motivation
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MotivationMotivation
What presses your buttons?What presses your buttons?
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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• De-skilling work - the factory system• Technology has superseded the worker• Work: it might make you ugly!
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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)
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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?
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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• $$$$$$$$$$$$$$$$$
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Dominant ideas about motivationDominant ideas about motivation
• Content theories (Maslow, ERG, Herzberg etc)
• Process theories (Adams, Vroom, etc)
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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?
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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
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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
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E-to-Pexpectancy
P-to-Oexpectancy
Outcomesand valences
Outcome 1Outcome 1+ or -+ or -
EffortEffort PerformancePerformance
Outcome 3Outcome 3+ or -+ or -
Outcome 2Outcome 2+ or -+ or -
Expectancy theory of motivationExpectancy theory of motivation
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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
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Overreward vs underreward Overreward vs underreward inequityinequity
YouComparisonother
OutcomesOutcomes
InputsInputs
OutcomesOutcomes
InputsInputs
Overrewardinequity
OutcomesOutcomes
InputsInputs
OutcomesOutcomes
InputsInputs
Underrewardinequity
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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
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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?
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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