Motivating and Rewarding Employees

Learning Objectives

• Define and explain  motivation
• Compare and contrast early theories of motivation
• Compare and contrast contemporary theories of motivation
• Discuss current issues in motivating employees

What is Motivation?

• Motivation
  • The process by which a person’s efforts are energized, directed, and sustained toward attaining a goal
  • Individuals differ in motivational drive
  • Overall motivation varies from situation to situation

How do you Motivate Your Employees?

•Say “Thank You”

•Notice When Someone is Doing the Right Thing

•Get to Know Employees

•Professional Development Opportunities

•People Support What They Help Create

•All Staff Deserve Recognition

•Group Recognition is as Important as Individual Recognition

•Have Fun!

Three Elements of Motivation

This definition has three key elements:

1.  Energy  - a measure of intensity or drive.
2.  Direction  - effort  channeled in a direction that benefits the organization.
3.  Persistence - when employees persist in putting forth effort to achieve those goals.

The energy element is a measure of intensity or drive. A motivated person puts forth effort and works hard. However, the quality of the effort must be considered as well as its intensity. High levels of effort don’t necessarily lead to favorable job performance unless the effort is channeled in a direction that benefits the organization. Effort that’s directed toward, and consistent with, organizational goals is the kind of effort we want from employees. Finally, motivation includes a persistence dimension. We want employees to persist in putting forth effort to achieve those goals.

Abraham Maslow

• He described how different needs have greater priority than others. When he did, he found that our needs can be understood better by arranging them in the order of their importance, in our lives.

What Is Maslow’s Hierarchy of Needs Theory?

• Maslow was a psychologist who proposed that within every person is a hierarchy of five needs:

1. Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc.
2. Safety needs - protection from elements, security, order, law, limits, stability, etc.
3. Belongingness and Love needs - work group, family, affection, relationships, etc.
4. Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc.
5. Self-Actualization needs - realizing personal potential, self-fulfillment, seeking personal growth and peak experiences.

What Are McGregor’s Theory X and Theory Y?

Douglas McGregor was a Management professor at the MIT Sloan School of Management He also taught at the Indian Institute of Management Calcutta

McGregor is best known for proposing two assumptions about human nature:

• Theory X
  • The assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to work
• Theory Y
  • The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction

What Is Herzberg’s Two-Factor Theory?

• Frederick Herzberg’s an American psychologist who became one of the most influential names in business management.
• Herzberg’s Motivation-Hygiene Theory, also known as the two-factor theory proposes that:
  • Intrinsic factors are related to job satisfaction
  • Extrinsic factors are associated with job dissatisfaction

What Is Herzberg’s Two-Factor Theory?

Hygiene Factors

• Factors that eliminate job dissatisfaction but don’t motivate.

Motivators

• Factors that increase job satisfaction and motivation

David C. McClelland was an American psychological theorist. Noted for his work on need theory.

Three acquired needs are major motives at work

• 1-Need for Achievement
  • The drive to succeed and excel in relation to a set of standards
  • person is 'achievement motivated' and  achievement, attainment of realistic but challenging goals, There is a strong need for feedback as to achievement and progress, and a need for a sense of accomplishment.
• 2-Need for Power (
  • The need to make others behave in a way that they would not have behaved otherwise
  • person is 'authority motivated'. This driver produces a need to be influential, effective and to make an impact. There is a strong need to lead and for their ideas to prevail. There is also motivation and need towards increasing personal status and prestige.
• 3-Need for Affiliation
  • The desire for friendly and close interpersonal relationships
  • person is 'affiliation motivated', and has a need for friendly relationships and is motivated towards interaction with other people. The affiliation driver produces motivation and need to be liked and held in popular regard. These people are team players.