C

H
A
P
T MOTIVATION
E
R

4
 INTRODUCTION

Ways to engender
commitment to Organizing works
work without around projects is
requiring loyalty to one such way
the company

Team-based
compensation helps
create the sense that Build commitment
the fate of the by creating jobs
community depends with fixed tenures
on the performance
of its members
J
O
B
Ways to
E Popular
include core
motivation
N job dimensions
methods
in a job
R
I
C Core job Psychological
H dimensions states
M
E
N
T
POPULAR MOTIVATION METHODS
Reduction of time that employee spends on the job
Increasing employees’ salaries
Increase fringe benefits
Conduction of human relations programs
Conduction of sensitivity training programs in which
managers learn more about themselves
Communication experts help employees understand
what the management is doing for them
Launching programs to facilitate two-way
communication between management and employees
Launching programs to increase employees’
participation in the jobs they were doing
 Experiences
Experiences meaningfulness
responsibility of work
for work
outcomes

Has
knowledge of
results

PSYCHOLOGICAL STATES
 Skill variety

Task
Feedback
identity
CORE JOB
DIMENSIONS

Task
Autonomy
significance
 Open Formation of
feedback natural work
channels units

Ways to
include core
Decision
job
making dimensions Combining
responsibility tasks
to employees in a job

Establishing
customer
relationships
Corporate Leadership
culture styles

Managing Recognition
motives of motives
 Directive

Coaching Visionary

Leadership
style
Pace-setting Affiliative

Participative
 RECOGNITION OF MOTIVES
• Executives with high achievement drive like
challenging projects that allow them to accomplish
something
• Executives high in affiliation are energized by
personal relationships
• Executives driven by personalized power need to
feel strong and to be seen as strong
• Executives motivated by socialized power get
satisfaction from making people stronger and more
capable
MANAGING MOTIVES
• Trains himself to ask open ended
questions to draw people into
discussion
• Looks to other areas of life to satisfy his
achievement drive

CORPORATE CULTURE
• Companies create culture that foster and
reward the achievement–at–all–cost mentality
• Managers must start paying attention to the
greater needs of the company
 Altering one’s
managerial Power
style

Kinds of Managerial
managers effectiveness

Creating
high morale
 • Manager should have greater need for power than
for achievement
• Need for power must be disciplined and controlled
• Need for power should be greater than his need to
Power be liked

• Manager helps subordinates feel strong and

responsible, and rewards them for good
performance
Managerial • He fosters among subordinates a strong sense of
team spirit and pride in working as a part of a team
effectiveness
 • A manager’s power motivation is oriented towards
the organization he serves
• His motive in exercising power is altruistic and he
Creating exercises power on behalf of the organization he
serves
high morale

• Institutional managers are high in power motivation,

low in affiliation motivation and high in inhibition
• Affiliative managers are low in power motivation and
high in affiliation motivation
Kinds of • Personal power managers are high in power
motivation, low in affiliation motivation and low in
managers inhibition
 • A manager becomes effective after he comes to
terms with his managerial style and makes
appropriate changes in it
• Some managers are low in power motivation and
their style is authoritarian
Altering one’s • Some managers are low in power motivation but
managerial style their interpersonal skills are very good
 Producing
internal Commitment
commitment

Change
Employees
programs

Role of
management
 CHANGE PROGRAMS
COMMITMENT

• External • Encourages more

commitment is of external
akin to contractual commitment than
compliance internal
• Internal commitment
commitment • When employees’
comes largely from actions are defined
within from outside,
resulting behavior
cannot be
empowering and
liberating
ROLE OF MANAGEMENT

EMPLOYEES
• Employees do not • Employees who have
feel empowered lived by the rules of
when the job external commitment
requirements are feel threatened when
predetermined and they are asked to
the processes are display initiative and
controlled aspiration
• Employees get the • Offering employees
feeling that managers rewards creates
want unchallenged dependency than
power internal commitment
PRODUCING INTERNAL
COMMITMENT
• Managers should
ensure that what is
being espoused does
not contradict with
what actually
happens
• External
commitment is good
enough for
performance in most
routine jobs
 Developing Self
young fulfilling
executives prophecy

Early Pattern of
years failure

Expect to
perform
Self fulfilling prophecy
• People behave as they believe they are
expected to behave
• People can be motivated beyond their
productive capacities when the problems
created by the poor performers are removed
from the operations

Pattern of failure
• In response to low managerial expectations,
unsuccessful employees attempt to prevent
additional damage to their ego by avoiding
situations that might lead to greater failure
Expect to perform
• Managers are more effective in communicating
low expectations than in communicating high
expectations
• Managers’ high expectations must be achievable
• Superior managers have greater confidence in
their own ability to develop the talents of their
subordinates

Early years
• Company’s expectations of an employee in first
year determines his performance in next five years
• If first boss does not develop the skills of new
executive, the latter sets lower standards for
himself
• Good managers are able to identify subordinates
with whom they are compatible
Developing young executives
• Initial corporate expectations for performance
mold subsequent expectations and behaviors
• The most effective managers must be made the
initial bosses of new college hires
 MOTIVATION
BY
OBJECTIVES
Implementing The MBO
MBO process

MBO
Objectivity
environment

The mutual The human

objective point
 OBJECTIVITY
THE MBO PROCESS

• Discusses his job • An employee may

description with his do an excellent job
boss by objective
• Short term standards of
performance targets measurement, but
are established may fail as partner,
• Progress towards subordinate, boss,
target is discussed or colleague
• Check points are • Quality of
established performance
frequently loses out
to quantification
 • MBO process is • MBO process fails to
THE HUMAN POINT

THE MUTUAL OBJECTIVE

based on short term, motivate because
ego centrically management alone
oriented perspective sets objectives,
and an underlying provides rewards and
reward-punishment targets, and drives
psychology employees
• Executive is not • Executives want to
internally motivated know as to how
to pursue goals management will
which are unrelated help them in meeting
to his underlying their personal goals
dreams, wishes, while also meeting
aspirations the organization’s
requirement
MBO ENVIRONMENT

IMPLEMENTING MBO
• The right MBO • Each individual has a
process fosters a built-in picture of his
genuine partnership future best self
between employee • An individual talks
and organization about his experiences
• The practice of that have been highly
rewarding individual satisfying or
performance orients enjoyable
employees to self- • An employee must
centered goals feel that it is
• Every manager legitimate to talk
should be regularly about one’s wishes
appraised by his and aspirations in the
subordinates workplace
 Mental
Fair process
barriers

The How does

knowledge fair process
economy work

Principles
of fair
process
 How does fair
Fair process
process work

People care about Managers who believe

outcomes but they that the company’s
also care about the processes are fair
processes that produce display a high level of
those outcomes commitment

Fair process builds

trust and influences They trust and
attitudes and cooperate freely when
behaviors that affect processes are fair
performance
Principles of The knowledge
fair process economy

Every employee possesses

Engagement means involving unique knowledge that can
employees in the decisions be put to organizational
that affect them purpose only by his active
cooperation

Explanation means every

Creating and sharing
employee involved and
knowledge can neither be
affected should understand
supervised nor forced out of
why a decision was taken in a
employees
particular way

Expectation clarity means

that employees clearly
understand what is expected
of them
Mental barriers

Managers do not know

that fair process is such a
powerful tool to enthuse
employees

Managers believe that

knowledge is power and
that they can retain
power by keeping what
they know to themselves
 Behavior in
Techniques
context

Evaluation
Process
of behavior

Adaptation
BEHAVIOR IN CONTEXT

EVALUATION OF BEHAVIOR
• Manager assesses • If the problem
the impact that behavior occurs
problem behaviors frequently and is
have on other deeply rooted, it is
employees an expression of
• Develops a full his character
picture of the • The willingness of
executive by the executive to
keeping a track of change his
his good as well behavior is
as bad behavior important
 THE PROCESS
ADAPTATION

• A mentor observes • The manager

to understand, and faithfully relates
criticizes only after what he and others
he understands the experience in their
context of the relationship with
problem behavior him
• Sets a clear and • He is firm when
unambiguous the executive
behavioral refuses to
objective for the acknowledge the
executive problem
TECHNIQUES • Practices active listening,
i.e., plays back to the
executive what he hears
• Makes the executive
realize how his behavior
has been affecting his
ability to succeed
• Focuses on behaviors
that are likely to change
quickly and with least
pain
C
O
M
P
Getting
E Myths
N it right
S
A
T
I
Reality
O
N
 MYTHS
Labor costs are a
Labor rates and labor
significant
costs are the same
portion of total
thing
costs

The most effective

Labor costs
way to motivate is People work
are a potent
through individual primarily for
competitive
incentive money
strategy
compensation
REALITY

GETTING IT RIGHT
• Companies that • Pay reflects an
focus on their organization’s
overall culture by
management signaling what and
system are more who in the
successful organization is
• Large extrinsic valued
rewards decrease • Managers tell the
performance in employees what is
tasks that require important for the
creativity and company and why
innovation
 Discipline Core values

Mediocre
Leadership
performers

Teams and
single
leader work
groups
Core values
• Values are at the centrestage in the
company’s orientation program
• Orientation program is assigned to the
company’s most experienced and talented
manager

Leadership
• The trainers embody the highest standards
of corporate behavior
• They identify employees’ unique
approach to leadership and hone it
Teams and single leader work groups
• Single leader work groups are fast and
efficient because each member is accountable
solely to the leader
• Teams are created when there are chances of
creation of value through collaboration

Mediocre performers
• Managers take personal responsibility for all
employees and refuse to give up on them
• Special training programs are organized for
mediocre performers
Discipline
• Discipline moulds a positive self-
image in the frontline employees
• Employees discover what they are
capable of when they apply
themselves
 Athenian
model of Knowledge
corporate economy
governance

Athenian
Practices of
model of
engagement
governance

Communal Participatory
values structures
 GOVERNANCE
ATHENIAN MODEL OF
KNOWLEDGE ECONOMY

• Employees have • Was based on

no voice in personal freedom,
decisions about collection action
direction of the and an open
company democratic culture
• They feel • Each citizen had
estranged from both the right and
their companies the obligation to
play an active role
in governance
PARTICIPATORY STRUCTURES

COMMUNAL VALUES
• Every Athenian • No conflict between
took part in local citizens’ individual
policy making will and will of the
• Democratic state
structures reflected • Citizens were given
Athenians’ trust in an equal chance to
their own ability to fulfill their personal
chart the course of potential while
history making their
greatest contribution
to the society
ENGAGEMENT
PRACTICES OF

• Practice of access ensured that every citizen

participated in self governance
• Practices of process ensured that deliberations,
decision making and execution were consistent, fair
and timely
• Practices of consequences ensured that citizens
were focused on achieving practical and concrete
results
• Practices of jurisdiction ensured that every decision
was made in the right place, by the right people,
and at the right time
CORPORATE GOVERNANCE
ATHENIAN MODEL OF
• Practice of
citizenship must
grows out of the
actions of the
citizens themselves
• Managers must
take turns in being
led as the
confidence of the
employee grows
 The
Change
process

The new
way
CHANGE

THE NEW WAY

• Change come from • Most employees have
within or not at all the potential to further
• All a manager can do is a company's interests
to create circumstances • An employee does not
in which the feel like contributing
employees’ inherent because his bosses
motivation is freed and never kept their
channeled towards promises
achievable goals • Manager prompts the
• The objective condition problem employee to
of the employee has to come with a solution to
change his performance
problems
THE PROCESS

• Manager works to understand as much

about the problem employee as possible
• He looks at his own role
• He is willing to switch from his
predetermined solution to an array of
possible solutions
• Tries to find out unknown and potentially
fruitful areas of argument
• Should not push facts and arguments on to
the employee
 Hiring

Culture Managing
 CULTURE
HIRING

MANAGING
• Look for • They want • They want
people to see their an
whose work organization
desire to directly that loves,
create a contributing nurtures,
legacy is to the and forgives
greater than success of them
desire to the
earn wealth company