identity
Drive to Learn
• Need to satisfy curiosity and
resolve conflicting information
• Basis of self-actualization
Drive to Defend
McShane/Von Glinow OB4e
• Need to protect ourselves from
relationship, acquisitions or belief system
• Basis of fight or flight
Slide 5-13
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Features of Four Drives
• Innate and hardwired -- everyone has them
• Independent of each other (no hierarchy of
drives)
• Complete set -- no drives are excluded from
the model
McShane/Von Glinow OB4e
Slide 5-14
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
How Four Drives Affect Needs
1. Four drives determine which emotions are
automatically tagged to incoming information
2. Drives generate independent and often
competing emotions that demand our attention
3. Social skill set determines how to translate
drives into needs and effort
McShane/Von Glinow OB4e
Slide 5-15
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Four Drive Theory of Motivation
Drive to
Acquire
Drive to
Bond
Drive to
Learn
Social
norms
Person
al
values
Past
experience
Mental skill set resolves
competing drive demands
Goal-directed
choice and effort
Drive to
Defend
Mental skill set uses social norms, personal
values, and experience to translate competing
drives into needs and effort
McShane/Von Glinow OB4e
Slide 5-16
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Implications of Needs/Drives Theories
• Four-drive theory
– provide a balanced opportunity for employees to fulfill
drives
– employees continually seek fulfillment of drives
– avoid having conditions support one drive over others
• Maslow
– allow employees to self-actualize
– power of positive experiences
• Offer employees a choice of rewards
McShane/Von Glinow OB4e
Slide 5-17
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Expectancy Theory of Motivation
• The motivation theory based on the idea that
work effort is directed toward behavior that
people believe will lead to desired outcomes
• Through experience, we develop expectation
whether can achieve levels of performance
• Develop expectation whether job performance
lead to a particular outcomes
• Direct our effort toward outcomes that help fulfill
needs
McShane/Von Glinow OB4e
Slide 5-18
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Expectancy Theory of Motivation
E-to-P
Expectancy
P-to-O
Expectancy
Outcomes
& Valences
Outcome 1
+ or -
Effort
Performance
Outcome 2
+ or -
Outcome 3
+ or -
McShane/Von Glinow OB4e
Slide 5-19
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Increasing E-to-P Expectancy
• Train employees
• Select people with required competencies
• Provide role clarification
• Provide sufficient resources
• Provide coaching and feedback
McShane/Von Glinow OB4e
Slide 5-20
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Increasing P-to-O Expectancy
• Measure performance accurately
• Describe outcomes of good and poor
performance
• Explain how rewards are linked to past
performance
McShane/Von Glinow OB4e
Slide 5-21
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Increasing Outcome Valences
• Ensure that rewards are valued
• Individualize rewards
• Minimize countervalent outcomes
McShane/Von Glinow OB4e
Slide 5-22
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Goal Setting Theory
Process of motivating employees and
clarifying their role perception by establish
performance objective
McShane/Von Glinow OB4e
Slide 5-23
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Effective Goal Setting
Specific
Relevant
Challenging
Commitment
Task
Effort
Task
Performance
Participation
Feedback
McShane/Von Glinow OB4e
Slide 5-24
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Goal Difficulty and Performance
Task Performance
High
Low
Area of
Optimal
Goal
Difficulty
Moderate
Challenging
Impossible
Goal Difficulty
McShane/Von Glinow OB4e
Slide 5-25
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Characteristics of Effective Feedback
Specific
Credible
Effective
Feedback
Sufficiently
frequent
McShane/Von Glinow OB4e
Relevant
Timely
Slide 5-26
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Multisource (360-degree) Feedback
Supervisor
Customer
Co-worker
Evaluated
Employee
Subordinate
Project
leader
Co-worker
Subordinate
Subordinate
McShane/Von Glinow OB4e
Slide 5-27
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Executive Coaching
• Uses various behavioral methods to help
clients identify and achieve goals
• Just-in-time personal development using
feedback and other techniques
• Generally effective, but many techniques
make it difficult to pinpoint what is effective
McShane/Von Glinow OB4e
Slide 5-28
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Preferred Feedback Sources
• Depends on the situation
• Nonsocial sources (gauges, printouts)
– Better for goal progress
– Considered more accurate, less damaging
• Social sources (supervisor, co-workers)
– Better for ‘good news’ feedback
– Improves self-image and esteem
McShane/Von Glinow OB4e
Slide 5-29
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Equity Theory
A theory explaining how people develop perceptions of
fairness in the distribution and exchange of resources.
Employees determine feelings of equity by comparing their
own outcome/input ratio to outcome/input ratio of some
other person
McShane/Von Glinow OB4e
Slide 5-30
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Elements of Equity Theory
• Outcome/input ratio
– inputs -- what employee
contributes (e.g., skill)
– outcomes -- what employee
receives (e.g., pay)
• Comparison other
– person/people against whom we
compare our ratio
– not easily identifiable
• Equity evaluation
– compare outcome/input ratio
with the comparison other
McShane/Von Glinow OB4e
Slide 5-31
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Overreward vs Underreward Inequity
Comparison
Other
Overreward
Inequity
Outcomes
Outcomes
Inputs
Underreward
Inequity
Inputs
Outcomes
Outcomes
Inputs
McShane/Von Glinow OB4e
You
Slide 5-32
Inputs
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Correcting Inequity Feelings
Actions to correct inequity
Example
Reduce out inputs
Less organizational citizenship
Increase our outcomes
Ask for pay increase
Increase other’s inputs
Ask coworker to work harder
Reduce other’s outputs
Ask boss to stop giving other preferred
treatment
Change our perceptions
Start thinking that other’s perks aren’t
really so valuable
Change comparison other
Compare self to someone closer to your
situation
Leave the field
Quit job
McShane/Von Glinow OB4e
Slide 5-33
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Equity Sensitivity
• Benevolents
– Tolerant of being underrewarded
• Equity Sensitives
– Want ratio to be equal to the comparison other
• Entitleds
– Prefer receiving proportionately more than others
McShane/Von Glinow OB4e
Slide 5-34
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Organizational Justice Components
Distribution
Principles
Distributive
Justice
Perceptions
• Emotions
• Attitudes
Structural
Rules
Social
Rules
McShane/Von Glinow OB4e
Procedural
Justice
Perceptions
Slide 5-35
• Behaviors
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Procedural Justice Structural Rules
Voice
Consistent
Bias-Free
Listens to all
Knowledgeable
Appealable
McShane/Von Glinow OB4e
Slide 5-36
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
5
Motivation in the Workplace
McGraw-Hill/Irwin
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Discussion Group…
• Group 1 – October 2010
1. Describe Radzi’s personality based on the Big Five
personality dimension.
2. Discuss Radzi’s motivational needs using
McCllelland’s acquired theory or Learned Needs
theory.
3. Discuss the behavior modification model and
elaborate on how it can affect Radzi’s motivation and
performance level.
4. Explain self-fulfilling prophecy and illustrate how this
process is applied in Radzi’s situation.
McShane/Von Glinow OB4e
Slide 5-38
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Group 2 – October 2008
1. Salmah is definitely not satisfied with the decision of
her boss. Discuss the effects on her motivation level
with reference to the equity theory of work motivation.
2. With reference to the case, salmah may have made
wrong perception towards her boss’s decision. Discuss
the possible options that Salmah could take in order to
provide her with a more accurate perception.
3. With reference to EVLN Model, describe the behavior
of Salmah Ali who is dissatisfied with ABS Corp.
McShane/Von Glinow OB4e
Slide 5-39
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Group 3 – October 2007
1. Discuss John’s personality using the Big Five
Model of Personality.
2. Describe John’s behavior from the aspect of
locus of control and relate his locus of control
to his work values.
McShane/Von Glinow OB4e
Slide 5-40
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Group 4 – October 2006
1. Explain how Lynda’s and Michael’s situations
relate to the equity theory of motivation.
2. Differentiate Lynda’s personality from Michael’s
personality from the aspect of their locus of
control and self-monitoring.
3. Mark clearly adopted the negative
reinforcement method when introducing the new
sales performance management system for his
salespeople. Explain his action.
McShane/Von Glinow OB4e
Slide 5-41
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
