5

Motivation in the Workplace

McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Motivation Through Recognition

Courtesy Sanova Panafric Hotel

Panfric Hotel general manager David Gachuru

(shown in photo giving an award to employee Matayo
Moyale) motivates employees with good old-
fashioned praise and recognition.

McShane/Von Glinow OB4e Slide 5-2 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Challenges of Motivating Employees

• Revised employment relationship

– Due to globalization, technology, restructuring
– Potentially undermines trust and commitment

• Flatter organizations
– Fewer supervisors to monitor performance

• Changing workforce
– Gen-X/Gen-Y bring different expectations

McShane/Von Glinow OB4e Slide 5-3 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Maslow’s Needs Hierarchy Objectives

• Holistic
– integrative view of needs rather than studying each
need in isolation of others
• Humanistic
– responses to higher needs are influenced by social
dynamics, not just instinct
• Positivistic
– need gratification is just as important as need
deprivation

McShane/Von Glinow OB4e Slide 5-4 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Maslow’s Needs Hierarchy Theory
Seven categories Need to
capture most needs Self- know
actual-
Five categories placed ization Need for
in a hierarchy beauty
Esteem

Belongingness

Safety

Physiological

McShane/Von Glinow OB4e Slide 5-5 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Maslow’s Needs Hierarchy Theory

Need to – Lowest unmet need has

know
Self-
actual
strongest effect
-
ization Need for
beauty – When lower need is satisfied,
Esteem
next higher need becomes the
primary motivator
Belongingness – Self-actualization -- a growth
need because people desire
Safety
more rather than less of it
when satisfied

Physiological

McShane/Von Glinow OB4e Slide 5-6 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Evaluating Maslow’s Theory

Need to – Lack of support for theory

know
Self-
actual
- – Values influence needs
ization Need for
beauty • People have different
Esteem needs hierarchies -- not
universal
Belongingness
– Maslow’s categories don’t
cover all needs
Safety
– Needs change more rapidly
than Maslow stated
Physiological

McShane/Von Glinow OB4e Slide 5-7 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Four-Drive Theory

• Need to take/keep objects and

Drive to Acquire experiences
• Basis of hierarchy and status

• Need to form relationships and

Drive to Bond social commitments
• Basis of social identity

• Need to satisfy curiosity and

Drive to Learn resolve conflicting information
• Basis of self-actualization

• Need to protect ourselves

Drive to Defend • Reactive (not proactive) drive
• Basis of fight or flight

McShane/Von Glinow OB4e Slide 5-8 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 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

McShane/Von Glinow OB4e Slide 5-9 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 How Four Drives Affect Needs

1. Four drives determine which emotions are

automatically tagged to incoming information

2. Drives generate independent and often

competing emotions that demand our attention

3. Social skill set determines how to translate

drives into needs and effort

McShane/Von Glinow OB4e Slide 5-10 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Four Drive Theory of Motivation
Person
Drive to Social
al
Past
Acquire norms experience
values

Drive to
Bond
Mental skill set resolves Goal-directed
competing drive demands choice and effort
Drive to
Learn

Drive to
Defend

Mental skill set uses social norms, personal

values, and experience to translate competing
drives into needs and effort

McShane/Von Glinow OB4e Slide 5-11 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Learned Needs Theory
• Some needs can be learned
• Need for achievement
– Desire for challenging and somewhat risky goals,
feedback, recognition
• Need for affiliation
– Desire to seek approval, conform, and avoid conflict
– Try to project a favorable self-image
• Need for power
– Desire to control one’s environment
– Personalized versus socialized power

McShane/Von Glinow OB4e Slide 5-12 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Implications of Needs/Drives Theories

• Four-drive theory
– provide a balanced opportunity for employees to fulfill
drives
– employees continually seek fulfillment of drives
– avoid having conditions support one drive over others
• Maslow
– allow employees to self-actualize
– power of positive experiences
• Offer employees a choice of rewards

McShane/Von Glinow OB4e Slide 5-13 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Expectancy Theory of Motivation

E-to-P P-to-O Outcomes

Expectancy Expectancy & Valences

Outcome 1
+ or -

Outcome 2
Effort Performance + or -

Outcome 3
+ or -

McShane/Von Glinow OB4e Slide 5-14 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Increasing E-to-P Expectancy

• Train employees
• Select people with required competencies
• Provide role clarification
• Provide sufficient resources
• Provide coaching and feedback

McShane/Von Glinow OB4e Slide 5-15 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Increasing P-to-O Expectancy

• Measure performance accurately

• Describe outcomes of good and poor
performance
• Explain how rewards are linked to past
performance

McShane/Von Glinow OB4e Slide 5-16 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Increasing Outcome Valences

• Ensure that rewards are valued

• Individualize rewards
• Minimize countervalent outcomes

McShane/Von Glinow OB4e Slide 5-17 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Goal Setting at Speedera

Speedera Networks
employees achieved a
challenging revenue goal in
one quarter, for which all
employees in California and
India were rewarded with a Courtesy of Akamai

free Hawaiian trip.

McShane/Von Glinow OB4e Slide 5-18 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Effective Goal Setting

Specific

Relevant

Challenging
Task Task
Effort Performance
Commitment

Participation

Feedback

McShane/Von Glinow OB4e Slide 5-19 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Goal Difficulty and Performance
High
Task Performance

Area of
Optimal
Goal
Difficulty

Low Moderate Challenging Impossible

Goal Difficulty
McShane/Von Glinow OB4e Slide 5-20 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Characteristics of Effective Feedback

Specific

Credible Effective Relevant

Feedback

Sufficiently
Timely
frequent

McShane/Von Glinow OB4e Slide 5-21 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Multisource (360-degree) Feedback

Supervisor
Project
Customer
leader

Co-worker Evaluated Co-worker

Employee

Subordinate Subordinate
Subordinate

McShane/Von Glinow OB4e Slide 5-22 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Executive Coaching

• Uses various behavioral methods to help

clients identify and achieve goals
• Just-in-time personal development using
feedback and other techniques
• Generally effective, but many techniques
make it difficult to pinpoint what is effective

McShane/Von Glinow OB4e Slide 5-23 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Preferred Feedback Sources

• Depends on the situation

• Nonsocial sources (gauges, printouts)
– Better for goal progress
– Considered more accurate, less damaging

• Social sources (supervisor, co-workers)

– Better for ‘good news’ feedback
– Improves self-image and esteem

McShane/Von Glinow OB4e Slide 5-24 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 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.

McShane/Von Glinow OB4e Slide 5-25 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 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

McShane/Von Glinow OB4e Slide 5-26 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Overreward vs Underreward Inequity
Comparison
You
Other
Outcomes
Overreward Outcomes
Inequity
Inputs Inputs

Underreward Outcomes
Inequity Outcomes

Inputs Inputs

McShane/Von Glinow OB4e Slide 5-27 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Correcting Inequity Feelings
Actions to correct inequity Example

Reduce out inputs Less organizational citizenship

Increase our outcomes Ask for pay increase

Increase other’s inputs Ask coworker to work harder

Ask boss to stop giving other preferred

Reduce other’s outputs
treatment
Start thinking that other’s perks aren’t
Change our perceptions
really so valuable
Compare self to someone closer to your
Change comparison other
situation

Leave the field Quit job

McShane/Von Glinow OB4e Slide 5-28 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Equity Sensitivity

• Benevolents
– Tolerant of being underrewarded

• Equity Sensitives
– Want ratio to be equal to the comparison other

• Entitleds
– Prefer receiving proportionately more than others

McShane/Von Glinow OB4e Slide 5-29 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Organizational Justice Components

Distribution
Distributive
Principles
Justice
Perceptions • Emotions

• Attitudes
Structural
Rules
Procedural • Behaviors
Justice
Perceptions
Social
Rules

McShane/Von Glinow OB4e Slide 5-30 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Procedural Justice Structural Rules

Voice Consistent

Bias-Free Listens to all

Knowledgeable Appealable

McShane/Von Glinow OB4e Slide 5-31 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 5

Motivation in the Workplace

McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.