motivation

MotivationMotivation

What presses your buttons?What presses your buttons?

Can individuals be motivated?Can individuals be motivated?

• Motivating most of you is easy: you are the ‘motivatable’

• The big problem: motivating the ‘un-motivatable’

• De-skilling work - the factory system• Technology has superseded the worker• Work: it might make you ugly!

Or has something else taken place Or has something else taken place in the world of work?in the world of work?

• Changing views of work and non-work

• The ‘golden generation’ (you)

• Out-of-balance lives (me)

How useful are our models of motivation?How useful are our models of motivation?

Central questions:

• 1. Why does an individual decide to join an organisation?

• 2. Why does he or she decide to stay or leave?

• 3. Why does he or she decides to perform at the level required by the organisation or not?

Great ‘Motivators’Great ‘Motivators’

Julius Caesar• Alexander the Great• Jesus Christ• Genghis Khan• Marco Polo• Napoleon• Hitler• Pink Floyd?

• Self-interest’ rules?

Power, Glory, Property• Gold, Power & Naivety• Love, love, love • Murder & Mayhem• Wanderlust, Curiosity• Ego & Josephine• Disappointment & Hate• $$$$$$$$$$$$$$$$$

Dominant ideas about motivationDominant ideas about motivation

• Content theories (Maslow, ERG, Herzberg etc)

• Process theories (Adams, Vroom, etc)

Content TheoriesContent Theories

• Concerned with the nature of the work e. g is it challenging?

• Can it be ‘enriched’ to provide greater satisfaction

• Can we re-design work; job enlargement, rotation and ‘enrichment’

• Does it work?

Content theories of motivationContent theories of motivationMotivatorhygiene

theory

Motivators

HygienesHygienes

Need forachievement

Need forNeed forpowerpower

Need forNeed foraffiliationaffiliation

McClelland’slearned needs

ERGtheory

Growth

RelatednessRelatedness

ExistenceExistence

Needs hierarchytheory

Self-actualisation

EsteemEsteem

BelongingnessBelongingness

SafetySafety

PhysiologicalPhysiological

Process theoriesProcess theories

• Cognitive – decision making

• Why individuals decide to put in or with hold effort

• What are they looking for?

• Equitable outcomes

Fair rewards

E-to-Pexpectancy

P-to-Oexpectancy

Outcomesand valences

Outcome 1Outcome 1+ or -+ or -

EffortEffort PerformancePerformance



Expectancy theory of motivationExpectancy theory of motivation

Equity theoryEquity theory

• Outcome/input ratio –inputs what employee contributes (eg skill)–outcomes what employees receive (eg pay)

• Comparison with ‘significant’ others–person/people with whom we compare ratio–not easily identifiable

• Equity evaluation–compare outcome/input ratio with the comparison other

Overreward vs underreward Overreward vs underreward inequityinequity

YouComparisonother

OutcomesOutcomes

InputsInputs

OutcomesOutcomes

InputsInputs

Overrewardinequity

OutcomesOutcomes

InputsInputs

OutcomesOutcomes

InputsInputs

Underrewardinequity

Where does this leave us?Where does this leave us?

• Reward is critical in the motivation equation

• Intrinsic (internal) and extrinsic (external) rewards

• Need to reward individuals for putting in effort

Effective Reward SystemsEffective Reward Systems

• Must be:

• Perceived as fair• Timely• Of significant magnitude • Individualised• Based on current performance

• So why don’t organisations do this?

ConclusionConclusion

• It is difficult (impossible?) to motivate anyone

• Best we can do is structure situations where individuals decide to expend energy

• Finding the right button to push

• But there are so many buttons for a wide variety of people

motivation

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