Professional Documents
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3.2 Compare the application of different motivational theories within the workplace
Employee Motivation in the Workplace: Different Types of Motivation Theories
Of the many different types of motivation theories, I would like to highlight three that are of
particular use:
David Merrill and Roger Reid’s work on the four personal styles
David McClelland’s theory of motivation involving three basic needs: achievement, power, and
affiliation
Fredrick Herzberg’s work on money as a de-motivator at work
There are many more good motivation theories – Maslow, Myers-Briggs, etc. – but I’ve found
these three to be most useful in managing groups.
The Power of Intrinsic Motivation
The starting point for all three different types of motivation theories is that they are built on the
concept that intrinsic motivation is much stronger than extrinsic. This bedrock fundamental is
perhaps the most powerful concept to apply in your work; see my post on top employee
motivators for a more thorough review of incentive plans.
Briefly, it means that to get great results, you need people to be intrinsically interested in their
work. Your efforts to control, set expectations, and reward people are all methods of extrinsic
motivation, which helps explain why managers are often disappointed with employee results
when relying on those motivation tools.
So, to help you get better results, here are three methods of intrinsic motivation that all build on
that intrinsic bedrock.
Employee Motivation Theory 1: Personal Styles
In their theory on motivating different types of people, Merrill and Reid identify four personal
styles:
Prefers
Style Major Drivers
to
* Information adapted from their book, Personal Styles & Effective Performance.
Application: To help people feel connected intrinsically with their work, structure their work so
these personal style needs are met.
Examples:
Driver • When you want to make a point, • When you want to make
ask, as in, “What do you think of a point, lecturing them, as
this idea?” in, “Here’s how it is."
Analytical • Give them space to get grounded • Use conflict to try to get
– to get it “right” – before they best results.
proceed to action.
• Push, push, push,
• Assign complex problems where especially if towards an
you need absolute confidence in outcome that favors your
the details. self-interest.
Application: To help people connect intrinsically with their work, structure their work so their
major need is met. The “Power” need correlates to the “Driver” above; “Affiliation” to the
“Amiable” above.
What’s new here is the “Achievement” need. It can cut across all the Merrill and Reid personal
motivation styles. The key here is to surround high achievers with other high achievers. To be
their best, they need to know they’re on a team capable of pulling off a worthwhile, attainable
mission.
Employee Motivation Theory 3: Money as a De-Motivator
Frederick Herzberg was a clinical psychologist and pioneer of “job enrichment.” He proposed
the Motivation-Hygiene Theory, also known as the two factor theory of job satisfaction.
According to his theory, people are influenced by two sets of factors:
Application: To create an environment where people motivate themselves, you must adequately
take care of the hygiene factors. If you don’t, demotivated employees will likely result. The key
here is that “adequate” is enough; you don’t need an outstanding physical environment because it
won’t increase employee motivation noticeably. In sum, the “hygiene factors” have a downside
if not done well, but not much of an upside potential impact on employees, even if they’re done
very well.
Then, allow the “motivator factors” to work for you – these are the factors that have the real
upside and can make a strong contribution to your results. And note, they are almost all methods
of intrinsic motivation.
The one “extrinsic” item on the list, recognition, can be made intrinsic if it’s in the form of
encouragement, rather than as a reward. For example, in Soul of a New Machine, Tracey Kidder
writes that the “reward” for successful hi tech engineers is…the chance to tackle the next cool
project! “Congratulations on the great results. I’m not at all surprised. Now let’s figure out how
you can make that kind of an impact again,” is more powerful than “Atta boy/girl” in whatever
form, whether bonus, plaque, employee of the month award, etc.
A Summary of Employee Motivation Theories
Employee motivation is simple.
You can’t motivate people.
You can provide an environment where people motivate themselves.
Apply what you know about people’s styles to strengthen their individual work “environment.”
And along the way, focus, focus, focus on intrinsic motivation factors.
Which means: Build strong work relationships and expand those relationships so that more is
possible.
These different types of motivation theories are simple in concept. What makes it hard is that all
of the above mean building a healthy, vibrant work environment, and that work is as vulnerable
as building any other effective relationship in your life
4.1 Explain the nature of groups and group behavior within organizations
Introduction
The term group can be defined as two or more persons interacting and working together for a
common purpose. When people work in groups rather than as individuals, the goals of the
organization can be easily achieved. However, working in a group is a complex task. Group
dynamics refers to the interactions between the members of a group. A work group of an
organization is the main foundation for the social identity of employees in that organization.
Hence, performance at work and relationships outside the organization are influenced by the
nature of groups in the organization. In this unit, we will discuss the nature and types of groups
and the stages in development of groups along with the structure, tasks, and processes of groups.
Nature of Groups
Different types of groups are formed to achieve specific results in organizations. The definition
of a group as given by Harold H. Kelley and J.W. Thibaut is “A collection of individuals. The
members accept a common task, become interdependent in their performance, and interact with
one another to promote its accomplishment.” Kurt Lewin popularized the term ‘group dynamics’
in the 1930s. There are three views on the nature of interaction between members of a group or
group dynamics. The first view is the normative view, which describes how to carry out
activities and organize a group. According to the second view, group dynamics consists of a set
of techniques which include brainstorming, role play, team building, sensitivity training, self-
managed teams, and transactional analysis. The third view explains group dynamics from the
viewpoint of the internal nature of the groups. The formation of groups, structure, processes, and
functioning are discussed in this view along with the effect of groups on individuals, other
groups, and the complete organization.
Dynamics of Group Formation
People form groups for various reasons. Different classical theories of groups try to explain why
people form groups. The theory of propinquity proposes geographical closeness as the reason.
The propinquity theory provides a very basic explanation that people living or working at places
located close to one another tend to form groups. But the theory doesn’t explain the complexity
of group formation. The balance theory says group formation results from the similarity of
attitudes and values between people. Individuals with common interests maintain their
relationship by a symmetrical balance between their attitudes and common interests. Another
theory of group formation is the exchange theory. It proposes reward-cost outcomes of
interaction as the reason. There may be several other economic, social, and security reasons for
the formation of groups. By becoming members of a group, individuals fulfill their need for
affiliation.
There are formal and informal groups in organizations. Various groups exist within the
organization and they are of varying degrees of formalization. Groups in organizations are of
various types based on the number of members they have and the interactions between them.
Formal Groups
A group formed by the organization to accomplish a specific task is termed as a formal group.
The organization sets up a formal group and allocates tasks and responsibilities to different
members with the intention of achieving organizational goals. Command groups and task groups
are examples of formal groups. A command group is relatively permanent in nature and finds
representation in the organization chart. Functional departments of organizations are considered
as command groups. Task groups, on the other hand, are formed for a specific task and are
temporary in nature. They are dissolved after the task is accomplished. After dissolution of the
task group, the members of the task group continue as members of their respective functional
departments or command groups with reduced duties.
Informal Groups
Unlike formal groups that are established by the organization, informal groups are formed by the
employees themselves. The reasons for the formation of informal groups could be the need for
companionship, common interests, growth, recreation, or support. There are two types of
informal groups – friendship groups and interest groups. Members of friendship groups have a
cordial relationship with each other, common interests and are similar in age, ethnic heritage,
views, etc. They like each other’s company and want to spend time together. Interest groups are
formed to organize an activity and are temporary in nature. Informal groups mainly satisfy the
social needs of members.
Stages of Group Development
Before the 1960s, it was believed that groups were formed in a specific sequence but it was later
realized that they do not follow a standard pattern of development. Established models of group
development are the five-stage model and the punctuated equilibrium model.
The Five-Stage Model
According to the five-stage model of group development, all groups pass through the forming,
storming, norming, performing, and adjourning stages. The duration of each stage varies from
group to group and some groups do not pass through all the stages. This model became popular
in the mid-1960s.
Forming
This is the initial stage of group formation where members try to identify acceptable behavior in
a group. The members try to mold their behavior so as be a part of the group.
Storming
In this stage, disagreements about leadership among members may give rise to other conflicts.
By the end of this stage, a relatively clear hierarchy of positions in the group emerges.
Norming
This stage of group development enhances a sense of camaraderie in members through the
development of close relationships. A common set of expectations for behavior in the group is
the outcome of this stage.
Performing
In this stage, members of the group exhibit committed performance to achieve goals defined in
the norming stage. This is the last stage for permanent work groups.
Adjourning
This is the last stage for temporary groups such as task groups or committees formed to
accomplish a certain task. After this stage, the groups cease to exist. While some of the members
may feel happy about the accomplishments, others may be depressed that they will lose friends
after the group disperses.
The effectiveness of groups is supposed to increase through the stages. But this does not always
happen and some groups may cease to exist without passing through all the stages while some
other may not follow the sequence of stages given in the five stage model. In fact, group
effectiveness depends on complex factors.
4.2 Discuss factors that may promote or inhibit the development of effective teamwork in
organizations
Following provides tools and consulting, training and facilitation services to help:
• Organizations install team-based structures, and
• Project teams, self-directed teams, executive teams and department teams be more effective.
Characteristics of Effective team work Approach
• Tailored to the organization – Each organization is different and requires an approach
customized to the culture and aligned with the business strategy and environment.
• Flexible –The off-the-shelf approach can utilize a variety of models and approaches and
integrate our approach with your existing training and organizational development efforts.
Materials are professionally produced with your logo, in your style, so that everyone in your
organization knows that this is your effort, not a training/consulting firm.
• Practical and Relevant – In working with team members, it is believed that it is best to “keep
it simple” and introduce concepts and tools that can be applied immediately to real-life
situations. Trying to dazzle members with sophisticated concepts and tools is counter-productive.
• Competency-Based – In training team leaders and team members, applied research that has
identified the key competencies that distinguish high performing teams from average performing
teams. If appropriate, a customized team competency model can be developed for your
organization
• Customer-Focused –It is encouraged that teams to collect and utilize feedback from internal
and/or external customers, and manages customers’ expectations. Most teams have found
customer feedback meetings and service quality improvement tools, such as Moments of
Truth/Cycles of Service analysis, to be extremely valuable.
• Transfer of technology – Organizations that have had the most success with teams have done
most of the work themselves and have developed the internal capability to provide on- going
day-to-day support for each team. Being dependent any consulting firm in the long term is not a
good strategy. It is preferred to identify and/or develop internal consultants or change agents.
4.3 Evaluate the impact of technology on team functioning within a given organization.
New technology has been injected into the workplace at an exponentially increasing rate over the
last few decades. Many companies see new technology as the means to increase profit margins
and to remain competitive in a rapidly evolving marketplace. This paper will discuss some of
those new technologies and their impact on the workplace. Specifically, I would like to focus on
information technology, its implementation, its pitfalls, and its future.
In 1977, knowledge and information-based activities contributed to almost half of the gross
national product and employed 47% of the American workforce (Sussan, 2006). One could
postulate that those numbers have increased over the last 30 years. As information has become
an increasingly important feature in the business world, new technologies have become available
to facilitate its use and dissemination. This has led to an ever expanding and evolving field of
information technology (IT).
New developments in IT have led to an increasingly mobile workforce. We are no longer tied to
our desk in order to stay in the information loop. We can take our office with us wherever we go.
Cellular phones allow us to be reached almost anywhere. Blackberries and Ultra-mobile PCs
permit to access e-mail and other data products at a wide range of locations. A wide range of
new technologies have given businesses access to faster communication, increased efficiencies,
and the ability to work away from the office (Mamaghani, 2006).
New technology has opened a door of opportunities for companies and employees willing to
explore non-traditional work arrangements. Standley (2006) wrote, "91 percent of organizations
allow employees to work at home occasionally." As telecommuting becomes more popular,
employers are realizing the benefits, including "productivity gains, reduced absenteeism, reduced
employee turnover costs, reduced real estate costs, and reduced relocation costs to name a few"
(Mamaghani, 2006). For Employees, "telecommuting can offer more flexibility and a relief from
workplace policies such as dress code and formal office hours" (Sussan, 2006).
This technology also allows a new kind of team to emerge. Virtual teams can be formed,
bringing together the best people regardless of location and time (Gignac, 2005). E-mail,
teleconferencing, video conferencing, and new emerging technologies are enabling people
around the world to communicate and collaborate rapidly and efficiently. Virtual teams are
contributing to a synergy like never before seen.
Pitfalls
With all the improvements in productivity and efficiency offered by new technologies, there are
areas of concern that must be considered thoroughly by any organization before implementing a
new technology. Security is a primary concern inherent in a mobile and accessible IT system.
Denying network access to unauthorized users is an ongoing battle in many firms. Physical
security of IT equipment is also an issue. Standley (2006) writes, "It was recently reported that
the average business laptop held about $1 million of commercial data."
Companies implementing new technology must also take into account the social impact.
According to Sussan (2006), "teamwork is a crucial element of workplace functioning." He goes
on to explain that studies have shown lower satisfaction levels for users of virtual meeting tools
in contrast with fact-to-face meetings. This effect may be able to be mitigated with a hybrid
virtual team, where members occasionally meet in a traditional physical location.
There are also some concerns to consider with the telecommuting arrangement. If team
cohesiveness is a primary concern with an organization, the lack of interaction between peers
could hinder this goal. Supervision of employees working off-site is also problematic. Evaluating
performance, distributing the workload, and motivating employees is more difficult when they
are not physically present. Finally, how will customer service be affected by a transition to a
mobile workforce? Customer acceptance is important (Mamaghani, 2006).
The growth of new technologies to be used in the workplace is showing no sign of slowing
down. Some examples of technology currently in development for commercial use are wearable
computing, city and region-wide WiFi, and nanotechnology (Standley, 2006). Microsoft and
IBM are working on collaboration technology that will facilitate virtual meetings where
participants will be able to teleconference on their computer screens, while creating or changing
documents and product designs using a "virtual whiteboard" (Mamaghani, 2006). These
technologies and many more, including all the unforeseen advances, will continue to contribute
to an increasingly mobile workforce.
The challenge lies in discovering how to implement new technology in the workplace as it
becomes available. Standley (2006) says that according to a Global Future Forum survey, 76
percent of respondents agreed that "organizations are unable to effectively manage and deploy
new technology due to rapid change and constant innovation." The ability to keep up with
technology changes and integrate them in to business will require a paradigm shift in the way we
view technology. Today's children are growing up in a high-technology era, and will be very
capable of realizing this new business model in regard to technology (Standley, 2006).
The only thing certain about the future of technology in the workplace is that it will continue to
change and evolve at an astounding rate. Despite any pitfalls, the implementation of this new
technology, especially IT, is necessary for a company to remain competitive in today's market
and in the future. As Standley (2006) has said, "If it is to benefit, business will need to
understand far more than the mechanics of new technologies. They will need to understand the
way that people - their employees and customers, will use and interact with them."
References
http://www.typepad.com/services/trackback/6a00d8341bf85853ef011571d53141970b
http://www.laynetworks.com/Motivation.html
Standley, Alan. "Set Your Workers Free?" Baylor Business Review, Fall 2006, 25(1). Retrieved
April 5, 2007, from ProQuest database.
Sussan, Aysar P. "The Impact of E-Mail Utilization on Job satisfaction: The Case of Multi
Locations." The Business Review, Cambridge. Dec 2006, 6(1). Retrieved April 5, 2007, from
ProQuest database.
Gignac, Francine. Building Successful Virtual Teams. Boston: Artech House, Inc., 2005.
Retrieved April 5, 2007, from Net Library.