MOTIVATING

EMPLOYEES
FRANCES STEPHANIE LL. PERILLA
MOTIVATION
I N T E R N A L F O R C E T H AT D R I V E S A
WO R K E R TO AC T I O N A S W E L L A S T H E
E X T E R N A L FA C TO R S T H AT
E N C O U R A G E T H AT A C T I O N
• Is an Employee Predisposed to Being Motivated?
• Have the Employee’s Values and Expectations been met?
• Do Employees Have Achievable Goals?
• Are Employees Receiving Feedback on their Goal
Progress?
• Are Employees Rewarded for Achieving Goals?
• Are Rewards and Resources Given Equitability?
• Are Other Employees Motivated?
IS AN EMPLOYEE
PREDISPOSED TO
B E I N G M O T I V AT E D ?
PERSONALITY
• Conscientiousness is the best personality predictor of:
– Work performance,
– Organizational Citizenship Behavior (OCB)
• Behaviors that are not part of an employee’s job but which make the
organization a better place to work
– Academic Performance
• Stability is most associated with salary and setting high goals
• Extraversion is highly correlated with the number of promotions received
SELF-ESTEEM
• Extent to which a person views himself as valuable and worthy
• CONSISTENCY THEORY
– Employees will be more motivated to perform at levels consistent with their
levels of self-esteem
• Types of Self-esteem:
– Chronic self-esteem: a person’s overall feeling about himself
– Situational self-esteem (self-efficacy): a person’s feeling about himself in a
particular situation
– Socially Influenced self-esteem: how a person feels about himself on the basis of
the expectations of others
SELF-ESTEEM
• SELF-ESTEEM WORKSHOPS
– Increase self-esteem
– Given insights of their strengths
– The Enchanted Self & Outdoor experiential training
• EXPERIENCE WITH SUCCESS
– Employee is given a task so easy that he will almost certainly succeed
– Success increases self-esteem
– Self-fulfilling prophesy: an individual will perform as well or as poorly as he
expects to perform
– Galatea Effect:When high self-expectations result in higher levels of
performance
SELF-ESTEEM
• SUPERVISOR BEHAVIOR
– Train supervisors to communicate a feeling of confidence in an employee
– If an employee feels that a manager has confidence in him, his self-esteem will
increase, as well as his performance
– Pygmalion Effect: the idea that if people believe that something is true, they will
act in a manner consistent with that belief
– Golem Effect:When negative expectations of an individual cause a decrease in
that individual’s performance
– When an employee becomes aware of other’ expectations and matches his won
with them, he will perform in a manner consistent with those expectations
INTRINSIC MOTIVATION
• Intrinsic Motivation: Work motivation in the absence of such external factors as
pay, promotion and coworkers
– Seek to perform well because they either enjoy performing the actual tasks or
enjoy the challenge of completing the task.
• Extrinsic Motivation: Work motivation that arises from such non personal factors
– Don’t particularly enjoy the tasks but are motivated to perform well to receive a
reward or avoid negative consequences.
• Work Performance Inventory (WPI): a measure of an individual’s orientation
toward intrinsic versus extrinsic motivation
NEEDS FOR ACHIEVEMENT AND POWER
• NEED FOR ACHEIVEMENT: the extent to which a person desires to be successful
– Strong: motivated by jobs that are challenging and over which they have some
control
– Weak: satisfied when jobs involve little challenge and have high probability for
success
• NEED FOR AFFILIATION: the extent to which a person desires to be around other
people
– Strong: motivated by jobs in which they can work with and help other people
• NEED FOR POWER: the extent to which a person desires to be on control of other
people
– Strong: motivated by a desire to influence others rather than simply to be
successful
HAVE THE
EMPLOYEE’S VALUE
A N D E X P E C TAT I O N S
BEEN MET?
JOB EXPECTATIONS
• Discrepancy between what an employee expected a job to be like and the reality of
the job can affect motivation and satisfaction
• If the organization does less than it promised, employees will be less motivated to
perform well and will retaliate by doing less than they promised
• Realistic Job Preview (RJP): A method of recruitment in which job applicants are told
both the positive and negative aspects of a job.
– Decreases the chances of hiring a person who will later loose motivation
JOB CHARACTERISTICS
• Certain characteristics of a job will make the job more or less satisfying, depending on
the particular needs of the worker
• Employees desire jobs that are:
1. Meaningful
2. Provide opportunity to be personally responsible for the outcome of their work (Autonomy)
3. Provide them with feedback of the results of their efforts
– Discrepancy of these three can lower motivation
• Jobs will have motivational potential if they:
– Allow employees to use a variety of skills (Skills variety)
– Connect their efforts to an outcome (Task identification) which has meaning, is useful, or is
appreciated by coworkers as well as by other in the society (Task significance)
NEEDS, VALUES & WANTS
• MASLOW’S NEEDS HIERARCHY
– Biological needs: survival, needs for food, air water and the like
– Safety needs: need for security, stability and physical safety
– Social needs: need to interact with other people
– Ego needs: need for recognition and success
– Self-actualization needs: need to realize one’s potential
• Needs Theory: Employees will be satisfied with jobs that satisfy their needs
• Problems with this theory
– Five levels may be too many
– People do not progress up the hierarchy as Maslow suggests
– Once the needs of one level is satisfied, the needs of the next level should become most important
NEEDS, VALUES & WANTS
• ERG THEORY
– Three levels of satisfaction: Existence, Relatedness and Growth
– Can skip levels
– A higher-level need sometimes does not become more importance once a lower=level need has
been satisfied
NEEDS, VALUES & WANTS

• TWO-FACTOR THEORY
– There are 2 factors involved in job satisfaction: Hygiene Factors and Motivators
– Hygiene Factors
• Job-related elements that result from but do not involve the job itself
• Pay and benefits; Making new friends
• Necessary but not sufficient for job satisfaction and motivation
– Motivators
• Elements of a job that concern the actual duties performed by the employee
• Level of responsibility; amount of job control; interest that the work hold for the employee
DO EMPLOYEES
HAVE ACHIEVABLE
GOALS?
GOAL SETTING
A METHOD OF INCREASING PERFORMANCE
I N W HI CH E MPLOYE E S AR E G I VE N SPE CI FI C
P E R F O R M A N C E G OA L TO A I M F O R
SPECIFIC
MEASURABLE
DIFFICULT BUT ATTAINABLE
RELEVANT
TIME-BOUND
EMPLOYEE PARTICIPATION
ARE EMPLOYEES
RECEIVING FEEDBACK
ON THEIR GOAL
PROGRESS?
SELF-REGULATION THEORY

• Employees can be motivated by monitoring their own progress toward the goals they
set and adjusting their behavior to reach those goals
• With multiple complex goals, self-regulation becomes more difficult and employees
must make a conscious effort to be aware of their goals, monitor their goal progress
and set priorities so that decisions ca be made when encountering competing goals
ARE EMPLOYEES
REWARDED FOR
ACHIEVING GOALS?
• Provide incentives for employees to accomplish goals set by an organization
• Operant Conditioning: Humans lean to behave in ways that will result in favorable
outcomes and learn not to behave in ways that result in unfavorable outcomes
TIMING OF INCENTIVE

• Reinforcer or punisher is most effective if it occurs soon after the performance of the
behavior
• If timing is too long, effectiveness of the incentive will be hindered
CONTINGENCY OF CONSEQUENCE

• Must understand the behaviors that brought the reward or punishment

• Reward and punishment must be made contingent upon the performance, and this
contingency of consequence must be clear to employees if we want them to be
motivated
• If reward/punishment cannot be administered immediately, the employee must be told
the purpose of the consequence so that the link between behavior and outcome is
clear
TYPE OF INCENTIVE USED

• PREMACK PRINCIPLE
– The idea that reinforcement is relative both within an individual and between individuals
– A supervisor can reinforce an employee with something that on the surface does not appear to be a
reinforcer
– Reinforcement hierarchy: Employee lists his preferences for a variety of reinforcers
• FINANCIAL REWARDS
– Making variable pay an integral part of an employee’s compensation package
– Using financial rewards as a “bonus” for accomplishing certain goals
– Compensation plan: base pay and a benefits package to provide employees with security; salary
adjustments to cover such conditions as undesirable shifts and geographic areas with high costs of
living; and variable pay
TYPE OF INCENTIVE USED

• RECOGNITION
– Recognition programs
– Social recognition: a motivation technique using such methods as personal attention, signs of
approval and expressions of appreciation
• TRAVEL
INDIVIDUAL VERSUS GROUP INCENTIVES

• INDIVIDUAL INCENTIVE PLANS

– Designed to make high levels of individual performance financially worthwhile
– Help reduce group problems such as social loafing
– Main problems:
• Difficulty in measuring individual performance
• Can foster competition among employees
• For it to be effective, employees should understand the incentive system
– Pay for Performance: Employees are paid on the basis of how much they individually produce
– Merit pay: Employees receive pay bonuses based in performance appraisal scores
INDIVIDUAL VERSUS GROUP INCENTIVES

• Group Incentive Plans

• To get employees to participate in the success or failure of the organization
• Rewards for reaching group goals
• Encourages social loafing
• PROFIT SHARING: provide employees with a percentage of profits above a certain
amount
– Profits shared can be paid directly as bonus or placed into retirement fund
• GAINSHARING: Employees are paid a bonus based on improvements in group productivity
– Baseline:The level of productivity before the implementation of a gainsharing plan
• STOCK OPTIONS: Employees are given the option of buying stock in the future at the price
of the stock when the options were granted
EXPECTANCY THEORY

• Motivation is a function of expectancy, instrumentality and valence

• Expectancy (E): the perceived relationship between the amount of effort an employee puts in
and the resulting outcome
– If an employee believes that no matter how hard he works, he will never reach the necessary level
of performance, then motivation will be low
• Instrumentality (I): The extent to which the outcome of a worker’s performance, if notcied,
results in a particular consequence.
– Will be motivated only if his behavior results in some specific consequence
• Valence (V): The extent to which an employee values a particular consequence
– If rewarded, the reward must be something he values
• To predict an employees motivation:
– MOTIVATION= E ( I x V )
REWARDS VS PUNISHMENT

• If applied properly, punishment not only reduces undesired behaviors in a particular employee,
but also sets an example for other employees
• Punishment changes behavior in the short run, doesn’t teach prper behaviors and causes
resentment
• For it to be effective, must understand why he is being punished and show alternative ways of
behaving that will result in a favorable reinforcement
ARE REWARDS AND
RESOURCES GIVEN
E Q U I TA B LY ?
EQUITY THEORY

• Employees will be satisfied if their ratio of effort to reward is similar to that of other
employees
• Components in this perception of fairness:
– Inputs: elements that employees put into their jobs
– Outputs: what employees get from their jobs
– Input/Output ratio: the ratio of how much employees believe they put into their jobs to how much
they believe they get from their jobs
ORGANIZATIONAL JUSTICE

• If employees perceive they are being treated fairly, they will be more likely to be satisfied with
their jobs and motivated to do well
• Fairness of aspects of work:
– Procedural justice: process of how decisions are made
– Distributive justice: the outcomes of the decisions
– Interactional justice: the way in which decisions and other information are communicated to
employees