Motivation

Foundations of Employee Motivation

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Employee Motivation and Engagement at Rackspace Rackspace hosting has a highly motivated and engaged workforce by rewarding performance, fulfilling personal needs, and providing strengths-based feedback.

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Motivation Defined

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

The forces within a person that affect the direction, intensity, and persistence of voluntary behavior



Exerting particular effort level (intensity), for a certain amount of time (persistence), toward a particular goal (direction).

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Employee Engagement Emotional and cognitive motivation, self-efficacy to perform the job, a clear understanding of one’s role in the organization’s vision and a belief that one has the resources to perform the job

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Drives and Needs 

Drives (aka-primary needs, fundamental needs, innate motives) • Neural states that energize individuals to correct deficiencies

or maintain an internal equilibrium • Prime movers of behavior by activating emotions

Self-concept, social norms, and past experience

Drives

(primary needs)

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Needs

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Decisions and Behavior

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Drives and Needs 

Needs • Goal-directed forces that people experience. • Drive-generated emotions directed toward goals • Goals formed by self-concept, social norms, and experience

Self-concept, social norms, and past experience

Drives

(primary needs)

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Needs

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Decisions and Behavior

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Maslow’s Needs Hierarchy Theory Seven categories capture most needs Five categories placed in a hierarchy

Selfactualization

Need to know Need for beauty

Esteem

Belongingness Safety Physiological

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Maslow’s Needs Hierarchy Theory Selfactualization

Need to know

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Lowest unmet need has strongest effect

Need for beauty

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When lower need is satisfied, next higher need becomes the primary motivator

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Self-actualization -- a growth need because people desire more rather than less of it when satisfied

Esteem

Belongingness

Safety

Physiological

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Evaluating Maslow’s Theory Need to know Selfactualization

Need for beauty



Lack of support for theory



People have different hierarchies – don’t progress through needs in the same order

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Needs change more rapidly than Maslow stated

Esteem

Belongingness

Safety

Physiological

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What Maslow Contributed to Motivation Theory 

More holistic • Integrative view of needs



More humanistic • Influence of social

dynamics, not just instinct 

More positivistic • Pay attention to strengths,

not just deficiencies

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What’s Wrong with Needs Hierarchy Models? 



Wrongly assume that everyone has the same needs hierarchy (i.e. universal) Instead, likely that each person has a unique needs hierarchy • Shaped by our self-concept --

values and social identity

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Learned Needs Theory 

Needs are amplified or suppressed through self-concept, social norms, and past experience



Therefore, needs can be “learned” (i.e. strengthened or weakened through training)

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Three Learned Needs Need for achievement • Need to reach goals, take responsibility • Want reasonably challenging goals

Need for affiliation • Desire to seek approval, conform to others wishes,

avoid conflict • Effective executives have lower need for social approval

Need for power • Desire to control one’s environment • Personalized versus socialized power

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Four-Drive Theory Drive to Acquire

• Drive to take/keep objects and experiences • Basis of hierarchy and status

Drive to Bond

• Drive to form relationships and social commitments • Basis of social identity

Drive to Learn

• Drive to satisfy curiosity and resolve conflicting information

Drive to Defend

• Need to protect ourselves • Reactive (not proactive) drive • Basis of fight or flight

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Features of Four Drives Innate and hardwired • everyone has them

Independent of each other • no hierarchy of drives

Complete set • no drives are excluded from the model

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How Four Drives Affect Motivation 1.

Four drives determine which emotions are automatically tagged to incoming information

2.

Drives generate independent and often competing emotions that demand our attention

3.

Mental skill set relies on social norms, personal values, and experience to transform drive-based emotions into goaldirected choice and effort

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Four Drive Theory of Motivation Drive to Acquire Drive to Bond Drive to Learn

Social norms

Personal values

Past experience

Mental skill set resolves competing drive demands

Goal-directed choice and effort

Drive to Defend

Social norms, personal values, and experience transform drive-based emotions into goal-directed choice and effort

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Implications of Four Drive Theory Provide a balanced opportunity for employees to fulfil all four drives • employees continually seek fulfilment of drives • avoid having conditions support one drive more

than others

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Expectancy Theory of Motivation P-to-O Expectancy

E-to-P Expectancy

Outcomes & Valences

Outcome 1 + or -

Effort

Performance

Outcome 2 + or -

Outcome 3 + or -

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Increasing E-to-P and P-to-O Expectancies 

Increasing E-to-P Expectancies • Assuring employees they have competencies • Person-job matching • Provide role clarification and sufficient resources

• Behavioral modeling 

Increasing P-to-O Expectancies • Measure performance accurately

• More rewards for good performance • Explain how rewards are linked to performance

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Increasing Outcome Valences 

Ensure that rewards are valued



Individualize rewards

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Minimize countervalent outcomes

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Making Every Day Count in NYC New York City mayor Michael

Bloomberg has challenging goals to accomplish, and he doesn’t want any of his remaining tenure wasted. Bloomberg had special clocks installed in a dozen city government offices that count down how many days remain in

his mayoral term.

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Goal Setting The process of motivating employees and clarifying their role perceptions by establishing performance objectives

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Effective Goal Setting Characteristics Specific -- measureable change within a time frame

Relevant – within employee’s control and responsibilities Challenging – raise level of effort

Accepted (commitment) – motivated to accomplish the goal Participative (sometimes) – improves acceptance and goal quality Feedback – information available about progress toward goal McShane/Von Glinow OB 5e

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Characteristics of Effective Feedback Specific – connected to goal details 2. Relevant – Relates to person’s behavior 3. Timely – to improve link from behavior to outcomes 4. Sufficiently frequent 1.

• Employee’s knowledge/experience • task cycle 5.

Credible – trustworthy source

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Feedback Through StrengthsBased Coaching Maximizing the person’s potential by focusing on their strengths rather than weaknesses  Motivational because: 

• people inherently seek feedback about their

strengths, not their flaws • person’s interests, preferences, and competencies stabilize over time

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Multisource Feedback 

Received from a full circle of people around the employee  Provides more complete and accurate information  Several challenges

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Evaluating Goal Setting and Feedback 

Goal setting has high validity and usefulness  Goal setting/feedback limitations: • Focuses employees on measurable

performance • Motivates employees to set easy goals (when tied to pay) • Goal setting interferes with learning process in new, complex jobs

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Keeping Pay Equitable at Costco Costco Wholesale CEO Jim Sinegal (shown in this photo) thinks the large wage gap between many executives and employees is blatantly unfair. “Having an individual who is making 100 or 200 or 300 times more than the average person working on the floor is wrong,” says Sinegal, whose salary and bonus are a much smaller

multiple of what his staff earn.

Organizational Justice Distributive justice • Perceived fairness in

outcomes we receive relative to our contributions and the outcomes and contributions of others

Procedural justice • Perceived fairness of the

procedures used to decide the distribution of resources

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Organizational Justice Components

Distribution Principles

Distributive Justice Perceptions

• Emotions • Attitudes

Structural Rules

Social Rules

Procedural Justice Perceptions

• Behaviors

Elements of Equity Theory Outcome/input ratio • inputs -- what employee contributes (e.g., skill) • outcomes -- what employee receives (e.g., pay)

Comparison other • person/people against whom we compare our ratio • not easily identifiable

Equity evaluation • compare outcome/input ratio with the comparison

other

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Correcting Inequity Feelings Actions to correct inequity

Example

Reduce our inputs

Less organizational citizenship

Increase our outcomes

Ask for pay increase

Increase other’s inputs

Ask coworker to work harder

Reduce other’s outputs

Ask boss to stop giving other preferred treatment

Change our perceptions

Start thinking that other’s perks aren’t really so valuable

Change comparison other

Compare self to someone closer to your situation

Leave the field

Quit job

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Equity Sensitivity 

Outcome/input preferences and reaction to various outcome/input ratios  Benevolents • tolerant of being underrewarded 

Equity Sensitives • want ratio to be equal to the comparison other

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Entitleds • prefer proportionately more than others

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Evaluating Equity Theory 

Good at predicting situations unfair distribution of pay/rewards



Difficult to put into practice • doesn’t identify comparison other • doesn’t indicate relevant inputs or outcomes

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Equity theory explains only some feelings of fairness • procedural justice is as important as distributive

justice McShane/Von Glinow OB 5e

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Procedural Justice 

Perceived fairness of procedures used to decide the distribution of resources  Higher procedural fairness with: • Voice

• Unbiased decision maker • Decision based on all information • Existing policies consistently • Decision maker listened to all sides • Those who complain are treated respectfully • Those who complain are given full explanation McShane/Von Glinow OB 5e

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Foundations of Employee Motivation

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