Work Motivation By Iftikhar

Misunderstood Phenomenon

 The most talked but least understood phenomenon

A Deadly Weapon “The most powerful weapon on earth is the human soul on fire.” (Field Marshal Ferdinand Foch)

The Impact of Motivation “Highly motivated people usually reach their goals more successfully than people who may be better trained, better equipped or even smarter, but not as motivated as the former are.” (World Executive’s Digest)

Not Numbers but Motivation  “Not numbers or strength brings victory in war, but whichever army goes into battle stronger in soul; their enemies generally cannot withstand them.” (Xenophon, 400 BC) (A soldier, and a contemporary of Socrates)

What is Motivation..??  Latin word ‘Movere’ that means ‘To move’  English word ‘Motive’ that means ‘Purpose, Aim’  Motivation is: ‘To move for a purpose or an aim.”

Motivation Defined  The will to achieve. (Bedeian, 1993)  An internal drive to satisfy an unsatisfied need. (Higgins, 1994)

Motivation Defined  The psychological process that gives behavior purpose and direction. (Kreitner, 1995)

 A predisposition to behave in a purposive manner to achieve specific, unmet needs. (Buford, Bedeian, & Lindner, 1995)

Myths about Motivation  I can motivate people  Money is a good motivator  Fear of losing a job is a good motivator  What motivates me, also motivates my employees  Increased

job

satisfaction

means

improved

performance  I can’t understand motivation; it’s psychology

We can take a horse to water but can we force it to drink?

Our Perception…!!!

Let’s Talk About Reality  Motivation is about humans…(Agree / Disagree)  We all are humans …(Agree / Disagree)  Who knows us better than us (Agree / Disagree)  So why can’t we talk about ourselves..!!!

The Hullian Approach

NEED

Physiological or Psychological Disorder

DRIVE

INCENTIVE

Motive Urge Thrust Direction

Anything which restores balance (C L Hull, 1930)

Maslow’s Needs Theory Being Needs Realizing potential

Recognition, status Family, association Security, safety from danger Food, water, shelter, rest

Deficit Needs

(Maslow, 1943)

Needs Theory – Work Context Being Needs Growth, autonomy, responsibility

Appreciation, recognition, status Family, association, comradeship Security, safety, policies, insurance Salary, accommodation, clothing, rest

Deficit Needs

Needs – A Reality  A person without food and water cannot be motivated with a certificate  Comradeship will seldom motivate a person facing job insecurity  Person having lost love & affiliation cannot be motivated by a ‘well done’  A high performance employee can be motivated by allowing more actualization

Motivators – Maslow’s Theory

Where to Focus

40% 50%

70%

W

ea k

m

ot

iv at

or s

Ar ea

to

fo cu s

10%

85%

Herzberg’s Two Factor Theory Being Needs

Motivators (Build motivation)

Hygiene Factors (Prevent dissatisfaction)

Deficit Needs

(Herzberg, 1959)

Two Factor Theory – Work Context

The Four Motivations

Motivators

High

Ripple Motivation

Real Motivation

Low

No Motivation Low

Flat Motivation

Hygiene Factors

High

Difference of Perceptions What Supervisors thought

What Employees wanted

High wages

Full appreciation of work

Job security

Feeling of ‘Being in on Things’

Promotion

Help on personal problems

Good working conditions

Job security

Interesting work

High wages

Personal loyalty of Supervisor

Interesting work

Tactful discipline

Promotion

Full appreciation of work

Personal loyalty of Supervisor

Help on personal problems

Good working Condition

Feeling of ‘Being in on Things’

Tactful discipline

Management Misunderstandings  Generally focused on hygiene factors  Think higher pay, benefits, better work conditions can motivate  Think post-retirement benefits can motivate  Lack of concern for real motivators

Vroom’s Expectancy Theory  People will be motivated to do thing to reach a goal if:  They believe in worth of that goal  If they can see that what they do will help them in achieving that goal

(Vroom, 1964)

Expectancy Theory

Motivation = V x I x E

Expectancy Model - Guidelines

Adam’s Equity Theory, 1965

Inequity results in de-motivation leading to Reduced input, seeking more reward or leaving the situation

Grand Motivational Model Incentives

Hunger Thirst Exposed Danger Insecurity Deficiency Risk Loneliness Low esteem Low achievement Low growth

Self Actzn Esteem Effort

Fulfillment

Affiliation Safety

Motivation

Expectancy VIE

Equity

Survival

The 3-Circle Approach

Task

Organization

Individual

Ignoring an essential

Task

Task

Org

Individual

Org

Individual

Task

Org

Individual

Individual Factors Understand as individuals Focus on unsatisfied needs Assist and support Reward individuals Develop and utilize capabilities Balance all the needs

Task Factors Performance standards Task training Task identity / significance Task control Job enrichment/enlargement Performance feedback Teamwork / comradeship

Organizational Factors Understand the mechanism Ensure Hygiene factors keep VIE process in sight Ensure work-family balance Autonomy / empowerment Ensure equity and justice Re-evaluate policies

What do they want..?? A Case

 Please read the case and analyze, in groups, what employees wanted from their employer.

Motivation – At your Level  Recommendation for promotion, benefits  Recognition, praise  Letter of commendation  Participation in decision making  Job enlargement / enrichment  Desirable work assignments  Increased status  Invitations to tea