MOTIVATION

APPLIED PERFORMANCE PRATICES 1

MARS Model of Individual Behavior

and Results
Individual
Characteristics

Personality Situational Behavior and results

Motivation factors •Task performance
Values •Organizational
citizenship
Self-concept •Counterproductive
Ability work behaviors
Perceptions • Joining/Staying with
the organization
Emotions and •Maintaining
attitudes Role attendance
perception
Stress

Motivation – Applied Performance Practices 1

 Job motivation
 Why do people have job motivation ?
 What sort of things motivate people to do
their job? For which purposes do people
do their job? What is the content of job
motivation?
 How are people motivated?
 How is job motivation carried out ? Based
on which process?

Maslow’s Needs Hierarchy

Giving more responsibility
Job Enrichment/Enlargement

Recognition/Reward
Participation/Involvement
Work environment
Team building/ Giving information
Improving working conditions
Remuneration, compensation

Salary
Working conditions
4

Motivation – Applied Performance Practices 2

 Herzberg’s dual-factor theory
Dissatisfaction factors
which may cause
dissatisfaction
Company policy and

administration
 Supervisory methods
 Salary (corresponding to
job title)
 Relationship with superiors
 Work conditions
 Working atmosphere and
other relations
 Personal life
Traditional versus Herzberg View of Job Satisfaction
I. Traditional Job Satisfaction Theory
High job dissatisfaction
II. Herzberg’s Two-Factor Theory
Low job satisfaction
High job dissatisfaction
Motivation – Applied Performance Practices
Motivation factors which
lead to satisfaction
 Challenge of work
 Promotional opportunities
 Sense of achievement
 Recognition by others
 Sense of responsibility
 Salary (corresponding to
performance)
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High job satisfaction
High job satisfaction
Based on Motivators
• Feeling of Achievement
• Meaningful work
• Opportunities of advancement
• Increased responsibility
• Recognition
• Opportunities for growth Low job dissatisfaction
Based on Hygiene Factors
 Pay
 Status
 Job Security
 Working conditions
 Fringe benefits
 Policies and procedures
 Interpersonal Relations 6
3
 Employee Recognition Programs
• Programs where specific types of behavior are
encouraged and the procedures for attaining recognition
are clearly identified
• Rewarding behavior with recognition immediately leads
to its repetition.

• To maximize motivation potential,

publicly communicate who and why is
being recognized.

Four-drive Theory of Motivation

Drive to Social Personal Past
acquire norms values experience

Drive to
bond
Mental skill set channels
Goal-directed
emotional forces created
choice and effort
by drives.
Drive to
comprehend

Drive to
defend Source : Based on information in P.R. Lawrence and N.Nohria, Driven: How Human
Nature Shapes Our Choices (San Francisco: Josey-Bass, 2002

Motivation – Applied Performance Practices 4

 Practical Implications of Four-Drive Theory
• Offer conditions that help employees fulfill all
four drives for all employees:
• Sufficient rewards
• Information about organizational events
• Social interaction

• Offer enough opportunity to keep

all four drives in balance.

Expectancy Theory

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Motivation – Applied Performance Practices 5

 Practical Applications of Expectancy theory
Applications:
•Select people with the required
Effort-to-Performance skills and knowledge
(EP) expectancies •Provide required training and clarity
job requirements
•Provide sufficient time and
resources
Objective: To increase the •Assign simpler or fewer tasks until
belief that employees are employees can master them
capable of performing the
job successfully •Provide examples of similar
employees who have successfully
performed the task
•Provide coaching to employees who
lack self-confidence. 11

Practical Applications of Expectancy theory (2)

Performance-to- Applications:
Outcomes (PO) •Measure job performance
expectancies accurately
•Clearly explain the outcomes that
will result from successful
performance
Objective: To increase the
•Describe how the employee’s
belief that good
rewards are based on past
performance will result in
performance
certain (valued) outcomes
•Provide examples of other
employees whose good performance
has resulted in higher rewards.
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Motivation – Applied Performance Practices 6

 Practical Applications of Expectancy theory (3)

Outcomes valences

Applications:

Objective: To increase the •Distribute rewards that employees

expected value of outcomes value
resulting from desired •Individualize rewards
performance
•Minimize the presence of
countervalent outcomes.

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Management by Objectives
• Results in hierarchy of objectives that links one
level to the next
• If all individuals achieve goals, organizational
objectives will be attained.
 Four ingredients common to MBO
programs:
1. Goal specificity
2. Participative decision making
3. Explicit time period
4. Performance feedback
14

Motivation – Applied Performance Practices 7

 The Equity Process
Motivation to
Inequity Change
Comparison Something
of Self with
Others Motivation to
Equity Keep Everything
the Same

15

Practical Implications of Equity Theory

• People vary in their equity
sensitivity.

• Open Communication is the key.

• Procedural justice is at least as

important as distributive justice.

16

Motivation – Applied Performance Practices 8

 Financial Reward Practices
• Membership / Seniority
• Job status
• Competencies
• Task performance

17

Membership / Seniority rewards

Samples:
• Fixed pay
• Most employee benefits
• Paid time off

Advantages: Disadvantages:
 May attract applicants  Doesn’t directly motivate performance
 Minimize stress of  May discourage poor performers from
insecurity leaving
 Reduces turnover  “Golden handcuffs” may undermine
performance
18

Motivation – Applied Performance Practices 9

 Job Status- based Rewards
Samples:
• Promotion-based pay increase
• Status-based benefits

Advantages:
• Tries to maintain internal equity
• Minimizes pay discrimination
• Motivates employees to
compete for promotions
Disadvantages:
• Encourages hierarchy, which may
increase costs and reduce
responsiveness
• Reinforces status differences
• Motivates job competition and
exaggerates job worth
19

Competency-based Rewards
Samples:
• Pay increase based on
competency
• Skill-based pay

Advantages: Disadvantages:
• Improves workforce flexibility • Relies on subjective measurement of
• Tends to improve quality competencies
• Is consistent with employability • Skill-based pay plans are expensive

20

Motivation – Applied Performance Practices 10

 Performance-based Rewards
Samples:
• Commissions
• Merit pay
• Gain sharing
• Profit sharing
• Stock options
Advantages: Disadvantages:
• Motivates task performance • May weaken job content motivation
• Attracts performance-oriented • May distance reward giver from receiver
applicants • May discourage creativity
• Organizational rewards create an • Tends to address symptoms, not
ownership culture underlying causes of behavior
• Pay variability may avoid layoff
during downturn
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Job Design Practices That Motivate

• Job Enlargement

• Job Enrichment

• Job Rotation

22

Motivation – Applied Performance Practices 11

 Four combinations of Task Scope and Task Depth
High

Technician Enriched
Vertical job loading

Technician

TASK DEPTH
(responsibility)

Routine Enlarged

Low
TASK SCOPE
Low High
(variety)
Horizontal job loading 23

Motivation – Applied Performance Practices 12