Foundations of Employee Motivation

McShane/Von Glinow OB 5e

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Employee Motivation and Engagement at Rackspace

Rackspace hosting has a highly motivated and engaged workforce by rewarding performance, fulfilling personal needs, and providing strengths-based feedback.

McShane/Von Glinow OB 5e

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Motivation Defined

The forces within a person that affect the direction, intensity, and persistence of voluntary behavior

Exerting particular effort level (intensity), for a certain amount of time (persistence), toward a particular goal (direction).

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Employee Engagement
Emotional and cognitive motivation, self-efficacy to perform the job, a clear understanding of ones role in the organizations vision and a belief that one has the resources to perform the job

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Drives and Needs

Drives (aka-primary needs, fundamental needs, innate motives)

Neural states that energize individuals to correct deficiencies

or maintain an internal equilibrium Prime movers of behavior by activating emotions

Self-concept, social norms, and past experience

(primary needs)

Drives

Needs

Decisions and Behavior

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Drives and Needs

Needs
Goal-directed forces that people experience. Drive-generated emotions directed toward goals Goals formed by self-concept, social norms, and experience

Self-concept, social norms, and past experience

(primary needs)

Drives

Needs

Decisions and Behavior

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Maslows 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

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Maslows Needs Hierarchy Theory

Need to know Selfactualization

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

Need for beauty

Esteem

Belongingness

Safety

Physiological

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Evaluating Maslows Theory

Need to know Selfactualization

Lack of support for theory People have different hierarchies dont progress through needs in the same order Needs change more rapidly than Maslow stated

Need for beauty

Esteem

Belongingness

Safety

Physiological

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What Maslow Contributed to Motivation Theory

More holistic
Integrative view of needs

More humanistic
Influence of social

dynamics, not just instinct

More positivistic
Pay attention to strengths,

not just deficiencies

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Whats Wrong with Needs Hierarchy Models?

Wrongly assume that everyone has the same needs hierarchy (i.e. universal) Instead, likely that each person has a unique needs hierarchy
Shaped by our self-concept --

values and social identity

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Learned Needs Theory

Needs are amplified or suppressed through self-concept, social norms, and past experience

Therefore, needs can be learned (i.e. strengthened or weakened through training)

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Three Learned Needs

Need for achievement
Need to reach goals, take responsibility Want reasonably challenging goals

Need for affiliation

Desire to seek approval, conform to others wishes,

avoid conflict Effective executives have lower need for social approval

Need for power

Desire to control ones environment Personalized versus socialized power

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Four-Drive Theory
Drive to Acquire
Drive to take/keep objects and experiences Basis of hierarchy and status Drive to form relationships and social commitments Basis of social identity Drive to satisfy curiosity and resolve conflicting information Need to protect ourselves Reactive (not proactive) drive Basis of fight or flight
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Drive to Bond

Drive to Learn

Drive to Defend

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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

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How Four Drives Affect Motivation

1.

Four drives determine which emotions are automatically tagged to incoming information Drives generate independent and often competing emotions that demand our attention Mental skill set relies on social norms, personal values, and experience to transform drive-based emotions into goaldirected choice and effort
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2.

3.

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Four Drive Theory of Motivation

Drive to Acquire Drive to Bond Drive to Learn Drive to Defend
Social norms Personal values

Past experience

Mental skill set resolves competing drive demands

Goal-directed choice and effort

Social norms, personal values, and experience transform drive-based emotions into goal-directed choice and effort
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Implications of Four Drive Theory

Provide a balanced opportunity for employees to fulfil all four drives
employees continually seek fulfilment of drives avoid having conditions support one drive more

than others

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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 -

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Increasing E-to-P and P-to-O Expectancies

Increasing E-to-P Expectancies

Assuring employees they have competencies
Person-job matching Provide role clarification and sufficient resources

Behavioral modeling

Increasing P-to-O Expectancies

Measure performance accurately

More rewards for good performance

Explain how rewards are linked to performance

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Increasing Outcome Valences

Ensure that rewards are valued Individualize rewards Minimize countervalent outcomes

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Making Every Day Count in NYC

New York City mayor Michael

Bloomberg has challenging goals

to accomplish, and he doesnt want any of his remaining tenure wasted. Bloomberg had special clocks installed in a dozen city government offices that count down how many days remain in

his mayoral term.

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Goal Setting
The process of motivating employees and clarifying their role perceptions by establishing performance objectives

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Effective Goal Setting Characteristics

Specific -- measureable change within a time frame

Relevant within employees control and responsibilities

Challenging raise level of effort

Accepted (commitment) motivated to accomplish the goal

Participative (sometimes) improves acceptance and goal quality Feedback information available about progress toward goal
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Characteristics of Effective Feedback

Specific connected to goal details 2. Relevant Relates to persons behavior 3. Timely to improve link from behavior to outcomes 4. Sufficiently frequent
1.

Employees knowledge/experience task cycle

5.

Credible trustworthy source

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Feedback Through StrengthsBased Coaching

Maximizing the persons potential by focusing on their strengths rather than weaknesses Motivational because:

people inherently seek feedback about their

strengths, not their flaws persons interests, preferences, and competencies stabilize over time

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Multisource Feedback

Received from a full circle of people around the employee Provides more complete and accurate information Several challenges

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Evaluating Goal Setting and Feedback

Goal setting has high validity and usefulness Goal setting/feedback limitations:
Focuses employees on measurable

performance Motivates employees to set easy goals (when tied to pay) Goal setting interferes with learning process in new, complex jobs

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Keeping Pay Equitable at Costco

Costco Wholesale CEO Jim Sinegal (shown in this photo) thinks the large wage gap between many executives and employees is blatantly unfair. Having an individual who is making 100 or 200 or 300 times more than the average person working on the floor is wrong, says Sinegal, whose salary and bonus are a much smaller

multiple of what his staff earn.

Organizational Justice
Distributive justice
Perceived fairness in

outcomes we receive relative to our contributions and the outcomes and contributions of others

Procedural justice
Perceived fairness of the

procedures used to decide the distribution of resources

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Organizational Justice Components

Distribution Principles

Distributive Justice Perceptions

Emotions Attitudes

Structural Rules

Social Rules

Procedural Justice Perceptions

Behaviors

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

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Correcting Inequity Feelings

Actions to correct inequity
Reduce our inputs

Example
Less organizational citizenship

Increase our outcomes

Increase others inputs Reduce others outputs Change our perceptions

Ask for pay increase

Ask coworker to work harder Ask boss to stop giving other preferred treatment Start thinking that others perks arent really so valuable Compare self to someone closer to your situation Quit job

Change comparison other

Leave the field

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Equity Sensitivity

Outcome/input preferences and reaction to various outcome/input ratios Benevolents

tolerant of being underrewarded

Equity Sensitives
want ratio to be equal to the comparison other

Entitleds
prefer proportionately more than others

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Evaluating Equity Theory

Good at predicting situations unfair distribution of pay/rewards Difficult to put into practice
doesnt identify comparison other doesnt indicate relevant inputs or outcomes

Equity theory explains only some feelings of fairness

procedural justice is as important as distributive

justice
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Procedural Justice

Perceived fairness of procedures used to decide the distribution of resources Higher procedural fairness with:
Voice

Unbiased decision maker

Decision based on all information Existing policies consistently Decision maker listened to all sides Those who complain are treated respectfully Those who complain are given full explanation
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Foundations of Employee Motivation

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2010 The McGraw-Hill Companies, Inc. All rights reserved