Human Resource Management HRE7XA1

Unit 5 Motivation
 Learning Unit outcomes Unit assessment criteria

Demonstrate an understanding Define motivation

of motivation theories
Compare and contrast the
different motivational theories
Explain how these motivational
theories can be applied in
practice in ethical ways
Discuss how generation Y
employees can be motivated
 Introduction
• Motivating employees is one of the most important managerial functions
• Changes in both individual and working practices, processes and principles have an
effect on the needs and views of the 21-centuary employee
• These include the focus on technology, work-life balance, virtual working environments,
home workers and formal performance management processes
• Employers to understand the key aspects that drive employees to the workplace, and
those that keep them producing at optimum levels
• This understanding is critical as employees are the most valuable resource any
organisation has for achieving its goals
• Motivation is the force that make people choose a particular job, stay with the job and
work hard in that job.
• As people are unique and the internal and external business environment factors are
constantly changing it has an impact on employees
• Leadership and motivation cannot be separated. Leadership is the ability to inspire
people to voluntarily and enthusiastically work towards the attainment of organisation
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goals
 Define motivation
1. Motivation defined
• Motivation is the intensity of a person’s desire to take up a task and persevere until the
task is successfully accomplished. It is a complex issue of human behaviour which varies
from person to person; as a result; different people are motivated in different ways.
2. What does it mean to be motivated?
• You work hard, take initiative, apply your skills where needed and put in extra effort into
achieving goals
• You do more than is required of you
• Intentional motivation, personal choice and persistence of action
• Directional motivation involves the presence of a driving force directed at attaining a specific
goal
• Motivated employees are constantly aware that a goal has to be achieved and
continuously direct their efforts to achieving the goal – dealing with obstacles or
adversities
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 Define motivation
What does it mean to be motivated
1. Person A wants to gain more respect from colleagues. Decides to work harder and to
impress colleagues. He arrives early at work, put in extra time and effort, goes the extra mile
in completing duties not necessarily within his job-description
Result: Manager and colleagues complement him – goal attained by employee
2. Person B decides it is too much effort or are not really that committed, and therefore do
not attain the goal
Result: No affirmation from colleagues or fellow employees
Conclusion: A = Motivated - B = Not motivated
 Define motivation
BASIC MOTIVATION PROCESS

Motivation is influenced by:

Internal forces: personal needs and expectations – desire to succeed, feelings of attainment, personal values and wishes
External forces: organisation reward system – rewards and benefits
• All people can be motivated, however not all at the same time and in the same way, by the same things and for the same reasons or with the same intensity. This is why
we have to understand the different motivation theories
Compare & contrast the different motivational theories

Porter &
Maslow Lawler’s
We are not all motivated in the
same way, therefore…? expectancy
theory

Hertzberg Vroom’s
expectancy
theory

Job characteristic
McClelland
model
 Maslow’s Hierarchy of Needs Leeds to personality development &
increased motivation = full
potential, performance

Achievement recognition,
interesting, challenging,
meaningful job, progress or job
growth, responsibility, design
feedback. Enjoys & take pride
in their work.

Organisation policy & admin,

equipment, supervision, work
environment –
interpersonal relations, salary, Maintenance
work conditions and work factors
safety
Maslow’s hierarchy of needs
• “The desire to become more and more of what one is and to become everything one is
capable of becoming”
• You will always aspire to meet your needs higher up on the hierarchy
• Once your physiological needs are met you will aspire to have the next level met
• Management motivate people by continuously meeting the needs of employees on
physiological, safety and social levels (first 3 levels on Maslow’s Hierarchy)
• Social needs (job environment) are difficult to translate into improved individual
performance i.e excessive individual social needs being met could be detrimental to
the organisation
• Esteem and self-actualisation needs provide the best opportunities for employee
motivation (Level 4 and 5 on Maslow’s Hierarchy)
• Interesting challenging and meaningful work (Level 4) (job content) provide a
solid foundation for the improvement of performance
Orden these variables…
Leadership
Talent

Organisation’s
goals met
Motivation

Performance
Engagement

Organisation Job satisfaction

Herzberg’s Two-factor Principles

Job environment Job content

Hertzberg’s 2 factor theory
• 2 Sets of factors that influence motivation and job-satisfaction – Hygiene & motivating
factors
A. Hygiene factors are closely related to the work environment (maintenance factors) i.e
organisation policy & admin, equipment, supervision, interpersonal relations, salary, work
conditions, work security (level 1- 3 Maslow)
• These factors do not motivate.
• If these needs are inadequately met they cause employee dissatisfaction.
• If adequately met they prevent job-dissatisfaction or a neutral employee
• A dissatisfied employee cannot be motivated.
• Management to give attention to Hygiene factors before focussing on Motivators
 Hertzberg’s 2 factor theory
B. Motivating factors
• Only motivators can motivate people
• Motivated employees exert a bigger effort of what is expected of them in achieving goals
• Motivators (growth factors) are closely related to the nature and content of the work done
• Motivators include: Achievement, recognition, interesting meaningful job, progress or growth, responsibility,
feedback
• Motivation lies in the job design itself. An interesting, challenging job with responsibility, growth and
recognition opportunities. Specialized standardized job lead to boredom, monotony and stagnation
• The hygiene factors are similar to the lower level needs in Maslow’s hierarchy (Level 1-3)
• The motivators are similar to the higher level needs in Maslow’s hierarchy – that is where motivation is
easier to establish (Level 4-5)
• When an employee enjoys and take pride in his/her work they will be motivated
• If the work is not a source of pride for the employee he or she will not be motivated, but will be moved to
satisfy only lower level needs.
 Lets re-cap

McClelland Porter &

Maslow Vroom’s Lawler’s
expectancy expectancy
theory theory
Hertzberg Job characteristic
model
Understanding Human
motivation
& behaviour
Behaviour and motivation is a function of:
• Beliefs, expectancy, perceptions, values (motivational disposition), and other mental processes (self-efficacy,
engagement, conceptions)
• The meaningfulness and the perceived value of their jobs – enriched jobs
• An expectancy, instrumentality, valance – the goals to be achieved (the perceived effort/ reward probability)
• Goals, Money, engagement as motivators
Maslow’s Hierarchy of Needs
Herzberg’s Two-factor Principles

Job environment Job content

Relationship Maslow & Hertzberg's theories
McClelland’s motivation-achievement Theory –
employees have a need for...
 McClelland’s achievement motivation theory
People have a need for…
1. Affiliation need – need to foster interpersonal relationships. Need to be accepted by others and
require significant personal interaction in their work (Level 3 Maslow) (Social needs)
2. Power need- need to influence the behaviour of others
• Social power- aimed at inspiring and motivating others (transcend level 5) to achieve organisation
goals
• Personalized power- the need to control and exploit others. They need status over others (Level4
Maslow)
3. Achievement need – People want to better themselves, hence they want to achieve
They are motivated by doing challenging work (Level 4 Maslow) and not from compensation or fringe
benefits. They therefore want the completion of tasks and a feeling of achievement – that motivates
them. Employees with a high need for achievement are often your top performers and show the
following characteristics: Set attainable, challenging goals, require regular feedback, take calculated
risks, are problem solvers, see autonomy and freedom, perceive money as an indication of their success
rather than for its material value only.
Top managers should have a high need for power, coupled with a low need for affiliation. They
should also have a high need for achievement (McCeland 1971)
McClelland's achievement motivation Theory

https://youtu.be/jxNhGE3gPcA
 Job Characteristics Model (Hackman & Oldham)
• The task itself is key to employee motivation
• It provides a framework from which jobs can be redesigned to make the jobholders feel that they are doing
meaningful and valuable work.
By looking at specific job characteristics we compute the Motivating Potential Score (MPS) of that job:
MPS = Skill variety + Task identity + Task significance x Autonomy x Feedback
3
meaning

Enriching the elements of the job leads to altered psychological states in employees, which influence both their work
performance and satisfaction positively. How do you enrich someone’s job:
The 5 critical job dimensions are:
1. Skill variety – a variety of tasks which entail different skills and talents
2. Task identity-employee experience responsibility for a completely identifiable piece of work
3. Task significance – the extent the job impacts on other people ie. The customer
4. Autonomy- extent of freedom allowed to plan, schedule, take decisions and execute tasks
How can we
5. Feedback-receives information on how effective the job has been done
influence/
Critical Psychological factors: establish meaningful
jobs?
1. Experienced meaningfulness 2. Experience responsibility 3. Knowledge of results
Applying the Job-Characteristics model
 Applying the Job-Characteristics Model
3 Steps used:
Step 1 Diagnose the work environment to determine whether a motivation problem
exists
• This is done through a self-report instrument which is completed by the employee
• The Motivating Potential Score (MPS) is then calculated
• The extent is determined to which the job characteristics foster internal work
motivation
• Low MPS scores = low motivating potential = job redesign is required
• If MPS is low you have to determine which aspects of the job are inadequate
• High MPS scores = employee is underperforming, the problem does not lie with the
job itself but with the contextual factors i.e. Equipment, inability of employee, stress,
conflict
 Applying the Job-Characteristics Model
Step 2 Determining whether the job-redesign is appropriate for a given
group of employees

Step 3 Involves the redesign of the job starting with those job characteristics
which are lower than the national norm
• Include employees in the job redesign = greater commitment
• All jobs can be redesigned = training forms an integral part of the job enrichment
intervention and most employees can develop a growth need through effective goals
setting
Hackman & Oldham’s Job Characteristics Model

https://youtu.be/wpeGEOR3kNA
 Vroom’s Expectancy Theory
• People are motivated to act in a specific way only if they believe that a desired outcome will be attained
• Behaviour and motivation is a function of: beliefs, expectancy, perceptions, values, and other mental
processes
People are motivated to do things to reach a goal if:
1. They believe in the worth of that goal Instrumentality

2. If there is a reasonable chance or probability that they will reach the organisation goal
• The attainment of the organisational goal will become and instrument through which he/she will attain
their own goals
• Motivation is present only if employees realise a positive correlation that effort leads to job-
performance and job performance leads to rewards
• If an employee wants a promotion and he/she believe that through meeting organisation goals that
he/she will get that promotion, he/she the person will put in a great effort. The opposite also applies.
Vroom’s Expectancy Theory
Vroom’s expectancy theory

Theoryhttps://youtu.be/WDgF7Avijlc
 Porter & Lawler’s Expectancy Model

• The value of the reward is similar to Vroom’ valence theory. People desire a
combination of outcomes or rewards for what they put into their jobs
• The type of outcomes people desire differ i.e I desire achievement therefore
challenging tasks and recognition is important to me
• The perceived effort-reward probability is the extent to which a person believes
his/her efforts will in fact lead to a reward (same as Vroom’s expectancy theory)
• Both the desirability of the reward, and the probability that the effort will lead to
reward, will impact the effort the person will put into his or her job
 Porter and Lawler’s Expectancy Model
Employee satisfaction is influenced by both intrinsic and extrinsic rewards
1. Intrinsic rewards – self granted, intangibles, i.e. A sense of accomplishment &
achievement.
• Influenced by the complexity of the tasks, how challenging it is, kind of feedback they
receive on their work. Influences an employee’s job-design positively.
• Intrinsic rewards have a powerful influence on performance and employee behaviour
2. Extrinsic rewards – bonuses, public recognition, awards and acceptance
• Equity in receiving rewards for their own inputs VS the rewards other employees receive
for their inputs are important. This influences an employee’s level of job-satisfaction
• Congruence between intrinsic rewards and extrinsic rewards are important i.e your feal
good about your job (intrinsic), however nobody else recognises your effort (extrinsic)
• Traditional view – the extent to which the employees see that the extrinsic rewards they
receive are a consequence of their performance (individual pay for performance)
• Modern view – gain sharing, profit sharing, stock ownership also linked to performance
 Porter & Lawler’s Expectancy Model

Managers can enhance the effort-performance expectancy in helping

employees accomplish their performance goals by doing the following:
1.Communicate with employees – determine their personal goals or rewards
2.Clearly link rewards to performance goals
3.Train & guide employees to required performance levels
4.Make groups & individuals responsible for goal attainment
5.Provide equitable rewards
6.Foster intrinsic reward environment through careful job-design
Your future effort-reward probability expectations are influenced by past
experience with performance and rewards systems.
 Porter & Lawler’s Expectancy Model
The model on the next slide attempts to:

1.Identify the origin of people’s Valence & Expectations

2.Link effort with performance and job-satisfaction

3.Identify factors other than effort that influence performance

Porter & Lawler’s Expectancy theory
Expectancy – effort + ability & traits + role perception = performance
Porter & Lawler’s Expectancy Theory
 Porter and Lawler’s expectancy
Theory
https://youtu.be/iHOSJ6xNjNI
Compare & contrast the different motivational theories

McClelland
Porter &
Maslow Lawler’s
Vroom’s expectancy
expectancy theory
theory
Hertzberg

Job characteristic
model

Understanding Human
motivation
& behaviour
 Discuss how generation Y employees can be motivated

Why do goals motivate?

Goals influence the behaviour in four different ways:
1. Goals direct the attention to what is most important. It brings everyone on the same page and
ensures maximum impact. Everyone needs to understand the needs for the goals and have details about
the actual goals
2. Goals prompt people into action. It is very clear to all that the overarching goals is to improve
customer service, and the customer complaints must be reduced by 20 percent each month, employees
will respond quicker to the customer complaints
3. Goals increase our persistence. If the goals are specific and measured, this will increase persistence
4. Goals direct strategies and action plans. If the goal is to increase sales, salespeople will formulate
strategies and action plans to attract more customers and convince them to buy the product
 Practical application of the Goal Setting
• Identify the KPAs (Key performance areas)
• Align KPAs with overall strategic objectives of the organisation
• If customer service is an organisational goal then it should also become an
individual goal
• Different levels of goals need to be set for employees with different levels of
skills and ability
• Managers to provide adequate feedback and support for employees to be
successful
• Pay attention to employees perceptions of: effort-performance expectations, self-
efficacy, and valance of rewards
• Two-way feedback should be timely, accurate, objective and aimed at identifying
areas that require further development
 Money as a motivator
• Hertzberg argues that extrinsic awards (hygiene factors), such as pay, benefits, working
conditions or company policies do not motivate people: they merely bring performance to an
acceptable level. Intrinsic awards (motivators), such as responsibility, growth and
opportunities motivate an employee to these high levels of performance
• Maslow argues that money can motivate only if it is a means to satisfy a need. Money can
satisfy many needs as depicted in his hierarchy of needs
• Lawler argues that money as a reward can cause dysfunctional behaviour, which obviously
affects behaviour, and therefore also performance. Money as a motivator depends on the pay
system. A pay system that is not well designed will either not motivate or motivate the wrong
behaviour
• Pay should be linked to performance when: employee has control over situation and can
attain the goals 2. Goal attainment can be clearly measured 3. Payments or incentives are
frequent and worth the effort put in.
• People are motivated by both internal and external rewards
• Money is a motivator, but it is not the only or the most powerful source of motivation
• Intrinsic rewards is a powerful source of motivation that can lead individuals to perform at
extraordinary levels
 Strategies to motivate contingent employees
• Provide them with job-descriptions to emphasize the importance of their jobs
• Proper orientation required and introduce them to other employees
• Appreciate them for what they do by setting goals, measuring performance & feedback
• Provide challenging and interesting work environment through job-rotation
• Assign a mentor to the part-timer
• Encourage them to provide better products and services
• Provide the right training and resources
• Keep them in the loop – include them in meetings and discussions
• They must feel part of the team
• Make it interesting and engaging for them
 Applying motivation theory to
motivate learners
Well structured learning designs and cutting edge delivery. Despite this…

4 Factors that influence student’s level of motivation

1.Outcomes – what do I stand to win or lose if I take action? Make reward or
losses larger
2.Probability - what is the likelihood of these wins or losses will occur? Allow
last year students to share their victories
3.Delay in realization of outcomes - how long will I have to wait before the
outcomes occur? Set concrete, short term goals attached to time and place.
4.Impulsiveness- the individual’s natural tendency to be distracted or make other
choices based on instant gratification
 Engagement as motivational factor
• Engagement is the all-involving psychological commitment of an employee to
the role he or she fulfils in the organisation and taps into an employee’s
motivation to try harder and to put in extra effort
• Engaged employees express themselves physically, cognitively and emotionally
(affective) whilst they are performing their jobs
• It is the investment of an individuals complete self in a role
• Engagement has a positive outcome for both the organisation and the individual
• Have the right people in the right jobs, leaders with the right skills and
supportive systems and strategies
 Engagement as motivational factor
• Engaged employees demonstrate a strong passion for commitment and
identification with the job and the organisation (citizenship)
• Engaged people are tough and hold people accountable for their performance
• Organisation functions should be geared to fostering engagement in the organisation
• Long term outcomes of engagement – satisfied, loyal customers, increase profits, quality
products and growth
• Engagement is a better predictor of performance than job involvement, job satisfaction,
and intrinsic motivation
• Organisations to assess and enhance engagement
• Engagement is a strong predictor of performance and organisation citizenship
 A holistic Approach to motivation
• The assumption is that a human is:
a organised whole, functioning in a totality through the interaction of various
needs, expectations, beliefs, personality traits, skills and abilities
• Humans are unique with a dynamic nature
• All motivational theories should be used in their totality to understand human
motivation in the organisation
• The different motivation theories complement one another and provide a
framework for our evolving understanding of human behaviour
• When a problem arises in the organisation it might not be a motivation problem
• If it is a motivation problem the interrelatedness of the employee, the job context
and the organisation culture should be considered
 A holistic Approach to Motivation
• The various approaches to motivation should be considered and utilized in
analysing and rectifying the situation
• Engagement explains the difference between high and low performance in an
organisation and it can take motivation to new levels
• Both management and HR to drive the intervention
• An organisation culture of: achievement, self-actualisation and continuous
learning is conducive to quality products and services
• Motivation is a well thought out technique that managers can use to explore
human potential and talents and to instil ethical values in the organisation.
Summary
• Set meaningful goals to motivate people
• Understand money as a motivator
• Understand how to motivate contingent employees
• Understand what it takes to motivate learners
• Understand the importance of engagement as a motivating factor
• Adopt a holistic approach to motivation