Professional Documents
Culture Documents
Motivation MGMT - S
Motivation MGMT - S
0
Motivation management
Daniela.isari@unicatt.it
1
Critical people management issues (I)
Attraction
how to attract the best candidates
and talents to the company?
Performance
management
how to motivate to
excellent performance?
Retention
how to motivate best performers
and talents to stay with the
company?
Critical people management issues (II)
strategies to support
motivation to join &stay in the company strategies to support
(attraction, retention) motivation to good/excellent
performance
Motivation and the performance equation
Individual attributes
Capacity to perform:
Ability, Personality,
Values & attitudes
JOB
PERFORMANCE
Ability
Knowledge, skills, experience an individual can use in order to
carry on a task/reach a goal
Motivation
What moves a person to take action, mobilizing his/her abilities
in order to reach a goal
Motivation strategies: contingent approach
7
The concept of «need» in motivation theories
UNSATISFIED NEED
EVALUATION ACTION
RESULT
Maslow’s hierarchy of needs -1
Self-actualization
needs
Esteem needs
Social needs
Safety needs
Physiological needs
Satisfaction-progression mechanism
“….A satisfied need is not a motivator”
9
Maslow’s hierarchy of needs 2
Some examples:
“I know Laura likes to have to do with people, thus I give her tasks which require
teamworking with colleagues”
In this case, Laura’s boss understands that she has strong social needs requiring
satisfaction, consequently she will be highly motivated by teamworking rather than
working alone.
“When John does a good job, I never forget to thank and praise him, in order to make
him feel how much I appreciate his work”
In this case, John’s boss understands that he has strong esteem needs requiring
satisfaction, consequently he can be motivated by having his contribution recognized
and appreciated.
Practical implications from Hierarchy of needs
✓ Know your people: observe and understand the different needs and
expectations of your team members
✓ Rewards must be personalized: what is valuable for someone might
be worthless for another person
✓ Consider the national/local culture of employees: some needs might
be particularly important according to employees’ background (for
example social needs, or status needs)
✓ Remember that a need, once satisfied, is no longer a motivator
(people’s need evolve in time)
McClelland’s Acquired Needs Theory (D. McClelland) -
1
Achievement-Power-Affiliation
Acquired needs = needs acquired through the social process of individuals
interacting with the environment.
All people have these needs to some extent but there is a tendency for one
of them to be dominant at any point in time.
12
McClelland’s Acquired Needs Theory (D. McClelland) -
2
Achievement-Power-Affiliation
13
Intrinsic and extrinsic motivation
Intrinsic Motivation
A person performs an action
because the action itself is
rewarding/satisfying , or consistent
with her values and beliefs Extrinsic Motivation
The person is motivated to perform
an action by rewards coming from
the external environment
14
Herzberg’s two-factor theory
16
Practical implications from Herzberg’s
two factor theory
“I give employees clear, specific and achievable objectives, and I give constant
feedback on results”
19
Goal Setting-3
P
e
r
high
f
o
r
m medium
a
n
c
low
e
low challenging impossible
Difficulty of goals
Goal Setting theory
Practical implications
22
General suggestions to managers
from motivation theories_2
✓ Raise the bar: try to reduce the repetition of the same things every day;
novel challenges will motivate employees by keeping their interest and
commitment
23
General suggestions to managers
from motivation theories_3
24