+ motivating virtually. + much virtual work is conducted via virtual teams physically dispersed...

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+ Motivating Virtually

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Page 1: + Motivating Virtually. + Much virtual work is conducted via virtual teams Physically dispersed individuals who interdependently achieve a common goal

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Motivating Virtually

Page 2: + Motivating Virtually. + Much virtual work is conducted via virtual teams Physically dispersed individuals who interdependently achieve a common goal

+Much virtual work is conducted via virtual teams

Physically dispersed individuals who interdependently achieve a common goal relying on technology

Page 3: + Motivating Virtually. + Much virtual work is conducted via virtual teams Physically dispersed individuals who interdependently achieve a common goal

+Virtual teams are characterized by a unique set of motivational challenges

Although these teams are very task-oriented, they tend to share substantially less social information than face-to-face teams

Much motivation stems from the types of interactions and relationships we share with others

Page 4: + Motivating Virtually. + Much virtual work is conducted via virtual teams Physically dispersed individuals who interdependently achieve a common goal

+Where is the trust?

Interpersonal trust is a foundation of motivation through connection with others

Members of virtual teams are put in situations in which they have to develop ‘virtual trust’

Page 5: + Motivating Virtually. + Much virtual work is conducted via virtual teams Physically dispersed individuals who interdependently achieve a common goal

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Virtual trust = Fragile trust

Page 6: + Motivating Virtually. + Much virtual work is conducted via virtual teams Physically dispersed individuals who interdependently achieve a common goal

+Because virtual teams limit the degree of face-to-face interaction: members tend to not connect in

meaningful ways that normally would motivate through sense of obligation to significant others

members tend not to develop a sense of “identity” with their team which would lead to motivation

the quality of communication is lacking

Page 7: + Motivating Virtually. + Much virtual work is conducted via virtual teams Physically dispersed individuals who interdependently achieve a common goal

+Communication plays a strong motivational role:

What is ‘said’ in the message

The tone with which it was conveyed

How messengers ‘looks’ when they communicate

In virtual communication, the message content is often truncated, it is difficult to ascertain tone, and recipient has no visual cues

Page 8: + Motivating Virtually. + Much virtual work is conducted via virtual teams Physically dispersed individuals who interdependently achieve a common goal

+Members experience substantially lower satisfaction in virtual teams

do not experience sense of psychological safety

tend not to “enjoy” their team work as much not “intrinsically” motivating

Page 9: + Motivating Virtually. + Much virtual work is conducted via virtual teams Physically dispersed individuals who interdependently achieve a common goal

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In virtual teams it is easier for members to “disappear”

~ social loafing more apt to occur

Page 10: + Motivating Virtually. + Much virtual work is conducted via virtual teams Physically dispersed individuals who interdependently achieve a common goal

+How to avoid motivational pitfalls of virtual teams

Page 11: + Motivating Virtually. + Much virtual work is conducted via virtual teams Physically dispersed individuals who interdependently achieve a common goal

+The individual virtual worker

Many of the social issues related to motivation through interpersonal means apply to individual workers as well

Worker may lose sense of connection and identity and become isolated

Worker may lose sense of shared values and goals that places him/her in the midst of the organizational community

Page 12: + Motivating Virtually. + Much virtual work is conducted via virtual teams Physically dispersed individuals who interdependently achieve a common goal

+Motivational paradox of independent virtual workers

They tend to be intrinsically motivated to work effectively (e.g., sense of achievement and drive) and have more intrinsic aspects associated with their work in terms of flexibility and autonomy

They tend to be more ‘equity sensitive’ perceiving more instances of being treated unfairly in terms of extrinsic factors and they come to place a higher premium on extrinsic factors such as money