1 Motivating Employees in OrganizationsBehavioral Requirements for Organizational Success People must be attracted to join the organization and to remain as members To offset cost of recruitment, selection, training, and additional supervision for less experienced employees How to Attract and Retain? People must perform the tasks for which they are hired dependably > marginal cost of labor; capitalization rate on labor utilization How to achieve performance/profitability goals? People must go beyond the formal role requirements Surplus value from extra-role behaviors How to encourage extra effort?
2 Motivating Employees in OrganizationsA Brief compendium of prescriptions: Tailor incentives and work conditions to individuals. Link rewards to performance. Engage individuals’ aspirations. Clarify path-goal relationships. Make the work meaningful. Empower employees. Check the system for fairness. Provide support and respect. Need theories Maslow & Alderfer Learned Needs 2-factor theory Job Characteristics Model Self-determination OB Mod Goal setting theory Justice theories Expectancy theory Self-efficacy
3 1. Tailor incentives and work conditions to individuals.Need theories maintain people have universal needs From Maslow’s 5 to Alderfer’s 3 but may emphasize specific ones Depending on where they are located in the need hierarchy – which need is pre-potent Based on their Learned Needs Self-actualization Esteem Social Security Physiological Existence Relatedness Growth
4 Murray’s Learned NeedsPropose that people develop needs based on socialization and life experiences Some needs are more dominant than others Society may influence the acquisition of needs Suggests the importance of cultural values Consider an ethos of equality versus excellence Needs/Motives may be acquired / learned Training of managers and employees is possible Nach, Naff, Naut Npow Personal versus institutional Leadership and career advancement correlates Conquistadors versus stewards
5 2. Link rewards to performanceOBM - Apply reinforcement theory to the management of workplace behavior Systematic manipulation of consequences for behaviors and results Leverages robust learning theory principles Focuses on behavior not person Presents clear consequences Context sensitive! Safety behaviors and pizza delivery Selectors and quantity/quality goals at Merchandize Distributors Inc. Poker hands and absence control Morton-Thiokol and O-ring defects
6 3. Engage individuals’ aspirationsEstablish a goal-setting system that is SMART Specific goals Measurable outcomes that permit monitoring Achievable, yet difficult Relevant to larger outcomes Time-based MBO Do your best Increase sales Sell more men’s suits Sell 120 men’s suits by quarter’s end Management by Objectives
7 4. Clarify path-goal relationshipsTraining Resources Teamwork Rating bias Record errors Org solvency Effort Performance Outcome Expectancy Instrumentality Valence Expectancy Theory of Motivation (Victor Vroom) V-I-E Rational Hedonism
8 Paths & Choices Effort Exam Grade World History Effort Exam Grade Finance Effort Exam Grade Sociology Effort Exam Grade Marketing
9 5. Make the work meaningfulHave you both loved and hated your job? Herzberg’s 2-factor theory explains this confusion Motivators / Content achievement responsibility recognition growth work itself Compensation serves as both a signal of achievement and as a means of satisfying lower-order needs Hygiene / Context policy supervision coworkers work conditions subordinates Salary and other rewards
10 Herzberg Unidimensional Herzberg was a Public Health Administratordissatisfaction satisfaction Two-factor high satisfaction no dissat high dissat no satisfaction Herzberg was a Public Health Administrator ‘hygiene’ lower- vs. higher-order need satisfaction Novelty of ideas Attributions as artifact? two vs. unidimensional view of satisfaction
11 KITA A motivational technique imported from the Far East?No, just old wine positive seduction negative rape employees as pets __ __ __ __ __ __ __ __ __ __ __ __
12 Job Characteristics ModelSkill variety Task identity Task significance Autonomy Feedback Psychological States Experienced Meaningfulness Responsibility Knowledge of results Psychological and Behavioral Outcomes Satisfaction Performance Turnover The Job Characteristics Model by Hackman & Oldham Vertical versus horizontal loading of jobs Job enrichment versus enlargement Moderators such as Growth Need Strength
13 6. Empower employees Self-determination theory advocates employee autonomy Understanding the effects of rewards requires a consideration of the interpretation that recipients give to the receipt of a reward In terms of self-determination and competence Needs for competency and autonomy underlie intrinsic motivation Anything that detracts from these feelings reduces IM Coercive reward systems undermine motivation Satisfying the need for relatedness serves to enhance IM Underscores the importance of coworker and leader relationships Also emphasizes the idea that employee identification with goals and purpose of firm support self-determination perceptions
14 A continuum of Self-DeterminationAmotivation Extrinsic Motivation Intrinsic Motivation Absence of Intentional Regulation External Regulation – Reward & Punishment Introjected Regulation – Self-image -ego- Identified Regulation – Importance of Goals-Values-Regulations Integrated Regulation – Coherence of GVRs with self Interest & enjoyment of the task Non-volitional Behavior – Coercion Volitional Behavior Semi-volitional Behavior Gange & Deci (2005)
15 7. Check the system for fairnessJustice theories explain justice perceptions One form is Distributive Justice equitable versus equal distribution of outcomes Equity theory and the equity ratio Salary Working conditions Supervisor Coworkers Self Outputs Other Outputs Self Inputs Other Inputs Effort Education Experience OCBs
16 Procedural & Interactional JusticeProcedural Justice involves how the distribution was determined participation accuracy appeals may offset feelings of poor distributional outcomes Interactional Justice Interpersonal treatment when procedures are implemented Politeness, respect, dignity, adequacy of explanation The appraisal interview & performance narratives How to implement in a performance management system?
17 8. Provide support and respectSelf-efficacy theory (Albert Bandura) Confidence that one can execute a behavior competently Enactive mastery – previous success & experience Vicarious modelling – observing others’ success Verbal persuasion – encouragement by others Discomfort versus Self-efficacy Relevant to goal-setting and expectancy theories Rater Self-efficacy Ratings Rater Discomfort
18 Organizational supportMaterial and psychological support for work Capacity x Willingness x Opportunity = Performance Capacity = ability Willingness = motivation Opportunity = situation Opportunity has been the neglected variable Opportunity can be considered facilitators or if obstacles that impede performance, then they are constraints Situational constraints act as a ceiling effect on potential maximum performance Capacity Opportunity Willingness
19 Everyone has a favorite theorySelf-determination Rational Instrumental Equity Pre-destined Our values likely influence if not determine our theoretical predilections You might ask yourself “What do I believe best explains human motivation. And what if what I happen to believe isn’t true?” Do you maintain a more optimistic or pessimistic view of human motives?