Foundations of

Employee Motivation

Group 4:

Ayu Habsari 1101002010

Dhani Arinta Ahlul Janah 1091002049

Ekky Sabdina Supangat 1091002126

Kartika Nindya Putri 1091002xxx

Mahalino Irani 1091002xxx

Riska Widianingsih 1091002xxx

Wira Okta Levi 1091002xxx

Motivation refers to

the forces within a person

that affect the direction,

intensity, and persistence

of voluntary behavior

– Intensity : how hard a person tries

– Direction : where effort is channeled

– Persistence : how long effort is maintained

Employee engagement as the employee's emotional and cognitive motivation, self-efficacy to perform the job, perceived clarity of the organization's vision and his or her specific role in that vision, and belief that he or she has the resources to get the job done.

Needs

Goal-directed forces that people experience

Drives

Hardwired characteristic of the brain that correct deficiencies or maintain an internal equilibrium by producting emotions to enegize individuals.

Self-concept, social norms, and past experience

Drives (primary needs)

Needs (Secondary)

Decisions and Behavior

Maslow’s Needs Hierarchy Theory

• Limitations

1. Lack of support for theory

2. People have different hierarchies

3. Needs change more rapidly than Maslow stated

• Contributions 1. More holistic

2. More humanistic

3. More positivistic

What’s Wrong with Needs Hierarchy Models?

• Wrongly assume that everyone has the same needs hierarchy (i.e. universal)

• Each person has a unique needs hierarchy

5-10

Need for achievement (nAch) A need in which people want to accomplish reasonably challenging goals

and desire unambiguous feedback and recognition for their success.

Learned Needs Theory

Need for affiliation (nAff) A need in which people seek approval from others, conform to their wishes and

expectactions, and avoid conflict and confrontation.

Need for power (nPow) A need in which people want to control their environment, including people and

material resources, to benefit either themselves (personalized power) or others (sicialized power).

Drive to Acquire

Drive to Bond

Drive to Learn

Drive to Defend

Four-Drive Theory of Motivation

Drive to

Acquire

Social

norms

Drive to

Bond

Drive to

Learn

Drive to

Defend

Personal

values Past

experience

Mental skill set resolves

competing drive demands Goal-directed

choice and effort

How Drives Influence Employee Motivation

Four-drive theory is far from complete, that: a. Most experts would argue that one or two other drives exist that should be

included. b. Social norms, personal values, and past experience probably do not

represent the full set of individual characteristics that translate emotions into goal-directed effort.

Evaluating Four-Drive Theory

The main recommendation -> to ensure that individual jobs and workplaces provide a balanced opportunity to fulfill the drives to acquire, bond, learn, and defend

1. The best workplace for employee motivation and well-being offer conditions that help employees fulfill all four drives.

2. fulfillment of the four drives must be kept in balance; organizations should avoid too much or too little opportunity to fulfill each drive.

Practical Implication of Four-Drive Theory

“A motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes”

Expectancy Theory of Motivation

E-to-P ecpectancy P-to-O exp. Outcome Valence

E : Effort

P : Performance

O : Outcome Valences

EFFORT PERFORMANCE

OUTCOME 1 + OR -

OUTCOME 2 + OR -

OUTCOME 3 + OR -

Employee motivation is influenced by all three components of the expectancy theory model

• E-to-P Expectancy : effort will result in a particular level of performance.

• P-to-O Expectancy : specific behavior or performance level will lead to a particular outcome.

• Outcome Valences : valence is anticipated satisfaction or dissatisfaction that an individual feels toward an outcome.

Increasing E-to-P Expectancies

assuring employees that they have necessary competencies, clear role perceptions and resources to reach desirable levels of performance

Increasing P-to-O Expectancies

explaining how specific rewards are connected to specific past performance and by using examples, anecdotes, and public ceremonies to illustrate reward of behavior

Increasing Outcome Valences

individualizing than standardizing rewards and other peformance outcomes

Expectancy Theory in Practice

Goal Setting and Feedback

Goal Setting and Feedback

1. Specific goals 2. Relevant goals 3. Challenging goals 4. Goal commitment 5. Goal participation 6. Goal feedback

Balance Scorecard

Translates the organization’s vision and mission into specific, measurable performance goals related to financial, customer, internal, adn learning/growth processes.

Characteristics of Effective Feedback

• Specific • Relevant • Timely • Sufficiently frequent

– Employees knowledge and experience with the task

– How long it takes to complete the task

Feedback through Strength-Based Coaching

• Strength-Based Coaching : maximizing the person’s potential by focusing on her or his strengths rather than weaknesses – Employee describes area of works where

he/she excels – The coach guides this discussion by

asking exploratory questions and by helping the employee to discover ways of leveraging his/her strength

SOCIAL FEEDBACK

NON SOCIAL FEEDBACK

Multisource 360-degree Feedback

Choosing Feedback

• Non social source is more accurate

• Social source tend to delay negative information

Evaluating Goal Setting

“Tried and true”

Organizational Justice

Equity Theory : John Stacey Adams

Emotions : the engines of motivation

Inequity and Employee Motivation

How does the equity evaluation relate to employee motivation?

Inequality Negative Emotions

Respond to Inequality

Over-reward Inequity Under-reward Inequity

a. Reduce our inputs b. Increase our outcomes c. Increase the comparison other’s input d. Reduce the comparison other’s outcomes e. Change our perceptions f. Change the comparison other g. Leave the field

Under-reward Inequity

1. Working hard

2. Change perceptions to justify the more favorable outcomes

Over-reward Inequity

Individual Differences : Equity Sensitivity

Widely studied & quite successful at predicting various situation involving feelings of workplace injustice

Evaluating Equity Theory

Problem 1: Equity Theory is not so easy to put into practice because it does not identify the comparison other & does not indicate which input or outcomes are most valuable to each employee

Solution : For leaders to know their employees well enough to minimize the risk of inequity feelings. Also open communication.

Problem 2: Equity theory accounts for only some of our feelings of fairness or justice in the workplace. Experts now say that procedural justice is at least as important as distributive justice.

Fairness of the procedures used to decide the distribution of resources.

Procedural Justice in the workplace:

VOICE Value-expressive Function

Procedural Justice

Employees tend to experience anger toward the source of injustice, which generates various response behaviors. Research suggests that being treated unfairly threatens our self-concepts and social status, particularly when others see that we have been unjustly treated.

Consequences of Procedural Justice

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