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Motivation & Employee Productivity

This document discusses several theories of motivation and how they can be applied in an organizational context to increase employee productivity. It covers Maslow's hierarchy of needs, Locke's goal setting theory, equity theory, and expectancy theory. Some key points discussed are that motivation involves arousal, direction and persistence; goals must be specific, challenging and attainable to be motivating; fairness and equity are important motivators; and motivation can be tied to productivity through goal setting, recognition programs, and flexibility. The document provides tips for managers on applying motivational strategies like clear expectations, feedback, training and tying performance to rewards.

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73 views32 pages

Motivation & Employee Productivity

This document discusses several theories of motivation and how they can be applied in an organizational context to increase employee productivity. It covers Maslow's hierarchy of needs, Locke's goal setting theory, equity theory, and expectancy theory. Some key points discussed are that motivation involves arousal, direction and persistence; goals must be specific, challenging and attainable to be motivating; fairness and equity are important motivators; and motivation can be tied to productivity through goal setting, recognition programs, and flexibility. The document provides tips for managers on applying motivational strategies like clear expectations, feedback, training and tying performance to rewards.

Uploaded by

dmugalloy
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Motivation & Employee Productivity

Motivating Employees Today


Not necessarily in your organization, but

what are some of the issues involved with motivating workers today?

What Do We Mean By Motivation?


Examples?
Basically, we usually mean that we want

people to work harder without our having to beat on them to get it doneand like it!

Basic Motivation Concepts


It is not a trait
It is the result of the interaction of the individual

with the situation Motivation involves:


Arousal Direction Persistence

Some Theories of Motivation

Maslows Need Hierarchy


One of the most widely used theories
Basic hierarchy (see slide) Although no need is every totally satisfied, a

thoroughly fulfilled need no longer motivates As each type of need is fulfilled you move to the next level, and you cant skip levels Lower level needs are deficiency needs Higher level needs are growth needs

Maslows Need Hierarchy


Self-Actualization Esteem Social Security & Safety Physiological

Lockes Goal Setting Theory


Background
Goal setting is motivating if the goals are:
Specific Challenging but attainable

People do better working toward goals

when they receive feedback Expanded theory (slide)

Expanded Goal Setting Theory


Goal Acceptance Organizational Support Intrinsic Rewards

Goal Difficulty

Goal-Directed Effort

Performance

Satisfaction

Goal Specificity

Goal Commitment

Individual Traits & Abilities

Extrinsic Rewards

Goal Setting (cont.)


Goal setting as an end in and of itself is irrelevant to performance Other factors to consider:
Self-efficacy Task characteristics
Doesnt work as well with all tasks Works best when tasks are simple, well-learned, and independent

National culturewell adapted to North American cultures

Equity Theory
The basic concept is fairness
When people perceive

inequity they tend to be motivated to reduce it

Equity Theory (cont.)


Equity Exists When:
OutcomesA= OutcomesB InputsA When: InputsB

Outcomes = [Rewards Costs]


Inputs = What the person brings to the situation

When these conditions are not met then a condition of inequity exists

The Formation of Equity Perceptions

Evaluation of Self

Evaluation of Other

Comparison of Self with Other

Feelings of Equity or Inequity

Responses to Equity & Inequity


Motivation to Maintain Current Situation Equity Motivation to Reduce Inequity Comparison of Self with Other
1. 2. Change Inputs Change Outcomes Alter Perceptions of Self Alter Perceptions of Other Change Comparisons Leave Situation

Inequity

3. 4. 5. 6.

Equity Theory (cont.)


The most important things to remember

about this theory:


Fairness is a concept that is very important in some cultures (esp. North American) It is the perception rather that the actuality of fairness that affects people

Expectancy Theory
One of the most widely accepted theories, and empirically supported Victor Vroom started working with this in the 60s, and it has been refined over the years Key Concepts:
Force: motivation Expectancy: effortperformance expectancy Instrumentality: performanceoutcome expectancy Valence: quality of outcomes

Expectancy Theory (cont.)

Expectancy

Instrumentality

Force

Effort

Performance

Outcome

What These Theories Tell Us


Maslowpeople are motivated by different things, and many of them are not just basic needs
Goal Settinggoals can be motivational if done

correctly Equity Theoryfairness, or the perception of it, is important Expectancy Theorya way to tie goals to performance, effort, and motivation

Applying the Theories of Motivation

Management by Objectives
Based on top-down collaborative goal

setting throughout the organization Needs to be measured with frequent feedback Should be tied to a performance appraisal system Must be consistently applied throughout the organization

MBO (cont.)
Four ingredients of MBO programs
Goal specificity Participative decision making Explicit time period Performance feedback

MBO (cont.)
Results of MBO programs
Usually last about 4-5 years Generally accepted by workers Used in many settings Must have top management support and involvement May favor simple, easily measured goals Requires a lot of paper work and time Needs to be tied to the reward system

Employee Recognition Programs


Recognition is a powerful

motivator The best programs use multiple sources and recognize both individual and group performance Can take any form from a thank you to formal awards Suggestion programs are very good Is very cost effective

Special Issues in Motivation


What are some of the

issues that make it difficult to motivate case managers and other professionals and staff in COBRA agencies?

Motivating the Diversified Workforce


If you want to motivate employees, then you must respond positively to diversity
The key is flexibility The more options and

flexibility the more likely it will be successful Family-friendly policies are important

How to Turn Motivation into Productivity


How do we define productivity?
How can we tie

motivation to productivity?

Some Tips for Managers


Start with yourselves
What is important to me? What do I want out of my job? What is standing in the way of my getting what I want? What things are under my control? What am I willing to do to attain my goals? Is what I am willing to do:
consistent with my values and ethical standards? is it good for the organization? is it fair to others? and is it in the best interests of the clients?

Be clear as to the motivational needs of your

supervisees and employees Listen and ask questionspay attention

Some More Tips


Be clear as to what performance criteria are Set down clear and collaboratively set goals Clarify expectations Find out the needs of the employee to attain their goals Provide the support necessary for them to succeed Provide regular feedback, support, and opportunities of

questions and training as needed Have regularly scheduled formal performance evaluations, and tie them to the reward structure and have them be performance based

Some Final Points


What do we mean by motivation?
What do we mean by productivity? Basically, we want to know how to make

people:
Work harder Perform at higher levels Enjoy what they are doing

Questions to Ask Yourself?


What would make me want to work

harder? What might make my supervisees want to work harder? Why would I/they actually want to work harder? What can I do to facilitate the things that will make a difference?

Goal Setting Exercise


Set three goals for yourself
Personal Professional For your specific job

Present them to the group Give each person some feedback on their goals:
Specific Challenging/attainable Measurable

Thank You!
Questions and comments

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