MOTIVATION CONCEPTS

What is your motivation to work?Is everyone’s motivation the

same?

A brief history of work place psychology…

Abraham Maslow: The Hierarchy of Needs (1954) Fredrick Herzberg: Motivation/Hygiene Theory

(1959) Douglas McGregor: Theory X and Theory Y

(1960) Clayton Alderfer: ERG Theory (1969) David McClelland: Acquired Needs Theory

(1961) J. Stacy Adams: Equity Theory (1963) Victor Vroom: Expectancy Theory (1964 B.F. Skinner: Operant Conditioning (1957)

Hierarchy of Needs

Self-Actualization Needs (self-driven, reach own potential)

Esteem Needs (recog-nition for acheivement)

Safty Needs (physical and emotional harm)

Physiological Needs (Food, Shelter)

Needs examples

Physiological Needs An employee who needs a job, any job just to pay rent

and buy groceries Safety Needs

An employee who has food and shelter and is looking for more, a safe work environment which will not cause physical or emotional harm

Esteem Needs An employee who has his/her physical, and safety

needs met and wants a job where he/she is recognized for a job well done

Self-Actualization Needs An employee who is self driven and can meet career

goals he/she has set for him/herself

Two-Factor Theory

“What makes people happy is what they do or the way they’re utilized, and what makes people unhappy is the way they’re treated.”

(“An interview with Fredrick Herzberg: Managers or Animal Trainers?” 1971)

Example: Adding internet research responsibilities which provides learning opportunities to a receptionist performing at a substandard level can result in improved performance of all duties if the poor performance is related to boredom with repetitive tasks.

Theory X vs. Theory Y

Theory X managers believe that employees are: lazy and uninterested in work Need constant direction Unwilling to take responsibility Only interested in job security

Theory X managers are generally autocratic and utilize a “top-down” management style

Theory X vs. Theory Y

Theory Y managers believe that: Given the opportunity people will seek out

challenging work People will take on additional work if the work

is satisfactory Theory Y managers will:

Invite participation in the decision-making process from subordinates.

ERG Theory

Named for the Three Levels of Needs: Existence Relatedness Growth

Clayton Alderfer built upon Abraham Maslow’s Hierarchy of Needs

Allows simultaneous levels of needs and movement between the levels

ERG Theory

Self-Actualization Needs (self-driven, reach own potential)

Esteem Needs (recog-nition for acheivement)

Safty Needs (physical and emotional harm)

Physiological Needs (Food, Shelter)

ERG Theory

Existence: Physiological and Safety Needs

Relatedness: Social needs and the esteem we find from others

Growth: Self-esteem and self Actualization Concepts People can work on more than

one level at once and fall backwards in frustration of the difficulty of the higher levels

Acquired Needs Theory

Life Experience motivates people to achieve in one of three areasAchievement AffiliationPower

Acquired Needs Theory

Achievement : people motivated by achievement Take moderate risks Require Frequent Feedback Are solo-workers or work with those interest in

achieving the same level Affiliation: people motivated by affiliation

Seek acceptance within the work group Require regular interaction with co-workers

Power: Personal or Institutional People seeking institutional power usually make

good managers, coordinating work groups to achieve organizational goals

Equity Theory

People are constantly measuring what they put into work against what they get from it

If their perception is that it is a fair trade, they are motivated to continue contributing at the same level

When they perceive that there is an imbalance: They are putting in more than they are getting out, they become demotivated and uninterested in their work, decreasing productivity and quality.

Expectancy Theory

Motivated by potential Reward Individuals calculate the level of effort

required to receive a particular reward to determine whether the reward is worth the effort Expectancy

Does the individual believe in their ability to successfully complete the assignment

Instrumentality “What’s in it for me?” Will the effort justify the

reward? Valence

The answer to the above question: “Do I think it is worth the effort?”

Operant Conditioning

Based on Behavior Modification Behavior can be changed based

on the use of four intervention strategies Positive Reinforcement Negative Reinforcement Punishment Extinction

Operant Conditioning

Positive Reinforcement Encourages continuation of the behavior by providing

a pleasant response when the behavior occurs Negative Reinforcement

Encourages continuation of the behavior by removing an unpleasant response to a behavior

Punishment Discourages future occurrences of the behavior by

providing an unpleasant response when the behavior occurs

Extinction Discourages future occurrences of the behavior by

ceasing to reinforce it.

Motivation Concepts

Everyone has a different motivation to work. These concepts are based on psychological

studies and not every theory works in every situation.

It is our jobs as leaders to understand what are potential motivators of our employees and adapt as best we can to suit their needs and the needs of all the stakeholders whenever possible.

What is your motivation to Work?

LEADERSHIP CONCEPTS

Are you Born a leader

or are you Made a leader?

Leadership Concepts

Are leaders born or made? Thomas Carlyle suggested the “great man” theory,

that is, that leaders are born with innate qualities or traits that set them apart from other “mere men”

Researchers since have found that there is not one set of traits that makes someone a leader

Traits that are found in leaders are also found in followers

Trait theories did not show leaders were successful in different situations using very different methods

As the limitations of early explanations for leadership development became clear, researchers turned to other areas for investigation

Leadership Concepts

Areas that researched turned to in order to explain what makes a good leaderBehavioral TheoriesSituational TheoriesContingency Theories

Behavioral Theories

1940 saw a shift in belief towards that which supported the idea that Leadership could be taught. Anyone could become a leader with the right

information Not based on personality traits Based on what the leader did to make people

follow them Two aspects of behavior became apparent in

the research

Behavior Theory

Two Aspects of Behavior Behavior focused on the structural elements of

the job Establishing rules and guidelines for employees

Behavior that considered the needs of the employees Standing up for employees Explaining decisions

There were leadership characteristics that were not explained by behavioral theories How or why one behavioral aspect worked in one

situation but not another

Situational Theories

Seeks to explain leadership effectiveness in different situations

Elements that are considered How the leaders and followers interact How the work is structured

There are three main situational theories Blake-Mouton managerial grid, 1968 Path-goal theory, 1971 Hersey-Blanchard theory, 1977

Blake-Mouton Managerial grid

Considers two aspects Concern for people Concern for production

Uses 9 levels to measure each aspect Leaders on the lowest

(1,1) level show no concern for people or production

Leaders on the highest extreme show maximum concern for both people and production

Leaders scoring (9,9) are the most effective leaders

Path-goal Theory

Proposes that a leader can impact the behavior of a group by establishing goals and providing direction on reaching those goals

Four leadership styles may be used to accomplish this Directive Supportive Participative Achievement

Path-goal Theory

Directive Specifics what is to be done

Supportive Leader provides encouragement for the group

members Participative

Leader involves the group in decision making process

Achievement Leader establishes a difficult goal and

encourages the group to accomplish it

Hersey-Blanchard Theory

Describe leadership in terms of maturity level of the followers

Two types of maturity Psychological maturity (motivation) Job task maturity (level of experience)

This model provides four styles of leadership appropriate in different circumstances Telling Selling Participating Delegating

Hersey-Blanchard Theory

Telling With an immature team member base the leader must be

direct in providing guidance and defining roles Selling

With some experience, leader is directing in a more general sense; Encouraging motivated followers with lack of experience

Participating Followers may lack necessary motivation and require

support and encouragement to act on their own Delegation

Followers have the maturity to accomplish their tasks, leader identifies the goal and the followers are accountable to produce the results

Contingency Theories

Begins with an assessment of leader’s style Uses the “least preferred co-worker” scale

Indentify the co-worker (past or present) with whom you had the most difficulty working and rate this person on a scale of 1 to 8 on a series of measures such as level of cooperation and friendliness

The result is know as the Least Preferred Co-worker (LPC) A high score indicates the leaders has a greater concern

for people than tasks A low score indicates a greater concern for tasks

LPC score could predict the situation in which the leader would have a better chance of success

Contingency Theory

Describes situations in terms of three aspects Leader-member relations

Relationship between the leaders and members of the group are the key factor in determining the level of influence the leader will have within the group

Task Structure Jobs that are highly structured provide a leader with

greater influence than those that require little structure

Position Power Situations in which the leader has the discretion to

assign tasks or to reward or punish members of the group provide the leader with a greater chance of success