Foundations of Employee Motivation

Group 4:
Ayu Habsari Dhani Arinta Ahlul Janah Ekky Sabdina Supangat Kartika Nindya Putri Mahalino Irani Riska Widianingsih Wira Okta Levi 1101002010 1091002049 1091002126 1091002xxx 1091002xxx 1091002xxx 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

Maslows 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

Whats 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

Learned Needs Theory

Need for achievement (nAch)
A need in which people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success.

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).

Four-Drive Theory of Motivation

Drive to Acquire

Drive to Bond

Drive to Learn

Drive to Defend

How Drives Influence Employee Motivation

Drive to Acquire
Social norms Personal values Past experience

Drive to Bond Mental skill set resolves competing drive demands Drive to Learn
Goal-directed choice and effort

Drive to Defend

Evaluating Four-Drive Theory

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.

Practical Implication of 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.

Expectancy Theory of Motivation

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

E-to-P ecpectancy

P-to-O exp. Outcome Valence

OUTCOME 1 + OR -

EFFORT

PERFORMANCE

OUTCOME 2 + OR -

OUTCOME 3 + OR -

E : Effort P : Performance O : Outcome Valences

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.

Expectancy Theory in Practice

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

Goal Setting and Feedback

Goal Setting and Feedback

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

Balance Scorecard
Translates the organizations 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 persons 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

 Non social source is more accurate

Choosing Feedback

Social source tend to delay negative information

Evaluating Goal Setting

Tried and true

Organizational Justice

Equity Theory : John Stacey Adams

Inequity and Employee Motivation

How does the equity evaluation relate to employee motivation?

Inequality

Negative Emotions

Emotions : the engines of motivation

Respond to Inequality
Under-reward Inequity Over-reward Inequity

Under-reward Inequity
a. b. c. d. e. f. g. Reduce our inputs Increase our outcomes Increase the comparison others input Reduce the comparison others outcomes Change our perceptions Change the comparison other Leave the field

Over-reward Inequity
1. Working hard 2. Change perceptions to justify the more favorable outcomes

Individual Differences : Equity Sensitivity

Evaluating Equity Theory

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

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.

Procedural Justice
Fairness of the procedures used to decide the distribution of resources.
Procedural Justice in the workplace:

VOICE Value-expressive Function

Consequences of 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.

This is my group project, for usage, please ask to: dhani.arinta@yahoo.co.id