BUS 209

Chapter 5
 LEARNING OBJECTIVES
1. What are the Motivational Drives?
2. What are Popular Motivational Strategies? Draw
the diagram of Intrinsic and Extrinsic Rewards.
3. Draw Maslow’s hierarchy of needs, Herzberg’s two
factor model & Alderfer’s E-R-G Model.
4. What are the tips for building employee self
efficiency?
Steve Wozniak: What do you do? You're not an engineer. You're
not a designer. You can't put a hammer to a nail. I built the circuit
board! The graphical interface was stolen! So how come ten
times in a day I read Steve Jobs is a genius? What do you do?

Steve Jobs: Musicians play their instruments.

I play the orchestra.
 MOTIVATION
 Work Motivation is the set of internal and external forces
that cause an employee to choose course of action and
engage in certain behaviors.
 Ideally these behaviors will be directed at the
achievement of an organizational goal
 Work motivation is a complex combination of
psychological forces within each person
 ELEMENTS OF MOTIVATION
A student who struggles to read a textbook for more than 20 minutes may read a
Harry Potter book in a day. The difference is the situation.
So as we analyze the concept of motivation, keep in mind that the level of motivation varies
both between individuals and within individuals at different times. We define motivation
as the processes that account for an individual’s intensity, direction, and persistence of
effort toward attaining a goal.
While general motivation is concerned with effort toward any goal, we’ll narrow the focus
to organizational goals in order to reflect our singular interest in work-related behavior.
The three key elements in our definition are Intensity, Direction, and
Persistence.
Intensity describes how hard a person tries. This is the element most of us focus on when
we talk about motivation. However, high intensity is unlikely to lead to favorable job-
performance outcomes unless the effort is channeled in a direction that benefits the
organization. Therefore, we consider the quality of effort as well as its intensity.
Effort directed toward, and consistent with, the organization’s goals is the kind of effort we
should be seeking.
Finally, motivation has a persistence dimension. This measures how long a person can
maintain effort. Motivated individuals stay with a task long enough to achieve their goal.
 FEAR IS A POWERFUL MOTIVATOR
Too often in organizational behavior we sing this happy song that when
employees are happy, they will give their best effort and the company will
sail along in smooth seas.
The truth is that when a manager adopts this philosophy, people often relax.
They take off early. They “shoot the breeze” more and work a little less.
George Cloutier, founder of American Management Services, is realistic
about this. “The concept that if you love your employees they’ll perform
is on the edge of insanity,” he says. “Fear is the best motivator.”
Employees should realize that in today’s competitive environment, they have
to bring their A-game to work each and every day. And managers need to
closely monitor them to make sure that’s the case.
 ELEMENTS
 Employees are virtually interested in three
elements:
 Direction & focus of the behavior (creativity, helpfulness,
dependability VS tardiness absenteeism, withdrawal, low
performance)
 Level of effort provided (making a full commitment to
excellence versus doing just enough to get by)
 Persistence of behavior(repeatedly maintaining the
effort VS giving up permanently)
 COMPLEXITY OF MOTIVATIONS:
 In individuals motives maybe quite complex and
often conflicting.
 A person maybe motivated by a desire for economy
goods and services (a better house, a new car)
 Motivators are things that induce an individual to
perform motivators sharpen the drive or need to satisfy
wants. Motivators are also the means by which
conflicting needs may be reconciled.
 MODEL FOR MOTIVATION

See page 101 , figure 5.1 for more details

 A manager’s job is to identify employee’s drives and
needs and to channel their behavior
 Internal needs and drives create tension that are
affected by one’s environment.
 Example: need for food produces tension for
hunger. Hungry person looks for food.
 FORMULA

 Potential performance (P) is a product of ability (A)

and motivation (M). P=A xM
 Results occur when motivated employees are provided with
the opportunity (example proper training) to perform and the
resources (tools) to do so.
 The presence of incentives to satisfy one’s needs are
powerful motivational factors.
 When an employee is productive and the organization takes
note of it, rewards will be distributed
OTHER PERSONALITY TRAITS AT WORK
 Locus of Control
 The extent to which people believe that their behavior has
a real effect on what happens to them.
 Internal locus of control—individuals who
believe they are in control of their lives.
External locus of control—individuals


believe that external forces dictate what

happens to them.
 Self-Efficacy
 A person’s belief about his or her capabilities to perform a
task. High self-efficacy individuals believe they can
9–16
perform well while low self-efficacy individuals doubt their
ability to perform.
WORK-RELATED ATTITUDES
 Job Satisfaction or Dissatisfaction
 An attitude that reflects the extent to which an individual is
gratified or fulfilled by his or her work.
 Job Satisfaction and Work Behaviors
 Job satisfaction is influenced by personal, group, and
organizational factors.
 Satisfied employees are absent from work less often, make
positive contributions, and stay with the organization.
 Dissatisfied employees are absent from work more often,
may experience stress which disrupts coworkers, and are
continually looking for another job.

9–17
STRESS AND INDIVIDUAL BEHAVIOR
(CONT’D)
 Personality Types
 Type A personality
 Extremely competitive, aggressive, devoted to
work, have a strong sense of time urgency,
impatient.
 Have a lot of drive and want to

accomplish as much as possible as

quickly as possible.

9–18
STRESS AND INDIVIDUAL BEHAVIOR
(CONT’D)
 Personality Types
 Type B personality
Less competitive, less devoted to work,
have a weaker sense of time urgency.
Less likely to experience personal stress or to

come into conflict with other people.

More likely to have a balanced,

relaxed approach to life.

9–19
POPULAR MOTIVATIONAL STRATEGIES
 Empowerment and Participation
 Empowerment

 The process of enabling workers to set their own

work goals, make decisions, and solve problems
within their sphere of influence.
 Participation

 The process of giving employees a voice in

making decisions about their work.
 Areas of Participation for Employees
Making decisions about their jobs.
Making decisions about administrative
matters. 10–
20
Participating in decision making about
broader issues of product quality.
 INTRINSIC VS. EXTRINSIC REWARDS

Extrinsic = Outside

Recognition Intrinsic = Inside Praise

Feeling of
Job
Well Done
Promotions Salary Increase
Pride

Sense of Status
Gifts Achievement
 EXAMPLE
 Netcom Learning (USA)
 5% Bonus on Sales
 Employee of the Month > IPod / Digital Camera
 Employee of the year > Mercedes Benz
 Annual Party> Club
 Citi Group (USA)
 Employee hall of fame
 5% Bonus on collection
 Target Corporation (USA)
 Gift card for being present on “State of Emergency”
 1000 dollar employee referral bonus
 Pizza party
 HB Consultants Limited (BD)
 250 Taka for EOI Submission
 1000 Taka for EOI Short listing
 5000 for Proposal Writing
 100000 for Project Wining
 MOTIVATIONAL DRIVES
1. Achievement (employees work hard when they understand
they will receive personal credit but as managers, high
expectations make it difficult for average employees to satisfy
their manager’s demand )
2. Affiliation (affiliation motivated people tend to select
friends and likeable people surrounding them by getting
satisfaction from being with friends but managers might
find this difficult to be effective managers by assigning
tasks, work activities and effectiveness )
3. Power (power motivated people wish to create impact on
their organizations and are willing to take risk for that but if
an employee drives are toward personal power, that person
tends to lose the trust and respect of employees and be an
unsuccessful leader)
 EMPLOYEE NEEDS
 Fair treatment( job security, compensation &
reward)
 Sense of achievement ( purpose, challenge,
feedback, recognition)
 Teamwork
COMPARISON OF MODELS
See page 105
1. Maslow’s hierarchy of needs

2. Herzberg’s two factor model

3. Alderfer’s E-R-G Model

MASLOW’S HIERARCHY OF NEEDS
 HERZBERG’S TWO FACTOR MODEL

Herzberg upset the traditional view. His Two-factor

theory distinguishes between:

 Motivators ( challenging work, recognition, responsibility)

that give positive satisfaction, arising from intrinsic
conditions of the job itself, such as recognition,
achievement, or personal growth

 Hygiene factors (status, job security, salary, benefits, work

conditions) that do not give positive satisfaction, though
dissatisfaction results from their absence. These are extrinsic
to the work itself, and include aspects such as company
policies, supervisory practices, or wages/salary
HERZBERG’S TWO FACTOR MODEL
ALDERFER’S E-R-G
MODEL

Alderfer addressed this issue by reducing the number of levels to three.

The letters ERG represent these three levels of needs:
 Existence refers to our concern with basic material existence
motivators.
 Relatedness refers to the motivation we have for maintaining
interpersonal relationships.
 Growth refers to an intrinsic desire for personal development.
Comparison of Models :Page 105
 SOME DEFINITIONS
 Shaping (employee comes closer to the desired
behavior)
 Negative reinforcement (behavior is
accompanied by removal of an unfavorable
consequences. Example: Turning off distracting music
when trying to work.)
 Extinction (withholding of significant positive
consequences that were previously provided for a
desired behavior)
 TIPS FOR BUILDING EMPLOYEE SELF EFFICIENCY

1. Don’t imply that employees are useless

2. Don’t talk down to them about their jobs
3. Don’t find little faults with their results
4. Don’t criticize their work in front of the peers
5. Don’t putdown the importance of their jobs
6. Praise them for appropriate efforts
7. Ask for their input
8. Listen carefully their ideas
9. Share positive feedbacks from their peers with them
10. Provide formal recognition for their achievements.