Employee

Motivation
What motivates you in:

o Studying
o Working
o Reaching your dreams
 M O T I VAT I O N
o an INTERNAL force that drives a worker to action as well as the external factors
that encourage that action
o motivation determines whether the worker will do it properly
o increased worker motivation results in increased job performance
Three individual difference traits that are
most related to work motivation:
- Self-esteem
- An intrinsic motivation
- Need for power, affiliation, and
achievement

Is an employee predisposed to
being motivated?
Self-esteem
o The extent to which a person views
himself as valuable and worthy
o According to Consistency Theory, there
is a positive correlation between self-
esteem and performance
o Feeling good about oneself = motivated
to perform well
o Employees with high self esteem
actually desire to perform at high levels
 3 types of self-esteem
o Chronic Self Esteem – is a person’s overall feeling about
themselves
o Situational Self- Esteem (self-efficacy) – is a person’s
feeling about himself in a particular situation such as
operating a machine or talking to other people
o Socially Influenced Self-Esteem – how a person feels about
themselves on the basis on the expectations of others
 Self-esteem
workshops
o ENCHANTED SELF – a self-esteem
training program that help employees try
to increase their self-esteem by learning
how to think positively, discovering their
positive qualities that may have gone
unnoticed, and sharing their positive
qualities with others.
o Outdoor experiential training is another
approach to increasing self esteem
 o EXPERIENCING SUCCESS– an employee is given a task so easy
that he will almost certainly succeed
o SELF-FULFILLING PROPHECY – states that an individual will
perform as well or poorly as they are expected to perform; if an
individual believes they are intelligent, they should do well on the test
and vice-versa
o GALATEA EFFECT – when we believe in our abilities to achieve a
goal, the more likely we’ll be to achieve it
Training Supervisors
o PYGMALION EFFECT - high expectations lead to improved
performance in a given area.
o GOLEM EFFECT – occurs when negative expectations of an
individual cause a decrease in that individual’s actual performance
o our expectations are more communicated to employees through such
non-verbal cues as head tilting or eyebrow raising and through more
overt behaviors
Intrinsic Motivation
o Intrinsically motivated people will seek to perform
well because they either enjoy performing the actual
tasks or enjoy the challenge of successfully
completing task
o Intrinsic motivation occurs when we act without any
obvious external rewards. We simply enjoy an activity
or see it as an opportunity to explore, learn, and
actualize our potentials.
Need for Power, Affiliation and
Achievement (McCLelland’s Theory of
Needs)
a. Need for Achievement – motivated by jobs that are challenging and
over which they have some control
b. Need for affiliation – motivated by jobs in which they can work with
and help other people
c. Need for power – motivated by a desire to influence others rather than
simply to be successful
Our work motivation and job satisfaction are determined by
the discrepancy between what we want, value and expect
and what job actually provide.
○ Job expectations
○ Job characteristics
JOB EXPECTATION

o Employees compare what the organization

promised to do them with the organization
actually does.

o REALISTIC JOB PREVIEW (RJP)

o used to provide a prospective employee a

realistic view of what the job entails
o provide candidates a richer description of
the agency and the job (e.g., work
environment, duties, expectations) to help
them decide if they are a good match.
JOB CHARACTERISTICS
o JOB CHARACTERISTICS THEORY
o employees desire job that is meaningful, provide them with the
opportunity to be personally responsible for the outcome of their work
(autonomy), and provide them with feedback of the results of their efforts
o jobs will have motivation potential if they allow employees to use a
variety of skills (skill variety) and to connect their efforts to an outcome
(task identification)
o jobs which has meaning, is useful, or is appreciated by coworkers as well
as by others in society (ask significance)
Needs, Values,
and Wants
Maslow believed that
employees would be
motivated by and
satisfied with their
jobs at any given
point in time if
certain needs were
met.

Our friend, Abraham Maslow

 o Clayton P. Alderfer's ERG theory from 1969
condenses Maslow's five human needs into three
categories: Existence, Relatedness and 
Growth.

 though
o Even A person
the prioritycan
of theseskip levels.
needs differ from
person toperson,
A higher level
Alderfer's ERG need
theory prioritises in
terms of the categories' concreteness. Existence
sometimes
needs are the most concrete, and does not
easiest to
becomeneeds are
verify. Relatedness morelessimportant
concrete than
existence needs, which depend on a relationship
once
between amore
two or lowerpeople.level has been
Finally, growth needs are
satisfied
the least concrete in that their specific objectives
depend on the uniqueness of each person.

ERG Theory of Motivation

Two Factor Theory
(Herzberg)
o Herzberg’s Motivation Theory model goes by a number of different
names, including Two Factor Theory, Herzberg’s Motivation-Hygiene
Theory, and Duel Structure Theory.
o Frederick Herzberg developed the model in 1959. He did this by
interviewing over 200 professionals. The interviews delved into when the
interviewees were at their most and least happiest with their jobs.
o Herzberg’s Motivation Theory model, or Two Factor Theory, argues that
there are two factors that an organization can adjust to influence
motivation in the workplace.
 Goal Setting
o Each employee is given a goal such as increasing attendance,
selling more products, or reducing the number of grammar error
in reports.
The Power of Giving Feedback
● To increase the effectiveness of the goal settings
through providing progress about their goals.
● Verbally telling employees how they are doing.
● Using non verbal communication such as smiles,
glares and pats on the back.
● Increases performance when it is positive and
informational rather negative and controlling.
● Reinforce employees to seek it.
● is constructive when it is given positively with the
goal of encouraging and reinforcing positive
behavior, not just when they make mistakes.
 Rewards for Achieving a Goal!
o OPERANT CONDITIONING – basis for incentive systems; principles
which state that employees will engage in behaviors for which they are
rewarded and avoid behaviors for which they are punished.
o If employees are not rewarded for any behaviors, they will search for
behaviors that will be rewarded.
Six factors must be considered in determining the effectiveness of
incentives:
○ Timing of the incentive
○ Contingency of the consequences
○ Type of incentive used
○ Use of individual-based versus group- based incentives
○ Use of positive incentive versus negative incentives
○ Fairness of reward system
TIMING OF REINFORCEMENT

o A reinforcer or a punisher is most effective if it occurs soon after

the performance of the behavior

o If the timing of the incentive is too long, the effectiveness of the

incentive to improve performance will be hindered.
CONTINGENCY OF THE REINFORCEMENT

o If it is not possible to immediately reward or punish a

behavior, it should at least be made clear that employee
understand that behaviors that brought reward or
punishment.
TYPE OF INCENTIVE USED

o Different employees have different values, supervisor should

administer different types of reinforcers. (Financial rewards,
leave credits, vacations, gift certificates, certificate of
recognition, etc)
o A need for variety in rewards is also true of punishments
(financial cuts, demotion, etc)
o COMPENSATION PLAN – include based pay and a
benefits package to provide employees with security, salary
adjustments to cover such conditions as undesirable shifts and
geographic areas with high cost of living and variable pay to
provide an incentive to perform better.