EMPLOYEE MOTIVATION AND TEAMS

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Outline of Presentation
 The concept of motivation
 Motivation Process
 Types of motivation
 Benefits of motivation
 Content theories of motivation
 Process theories of motivation
 Groups and teams formation

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 THE CONCEPT OF MOTIVATION
• The concept of motivation is an integral aspect of employee
performance and productivity.

• Motivation is some driving force that is within individuals

by which they strive to attain some goal in order to fulfil
some need or expectation (Mullins, 2010) .

• Motivation is the creation of stimuli, incentives and working

environments that enable people to perform to the best of
their ability (Chartered Management Institute, 2006).

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 MOTIVATION PROCESS
• People’s behaviour is determined by what motivates
them.

• Performance = function (ability × motivation)

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MOTIVATION PROCESS CONT’D

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 TYPES OF MOTIVATION
• Extrinsic motivation - relates ‘tangible’ rewards.

• Intrinsic motivation: relates to ‘psychological’

rewards.

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 BENEFITS OF MOTIVATION
• Puts human resources into action
• Improves level of efficiency of employees
• Leads to achievement of organizational goals
• Leads to stability of work force
• Leads to an optimistic and challenging attitude at work
place (innovation)
• Empowers people to meet higher needs

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MASLOW'S NEEDS HIERARCHY THEORY

Self
Actualization

Esteem
(self-esteem, confidence etc.)

Social
(friendship, family, love etc.)

Safety
(security of body, employment, resources etc.)

Physiological
(food, water, shelter, sleep, clothing etc.)
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 ALDERFER’S ERG THEORY
• Categorize needs on three levels:

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HERZBERG’S TWO FACTOR THEORY

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MCCLELLAND’S LEARNED NEEDS THEORY

• Three main types of emotional needs of humans:

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 PROCESS THEORIES
• Describe a system of needs that motivate peoples'
actions,
• Four of the process theories are:
 Reinforcement theory
 Goal setting theory
 Expectancy theory
 Equity theory

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 REINFORCEMENT THEORY
• Skinner’s reinforcement theory states that individual’s
behaviour is a function of its consequences.
• Managers use the following to control behaviours of
employees:
 Positive reinforcement
 Negative reinforcement
 Punishment
 Extinction

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 GOAL-SETTING THEORY
• Edwin Locke theory states that intension to work
toward a goal are a major source of work motivation.

• Factors that influence goal-performance relationship

 Goal commitment
 Task characteristics
 National culture

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 EXPECTANCY THEORY
• Skinner’s theory states that when faced with two or
more alternatives, we will select the most attractive
one.
 Components of expectancy theory
 The effort-performance relationship
 The performance-outcome relationship
 Valence: the reward-personal goals relationship

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 EQUITY THEORY
• Motivation is affected by employees perceptions of
how fairly they are treated compared to others.
• Choices employees make when they perceived
inequity:
• Change your inputs
• Change your outcomes
• Distort perception of self
• Distort perception of others
• Change referent other
• Leave the field

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 GROUPS AND TEAMS FORMATION

• A group is ‘two or more persons who interact

with one another in such a manner that each
person influences and is influenced by each other
person’ (Gibbard, Hartman & Mann, 1974).

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 TEAMS

• Groups of two or more people who interact and

influence each other, are mutually accountable for
achieving common goals associated with
organizational objectives, and perceive themselves as
a social entity within an organization (McShane & Von
Glinow, 2008).

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REASONS FOR FORMING GROUPS OR TEAMS
• Combined efforts are need to perform certain tasks.
• Collusion between members in order to modify formal
working arrangements more to their liking.
• Companionship and a source of mutual understanding
and support from colleagues.
• Membership provides the individual with a sense of
belonging.
• Guidelines on generally acceptable behaviour.

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DIFFERENCES BETWEEN GROUPS AND TEAMS
Groups Teams
Difficult to identify group Stronger sense of identification
members.
Degree of consensus about goals Teams have common goals or
differ sometimes. tasks.
Members often play a variety of Play more differentiated and
roles within the group. specialized roles
Members can work Task interdependence is usually
independently to accomplish a greater with teams
goal.

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 Stages in Group Development
5. Adjourn Convene
1. Forming
4. Performing
• Maturity and • Mold individuals
confidence • Uncertainty
• Trust • Impersonal
• Supportive • Polite
• High morale • Ground rules

PRODUCTIVE TESTING

ORGANIZED INFIGHTING

• Establish procedures • Conflict over control

• Emergence of a leader • Confrontational
• Develop team skills • Estrangement
• Confront issues • Personal agendas
• Rebuild morale • Low morale 2. Storming
3. Norming

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 TYPES OF GROUPS
• Formal groups

• Informal groups

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 TYPES OF TEAMS

• Self-Managed Teams (SMTs)

• Cross-functional Teams

• Virtual Teams

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KEY CHARACTERISTICS OF EFFECTIVE TEAMS
• A clear mission and high performance standards.

• Take stock of available resources and skills of

members.

• High levels of communication help team members to

stay focused on the mission.

• Minimize interpersonal conflicts that often-drained

energy needed for team success and effectiveness.

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ADVANTAGES OF WORKING IN TEAMS
• Release of creativity and energy.

• Deeper interaction between people satisfying the need

to belong.

• Improve efficiency by people planning activities

together with cooperation and communication.

• Can reduce costs and improve productivity.

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POTENTIAL DISADVANTAGES OF STRONG, COHESIVE GROUPS OR TEAMS

• Performance of cohesive groups sometimes varies with

the degree to which the group accepts or rejects the
goals of the organization.

• Risk of productivity loss due to social loafing in large

teams.

• Inter-group conflict and competition.

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