effects and reasons of motivation

7/28/2019 Effects and reasons of Motivation

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Motivation

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Before we start


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Introduction

This resource aims to support those who lead (or who hope to lead)research teams. It applies ideas from some of the classic managementtexts to the research context. It forms one of a group of three resources:-

Motivating research staff (This Resource)

The nature of research teams

Leading research teams

Defining motivation

What does the word motivation mean to you? Having consideredthis, read the definition below.

Our definition of motivation used in the creation of this resource is

A conscious or unconscious driving force that arouses and directsaction towards the achievement of a desired goal.

Aspects of the term we identified in the texts are:-

a. Has a lot to do with incentive and desire.

b. Has little to do with threats, violence or seduction.

c. To motivate someone to do something, you have to get them towant to do it.

d. Individuals are motivated by different things.

Defining motivation (2)

1 [U] enthusiasm for doing something:He's a bright enough student - he just lacks motivation.There seems to be a lack of motivation among the staff.

2 [C] the need or reason for doing something:The motivation behind the decision is the desire to improve our service toour customers.

What was the motivation for the attack?

Follow the lead? (or How your Research teamresponds to management & leadership)

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Which of these characters best sums up the attitude of yourcourse team? You will find the feedback below after theexamples

Jane - She does what shes directed to do but offers little beyondthat. She is clearly a very creative person and you would like to tapinto this to help achieve the teams objectives. So far the only way

to get more from her is to offer overtime or additional payment forspecific project work.

Sheetal - He enjoys the work and seems to thrive in theenvironment. He seems committed to the research team objectivesand comes up with creative solutions to make them happen. Hemay not always get it right but accepts responsibility for his projectsand responds well to feedback

Tony - He seems to dislike work. The only way to ensure he doesa task is to give specific directions and then regularly monitorprogress. The only time he seems really enthusiastic is when he is

talking about his many interests outside work. It seems that the onlyreason he works for you is to provide the money to pay for these!

Feedback: Theory X & Y

In his classic work of 1960 Douglas McGregor examined two poles (or evenstereotypes) of attitudes that managers have to what motivates their staff.

Theory X managers regard their staff as (Jane and Tonys examplebelongs to Theory X)

People who inherently dislike work and will avoid it if they can.

People who, because they dislike work, have to be offered rewardsto work and be threatened with punishment if they dont. People whoprefer to be controlled and directed, want to avoid responsibility,have little ambition and desire security more than anything else.

Source: McGregor, D. (2005) The Human Side of Enterprise: annotated edition,McGraw-Hill

Theory Y managers regard their staff as (Sheetals examplebelongs to Theory Y)

People who do not dislike work and who, under the right conditions,can enjoy it.

People who will direct and control themselves, if they are committedto the group objectives, rather than having to be controlled fromabove.

People who will be committed those objectives if they are gettingenough personal satisfaction from the job.

Furthermore

The average human being learns to accept and seek responsibility ifthe conditions are right.

Ingenuity and creativity are widely distributed and generally under-

utilised.Source: McGregor, D. (2005) The Human Side of Enterprise: annotated edition,McGraw-Hill

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Why do people work?

Whatever we call our research teams, we need to establish why peoplework within them. Ask five people why they work and most will answerMoney!.

Probe a little deeper about what motivates them to work harder and youmight get five different reasons. Of course in a research environment thereare a host of reasons other than salary why people work.

In this exercise you need to think about the reasons they might give. Youmight also contemplate the reasons you work hard in your role. You will beasked for single words which sum up reasons for working.

We have identified 5, single word answers which could be considered afactor that motivates. In this exercise you should identify 3 of these. Make anote of the 3 factors you think are the reasons that motivates people. Youmay be able to identify others relevant to your organisation.

Feedback:Why do people work?The feedback in this exercise is based on the work of Maslow (1943). HisHierarchy of Needs is one of the most widely known theories of humanmotivation.

It suggests that individuals are first motivated to satisfy their basic needsbefore moving on to satisfy other, higher order, needs.

Basic Needs - The physiological needs that everyone has to

survive. Think of the essential things that you spend your wages on.

Security Needs - Once basic survival needs have been met welook for things that give us longer term health and security.

Social Needs - Most employees prefer to work with other people.This can be particularly important given that we often spend moretime with our colleagues than our families!

Recognition Needs - We all like our work to be noticed. Praise forwhat we achieve is welcome from colleagues and managers.

Self-Fulfilment Needs -At its best employment can give people areal sense of enjoyment and purpose.

Maslow a hierarchy of needs

In his book 'Motivation and Personality' (1954) Maslow explored howpeople are motivated at work. He identified five stepping stones forprogressively achieving staff motivation - from meeting basic needsto self-fulfilment. This has become known as Maslows Hierarchy ofNeeds.

The five steps in Maslows Hierarchy of Needs are

1. Physical needs pay, food, shelter and clothing.

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Physical needs - everyone expects payment for their work. Thisenables our basic needs for food, shelter and clothing to be met.Fringe benefits, as well as wages, can form part of a remunerationpackage.

2. Security needs contract, pension, healthcare, trade unions,health & safety

Security needs - once our basic survival needs have been met, wewant to secure our standard of living into the future. This might beprovided by a contract, pension, healthcare, trade unionmembership and health & safety.

3. Social needs the environment in which we work

Social needs - most people prefer to work with other people. Thisaspect of work can be particularly important given that we spendmore time with colleagues than with our families!

4. Esteem needs recognition for what we do

Esteem needs - we all like our work to be noticed. Praise for whatwe achieve is welcome from colleagues and managers.

5. Self-fulfilment needs a sense of purpose

Self-fulfilment needs - at its best a job can give people realenjoyment and a sense of purpose. The output of someone whogets fulfilment from their work can be impressive.

Microsoft and Maslow

This exercise is based on an article about Microsoft in the mid-1990s a time when it was even more research-intensive (and possiblyless corporate?) than it is now. It explores the different ways inwhich the organisation tried to motivate its creative staff.

Article

"Microsoft Corporation, the industry leader in the software market with a 30percent share, sells more than its three top competitors combined. In theearly 1990s, sales rose by 50 percent to $3 billion in just four quarters.Future prospects are for continued, though less explosive, growth in salesand profits.

How did Microsoft become so successful? In part, the company's success isthe result of an aggressive growth strategy for developing and marketingsoftware products. In part, Microsoft's success stems from the culture thatBill Gates, Microsoft's founder and CEO, has fostered. Known as the 'Cult ofBill', Microsoft's culture is intense and action-packed, yet fun.

Bill Gates believes in empowering people so that everyone can have apositive impact on and make a real difference for the company. Typically,employees such as programmers and product managers get a lot ofresponsibility early in their careers with Microsoft.

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Because Microsoft is a relatively flat organisation with fewer layers ofmanagement than most, Bill Gates' presence is felt in unique ways. Forinstance, Gates often becomes actively involved in recruiting prospectiveemployees. Interviews are intense, but Gates goes to extraordinary lengthsto persuade talented, creative people to join the company. He will callundecided candidates himself to discuss the situation and talk them throughtheir decision.

New employees participate in an intensive two-week training programmeduring which they learn the fundamentals of Microsoft's business and beginto build alliances with other new employees. Annual sales meetings also areintense and action-packed. Conducted at attractive locations, the salesmeetings are filled with lots of different sessions and team-buildingactivities. Neither spouses nor significant others are allowed to attend. Thepace is one of breakneck speed with little scheduled free time.

Daily work activities are equally intense and demanding Microsoft'sheadquarters, where most of the software development is done, is knownas the 'Velvet Sweatshop' because it's a fun place to be but the work is so

demanding. The atmosphere is relaxed and causal, to appeal to creativepeople. Software developers, for example, don't have scheduled work hoursas long as they produce. Microsoft's physical facilities are like a collegecampus, yet in meetings managers are challenged and questioned by fellowmanagers and a demanding boss. Called "Bill's meetings", these sessionswith Gates reveal that he "demands that his colleagues be remarkably well-informed, logical, vocal, and thick-skinned".

Still, Microsoft employees have fun at work. People like what they do. Notonly are they challenged to be creative but they also are provided withample opportunities to be creative and contribute. Being creative is fun, butMicrosoft employees also have fun in many other ways. One employee

decorates the ceiling of his office with "dead mice" (the computer variety)that customers have sent in. Another hangs a plastic chicken from his desk.Still another shoots sponge arrows at people in a courtyard of thecompany's campus-like facilities."

Source: TC to confirm

Quiz: Microsoft and Maslow

The feedback is at the end of the quiz.

Q1 - The fun elements of working for Microsoft would satisfy:-

1. Physical needs

2. Security needs

3. Social needs

4. Esteem needs

5. Self-fulfilment needs

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Q2 - The fact that Bill Gates often plays an active role in recruitingstaff would satisfy...

1. Physical needs

2. Security needs

3. Social needs

4. Esteem needs


Q3 - The fact that Microsoft is well-established - and profitable -would satisfy...

1. Physical needs

2. Security needs

3. Social needs

4. Esteem needs


Q4 - Empowering people so that everyone can 'make a real

difference for the company' would satisfy...

1. Physical needs

2. Security needs

3. Social needs

4. Esteem needs


Q5 - Microsoft's flat organisation structure might cause problems insatisfying...

1. Physical needs

2. Security needs

3. Social needs

4. Esteem needs


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Feedback for Quiz: Microsoft and Maslow

Q1 - The correct answer should be Social Needs. This meets the needstaffs have for enjoyment and social interaction. Of course, somemanagers worry when they see people enjoying themselves at work. They

cant be enjoying work, can they?

Q2 - The correct answer should be Esteem Needs. The fact thatsomeone as important as Bill Gates shows an interest in your appointmentis likely to meet esteem needs. This is reinforced once employed byoccasional e-mails from Bill Gates sending you an e-mail expressinginterest in your project.

Q3 - The correct answer should be Security Needs. This meets the needstaffs have for security because the organisation is likely to continue tomeet their basic needs as long as they are employed there.

Q4 - The correct answer should be Self-fulfilment Needs. This meets theneed staffs have for self-fulfilment. In a research environment this can oftenbe an important motivator which means that people accept other needsbarely being met.

Q5 - The correct answer should be Esteem Needs. This might causeproblems in meeting the esteem needs of staff. Promotion certainly couldmeet this need but a flat organisational structure (ie with few tiers ofmanagement) may restrict the scope for it.

Research context: University of Bath example

A concern for what motivates people is not confined to commercial researchlike Microsoft. Increasingly HE institutions are becoming aware of theimportance of motivation to get the most out of their research staff.

The University of Bath, for example, has implemented a detailed policy ondeveloping its research staff.

University of Bath example

A Code of Practice for the Employment of Research Staff at the University of

Bath: Phase 1

Research staff co-ordinators

Each Head of Department should appoint a Research Staff Co-ordinator fromamong the permanent members of staff, who has sufficient interest and status tocarry out the following roles:

Ensuring that all new research staff take part in a comprehensive inductionto the University, the Department and their role

Supporting the Department in enacting the new code of practice foremployment of research staff, and feeding back on progress to ResearchCommittee

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Supporting research staff in forming networks within the Department, by co-ordination of a mentoring or buddy system

Acting as a point of information and advice for researchers regardingdepartmental facilities and the rights and responsibilities of research staffand their managers

Sharing good practice in research staff employment through the ResearchStaff Working Group

Inclusivity in University life and equity of status

Research staff (RS) should be fully integrated into the academic and social life ofthe University, recognising that their status and contribution to the institutionssuccess is no less than any other staff group. The underpinning principles shouldbe inclusivity and equity of status between members of research staff and otherstaff groups. Research staff should only be distinguished from other staff whenthere are clear and objective reasons for doing so.

Departmental Committees

RS should have membership by right on those Departmental Committeesthat are currently inclusive of all lecturing staff, and proportionalrepresentation on other Committees. It may be necessary to appoint arepresentative number of RS where it is impractical for a large RSpopulation to attend. RS members will receive notification of meetings,minutes, papers and agenda.

Those RS who teach undergraduate and postgraduate students should beinvolved fully in the teaching and assessment process, as appropriate totheir role and as permitted under the Regulations. This will include

membership of unit Boards and other boards relevant to their area ofactivity. Such RS will receive notification of meetings, minutes, papers andagenda.

Research Staff should be invited to Departmental away-days and othermeetings that facilitate end-of-year analysis of Departmental performance.

The rights detailed above have an attendant obligation for RS to takeadvantage of opportunities and contribute to the life of the Department andUniversity.

Supervision

Where RS undertake teaching activities, their contribution should berecognised. In the case of project supervision, this should be by co-appointment as supervisor. This will lead, for example, to research staffbeing present at supervisory team meetings, being provided with a copy ofproject reports, dissertations and theses that result from work that theyhave co-supervised, and co-authorship on any publications. A judgementneeds to be made usually by unit convenors or directors of studies -about whether the level of involvement of RS in these activities justifies aco-appointment.

Senior research staff, who have received appropriate training, should beencouraged to take a more leading role in teaching and research

supervision, as far as permitted under the Regulations.

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Grant applications

RS who make a significant contribution to the writing of an applicationshould be included as a co-applicant or be given other recognition allowedby the regulations of the funding body concerned.

Publications

RS contribution to publications should receive proportionaterecognition. Clearly agreed authorship conventions, and thesignificance of different types of publication, should be part of theinduction process.

Commercial development

RS should be associated fully with commercialisation of the research towhich they have made a significant contribution.

Public face

Research staff should be encouraged and supported to contribute topublicity arising from their research.

Research staff should have equal opportunity with other staff for a place in

the public face of the department, including photo boards and web pages.The arrangements should not imply that research staff have an inferiorplace in any hierarchy; for preference alphabetical listings should be used.

The occupants of research staff offices should be as clearly signed asthose of established staff. Departments should provide appropriatetechnology to allow labelling of offices, with a clear corporate format that isequivalent to that on other staff offices.

Induction of new research staff

Induction is a vital part of employees time with an organisation; it is when

they gain a first basic understanding of how things work, principally thelogistics of their workplace. It is also a time that expectations are set aboutworking practices, management relationships and longer term issues suchas career progression. Line managers often neglect these expectations andassume someone else will look after the logistics. Research staff are in aparticularly vulnerable position; there is a lot of anecdotal evidence thatresearch managers assume newly arrived staff will be able to get on withthe job with minimal guidance or support.

Every new member of research staff should have a comprehensive

induction to their role and workplace, based on the following framework:

1. To the institution - general.

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Responsibility: Research Manager and Departmental RS Co-ordinator toremind staff of this opportunity

All new staff are invited to the monthly Introduction to the University ofBath session, which covers the general mission, organisation and facilitiesof the University. Research staff should be encouraged to attend.

2. To the institution research staff specific

Responsibility: Staff Development Unit, with input from HR, CareersAdvisory Service, Research and Innovation Services, Departmental RS Co-ordinators and research staff networks

Approximately every 3 months (depending on numbers arriving), there willbe an introduction session for new research staff covering some of:

o Status and entitlements

o Scope and nature of research in the University

o Funding and research support structures

o Brief overview of University finance systems

o Intellectual property policies

o Basics of the taught provision (ie. how the academic systemworks).

o Careers development services.

These events will also be an opportunity to discuss general issues aroundresearch employment and careers.

3. To the Department.

This is often assumed to be a clerical job, sometimes thought of at the levelof: where are the toilets and how do I charge photocopying. However,much of the useful information is held by the community. (For example,who can you turn to for advice about grant applications, whats the best wayto get involved in teaching, which meetings you can / should attend.)

Department-level co-ordination, both formally and informally, is thereforenecessary to ensure the most complete induction possible for new membersof research staff.

Departmental research staff co-ordinators to ensure basic induction,possibly against check list issued by staff development, probably bydelegation for the basics.

Local RS networks to collate key information and ensure welcome tonew staff.

Buddy system; each new RS gets allocated buddy who will be their

first point of informal contact within the departmental community. Departmental co-ordinators to monitor Research Manager

induction / progress checks.

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Responsibility: Departmental RS Co-ordinator to ensure that new staff areaware of the induction process and their expectations of who will beinvolved in the different elements

4. Induction to role

Responsibility: Research Manager

In most (but not all) cases Research Managers give research staff anintroduction to their role. Where funding is individual fellowships etc it isoften less clear who is responsible as the Research Manager, although linemanagement responsibility is specified in contracts. This process is acrucial part of the relationship between researcher and research manager,and sets much of the tone for the way of working throughout the project. Itsets the groundwork for meaningful probation review and appraisal.

The following should be discussed in early meetings.

Clarification of job description and performance standards

Expectations of working practices including feedback, project meetings

Key targets for mid- and end-probation

Where to go for help and advice

Resources available in terms of library, computing, laboratory facilities andmaterials, and technical assistance.

Ethical standards (including published codes where they exist)

Laboratory procedure and practice (where appropriate)

Reasonable expectations of output

Protocol for publication (authorships, favoured publication methods) An opportunity for the RS to explain their own needs and aspirations, and

to bring out any skills they may have that could contribute to the project ormore widely to the group or Department.

It is also the time for research managers to encourage or dispel, asappropriate, expectations or delusions about the job or the institution.

It is not always possible in early meetings to gain a clear understanding ofthe degree of freedom which a researcher has in pursuing the researchobjectives, but this should be discussed as appropriate.

Where the research manager is not directly involved in inducting the new

member of staff (for example, in explaining use of the library) they should atleast check that the member of staff is happy that they have the informationthey need.

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Herzberg - motivational factors

The importance of motivation in any workplace is reflected by thevolume of management texts on it. Among those developingMaslows work are such writers as Herzberg and Lawler.

Herzberg sought to categorise different motivational factors. On one

hand he identified features that are dissatisfiers. If these are absentor inadequately addressed they will cause early dissatisfaction. Infact if these arent present your researchers will soon be looking forother work (if you can recruit them in the first place!).

He also identified satisfiers that would motivate staff to work harder andbetter. Such satisfiers are important in any workplace, but particularly so ina research intensive environment.

In this exercise given below, you need to decide which of Maslows stagesare satisfiers and which are dissatisfiers

1. Physical needs pay, food, shelter and clothing.

Satisfier or Dissatisfier

2. Security needs contract, pension, healthcare, trade unions, health &safety


3. Social needs the environment in which we work


4. Esteem needs recognition for what we do


5. Self-fulfilment needs a sense of purpose


Feedback: Herzberg - motivational factors

1. Dissatisfier - this is such a fundamental need that it is likely to bea dissatisfier.

2. Dissatisfier - this is such a fundamental need that it is likely to bea dissatisfier

3. This could be either a dissatisfier or a satisfier. Most staff tend to beunhappy and will leave if their individual social needs are not met so

this is a dissatisfier. Individuals are unlikely to achieve their potential ifthe collective or team social needs of the group they work in are bit met so this is a satisfier. Some would argue, however, that researchers

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are used to solitary work and so social needs are less important. Whatdo you think?.

4. This is a satisfier. Most people thrive on recognition of the work theyare doing and what they are achieving. It may not have a short-termimpact but it enables people to achieve their potential and means theyare likely to stay with the organisation longer. This can be informal

expressing interest in their work or a simple thank you. It can also beformal promotion or performance bonuses.

5. . Work forms such a significant part of peoples lives that it isfundamental to our feeling of self-worth. Again, it may not have a short-term impact but it enables people to achieve their potential and meansthey are likely to stay with the organisation longer. The reason manyresearchers accept lower salaries than they could secure elsewhere isbecause they feel the work is valuable. How can you develop suchfeelings of self-fulfilment?.

effects and reasons of motivation

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