CHAPTER
8
Motivation
Overview
•Employee Expectations & Needs
•Motivation
•Theories of Motivation
•Applying Theory to Reality: Limiting Factors
•Building a Positive Work Climate
•Focus: The Individual
•Motivational Methods
•Focus: The Job – Providing an Attractive Job Environment
•Focus: The Leader
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Motivation
Employee Expectations and Needs
Experience and Technical Skills
•When you become a leader, you will have certain
expectations of your employees, and they will have
expectations of you:
•Employees expect you to be qualified as a leader.
•Employees expect you to be technically competent.
•You have to prove your right to supervise.
•You must know how to perform every job.
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Motivation
The Way You Behave as a Leader
•Nearly everyone wants a leader who takes stands and
makes decisions, who will stay in charge no matter how
difficult the situation is.
•Many people expect authority and direction from the boss.
•Sometimes you will have an employee who is totally
opposed to authority.
•Employees want you to be friendly, but they expect you to
maintain an objective, work-oriented relationship with each
person.
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Motivation
Communication Between Leader and Employees
•Your workers expect several things from you in the way
of communication:
•First, they expect information.
•The second type of communication that people want
from the boss is feedback on their performance.
•A third form of communication that employees expect
from you is to have you listen when they tell you
something.
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Motivation
Unwritten Rules and Customs
•Work customs become established over years and
entwined in the culture
•Content of the job as the person sees it
•People expect the leader to observe what associates
believe their job to be
•Make expectations clear in hiring
•Must always be aware of how people perceive things
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Motivation
Person-to-Person Relationships
•Associates expect to be treated as human beings
•To your people, you personify the company and in some
cases you are the company
•Successful leaders develop sensitivity to each person
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Motivation
Motivation
•Motivation is what makes people tick: the needs, desires,
fear, & aspirations within that makes them behave as they
do.
•It is the energizer that makes people take action: the why
in human behavior.
•Motivation comes from within.
•You cannot motivate people to do good work, but by
getting to know your employees you can activate their own
motivations.
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Motivation
Figure 8.1
Needs, desires, fears, and aspirations lead to motivation.
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CHAPTER
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Motivation
What Makes You Work
Why Work? Suggests that there are five different character
types of work:
1.Expert: Motivated by mastery, control, autonomy.
2.Helper: Motivating by caring for people.
3.Defender: Motivated by protection, dignity.
4.Innovator: Motivated by creating, experimenting.
5.Self-developer: Motivated by balancing competence,
play, knowledge and growth.
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CHAPTER
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Motivation
Theories of Motivation
•Motivation Through Fear: uses coercion, threats, & punishment.
•Carrot-and-Stick: combines fear with incentives.
•Economic Person: Frederic Taylor- money is the only thing that
people work for.
•Human Relations Theory: if workers are treated as people they
will get the job done.
•Maslow’s Hierarchy of Needs: human beings, are wanting
animals, & they behave in ways that will satisfy their needs & wants
(see next slide).
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CHAPTER
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Motivation
Figure 8.2
Maslow’s Hierarchy of Needs.
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CHAPTER
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Motivation
Theories of Motivation
Theory Y (McGregor):
•Revised the typical view of the way people look at work.
•Work is ‘‘as natural as play or rest’’ when it is satisfying a need.
•People’s needs, especially their ego & self-actualization needs,
can be made to operate on the job in harmony with the needs &
goals of the organization.
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CHAPTER
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Motivation
Theories of Motivation
Herzberg’s Motivation - Hygiene Theory:
•Inadequacies in the job environment create dissatisfaction
(dissatisfies), or hygiene/maintenance factors.
•Motivators are factors in the job itself provide motivation &
satisfaction (recognition, achievement, the work itself, etc.).
•The answer to motivating employees, then, lies in the job itself.
•If it can be enriched to provide opportunity for achievement &
growth, it will not only motivate the worker to perform well but
will also tap unused potential & use personnel more effectively.
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CHAPTER
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Motivation
Figure 8.3
Herzberg’s Hygiene – Motivation Theory.
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CHAPTER
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Motivation
Theories of Motivation
Behavior modification:
•Newer method for improving performance.
•Bypasses inner motivation & deals instead with behavior
change.
•Takes off from the behaviorist’s theory that all behavior is
a function of its consequences; people behave as they do
because of positive or negative consequences to them.
•If the consequences are positive, they will tend to repeat the
behavior; if they are negative, they will tend not to.
•If you want to improve performance, then, you will give
positive reinforcement (attention, praise) whenever people do
things right.
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Motivation
Reinforcement and Expectancy Theory
•Praises & rewards employees good behavior, undesired
behavior is not reinforced.
•Supervisors can modify behavior by giving appropriate
praise & rewards.
•Positive reinforcement should be given right after the behavior
occurs.
•Negative reinforcement is the withholding of praise & rewards
for inferior performance.
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Motivation
Applying Theory to Reality: Limiting Factors
1. Nature of many jobs: dull, unchallenging, & boring.
2. Company policy, administration, & management
philosophy.
You must be in harmony with the companies goals, & meet with
rules & regulations.
3. Extent of your responsibility, authority, & resources.
4. Kinds of people that work for you (I am only working
here until…).
5. Time.
6. Constant pressures.
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CHAPTER
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Motivation
Building a Positive Work Climate
•Morale: a group spirit with respect to getting the job done.
•Morale is made up of individual attitudes toward the work
that pass quickly from one person to another until everyone
in the group shares the mood.
•High morale is the best thing that can happen in a
enterprise.
•To build a positive work climate focus on: the individual,
the job & the supervisor.
•Purpose = Motivation
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CHAPTER
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Motivation
Figure 8.4
Twenty ways to building a positive work climate.
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CHAPTER
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Motivation
Motivational Methods
1.
2.
3.
4.
5.
Empower the workers.
Share vital information.
Work objectively with everyone.
Be a decisive boss.
Show appreciation to people’s good deeds as soon as it
becomes apparent.
6. Maintain a two-way, personal, and eye-to-eye
communication with everyone on a regular basis.
7. Be polite.
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Motivation
Motivational Methods
•Get to know your people.
•Leading energy
•Deal with security needs: inform, train, structure the work,
support, give positive reinforcement, evaluate, praise, build
confidence.
•Deal with social needs: satisfy the need for acceptancemake people feel comfortable, coach them, encourage
them, get them on your side.
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Motivation
Rewarding Your Employees
•Give recognition in a positive manner.
•The entire system of rewards, both monetary & otherwise, must be
worked out with care, not only for getting the maximum motivation
but also for fairness in the eyes of the employees.
•The performance required to achieve the reward must be spelled out
carefully, & the goal must be within reach of everyone.
•People must know ahead of time what the rewards are & must
perceive them as fair or they will cause more dissatisfaction than
motivation.
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Motivation
Developing Your Employees
•Develop them through training, feedback, encouragement, support,
positive reinforcement, & involving them.
•Concrete recognition of improvement can add to the pride of
achievement.
•Continue to develop yourself.
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Motivation
Developing Your Employees
•The following are guidelines for empowering your employees:
•Give employees your trust and respect.
•Determine exactly what you want employees to be empowered to
do.
•Train employees in those new areas.
•Allow employees to make mistakes without being criticized or
punished.
•Reward empowered employees who take risks, make good
decisions, and take ownership.
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Motivation
Focus: The Job
•Provide an attractive, safe, & secure job environment.
•Put the right person in the right job.
•Make the job interesting & challenging.
•Delegate.
•Rearrange work to add responsibility, challenges, etc.
•Increased responsibility, participation, & pride of achievement
generate high commitment as well as better ways of doing the work.
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CHAPTER
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Motivation
Job Loading & Job Enrichment
•Job Enrichment: shifting the way things are done to provide more
responsibility for one’s work & more opportunity for achievement &
recognition.
•Job Loading: Building in job motivators to enrich jobs. This does
not mean additional, but similar tasks.
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CHAPTER
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Motivation
Focus: The Leader
•The leader holds the key to a positive work climate.
•Employees can be motivated though enthusiasm &
expectations.
•Set a good example for your workers; they are going to
copy what you do.
•Be a role model.
•Management by example
•Keep your best side out at all times.
•Establish a climate of honesty.
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