Course Outline:

• Introduction to motivation
• Strategies For Employee Motivation
• Motivation strategies and theories including:
– Maslow theory
– Herzberg
– McGregor’s Theory
– McClelland’s theory
• Responses to Job Dissatisfaction matrix
• Basic Categories of Rewards
• Differences between teams and groups
• Defining what a Team means and types of teams
• Team building process: forming , storming , norming, performing and adjourning
• Introduction to negotiation
• Negotiation strategies

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Motivation

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Achieve & Acquire

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 4 Drive-Model of
Employee Motivation

Drive A: Achieve & Acquire

This drive is primarily satisfied through

a company’s Reward System. This
drive is met when companies have a
total reward system that:
• Highly differentiates top performers from average performers and
average performers from poor performers
• Clearly ties rewards to performance
• Recognition is given for outstanding performance
• Pay is above competitive benchmarks in the city/industry
• Top employees are promoted from within

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 4 Drive-Model of
Employee Motivation
Drive B: Bond & Belong

This drive is mostly met through

an Organizations Culture.
Organizations who’s culture is one that:

• Embraces teamwork
• Encourages the development of friendships and bonding one in
which employees can depend on their peers to help them
• A culture that values collaboration
• A culture that celebrates and shares
• A culture that is focused on the “employee first” are crucial to this
drive being met.

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 4 Drive-Model of
Employee Motivation
Drive C: Challenge & Comprehend
This drive is fulfilled primarily through Job and
Organizational Structure. Organizations
need to ensure that the various job roles within
the company provide employees with
stimulation that challenges them or allows
them to grow. Job roles that satisfy this drive
should:
• Be seen as important in the organization;
• Roles should relate to contribution to the organization;
• Organizational structures that provide growth opportunities within
the company;
• Job rotational opportunities that can provide new challenges are the
key to fulfilling this particular drive.
• Focus on learning and development 9
 4 Drive-Model of
Employee Motivation
Drive D: Define & Defend

It is the employee feeling alignment and

connection to the organization; through a
company’s Vision/Reputation and their
Performance Management System in
the marketplace can help create that
alignment with employees. The company
should be perceived to be:
• Fair; providing a valued service or good; ethical; and good
stewards.
• Organization’ performance management systems can also help
through giving insight into the company’s vision.
• Performance management system should be one that is: open
and transparent; perceived to be fair; provides direction; and that
is trusted by employees. 10
 Main Motivation Theories

• Maslow's Needs Hierarchy Theory

• Theory X and Theory Y

• McClelland's Human Motivation Theory

• Herzberg’s Hygiene-Motivator (Two-Factor)

theory

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Hierarchy Of Needs

Abraham Maslow

(1908 – 1970)

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 What Motivates You?

• Maslow’s theory
of human motivation

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 Hierarchy of Needs

1. Physiological
– Hunger
– Thirst
– Shelter 14
 Hierarchy of Needs

2. Safety
– Security
– Protection
from harm

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 Hierarchy of Needs

3. Social:
– Affection
– Belonging
– Acceptance
– Friendship

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 Hierarchy of Needs

4. Esteem: (also called ego)

– Self respect
– Autonomy
– Achievement
– Status
– Recognition
– Attention

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 Hierarchy of Needs
5. Self actualization

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 Hierarchy of Needs
• Maslow defined Self-actualization as the desire for self-
fulfillment, doing what one is fitted for, to become everything
that one is capable of becoming.

• Maslow points out that the hierarchy is dynamic; the

dominant need is always shifting.

• The hierarchy does not exist by itself, but is affected by the

situation and the general culture.

• Satisfaction is relative.

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Douglas McGregor’s
Theory X & Theory Y

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Theory X Theory Y

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McClelland’s
Motivation theory

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 McClelland’s
Motivation theory
Dominant Motivator Characteristics of This Person

• Has a strong need to set and accomplish challenging goals.

• Takes calculated risks to accomplish their goals.
Achievement • Likes to receive regular feedback on their progress and
achievements.
• Often likes to work alone.

• Wants to belong to the group.

• Wants to be liked, and will often go along with whatever the rest of
Affiliation the group wants to do.
• Favors collaboration over competition.
• Doesn't like high risk or uncertainty.

• Wants to control and influence others.

• Likes to win arguments.
Power
• Enjoys competition and winning.
• Enjoys status and recognition.
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 McClelland’s
Motivation theory

Need for Achievement

• People motivated by achievement need challenging, but
not impossible, projects. They thrive on overcoming
difficult problems or situations, so make sure you keep
them engaged this way. People motivated by
achievement work very effectively either alone or with
other high achievers.

• When providing feedback, give achievers a fair and

balanced appraisal. They want to know what they're
doing right – and wrong – so that they can improve.

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 McClelland’s
Motivation theory
Need for Affiliation
• People motivated by affiliation work best in a group
environment, so try to integrate them with a team (versus
working alone) whenever possible. They also don't like
uncertainty and risk. Therefore, when assigning projects
or tasks, save the risky ones for other people.

• When providing feedback to these people, be personal.

It's still important to give balanced feedback, but if you
start your appraisal by emphasizing their good working
relationship and your trust in them, they'll likely be more
open to what you say. Remember that these people
often don't want to stand out, so it might be best to
praise them in private rather than in front of others.
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 McClelland’s
Motivation theory
Need for Power
• Those with a high need for power work best when
they're in charge. Because they enjoy competition, they
do well with goal-oriented projects or tasks. They may
also be very effective in negotiation or in situations in
which another party must be convinced of an idea or
goal.
• When providing feedback, be direct with these team
members. And keep them motivated by helping them
further their career goals.

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4 Important Facts about
Employee Engagement

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Categories of Reward

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 Team Definition
A group of people whose members have
complementary skills and are committed to a
common purpose or set of performance goals for
which they hold themselves mutually accountable.
Team Synergy

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Groups vs. Teams

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 Teamwork and Personality
The relationship between members’ personalities and team performance can
be quite strong, but the exact relationship depends on the type of task that the
team is trying to accomplish. Researchers have several ways of determining
the personality of the team; however, all methods are based on aggregating
individuals’ scores. The personality traits that have important effects on team
performance include:

• Agreeableness
• Emotional stability
• Degree of conscientiousness
• Team-level extraversion
• Openness to experience.

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Delphi Group
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 Delphi Technique
The Delphi method is a structured communication technique or method,
originally developed as a systematic, interactive forecasting method which
relies on a panel of experts.

The experts answer questionnaires in two or more rounds. After each

round, a facilitator or change agent provides an anonymised summary of
the experts' forecasts from the previous round as well as the reasons they
provided for their judgments.

Thus, experts are encouraged to revise their earlier answers in light of the
replies of other members of their panel. It is believed that during this
process the range of the answers will decrease and the group will converge
towards the "correct" answer.

Finally, the process is stopped after a predefined stop criterion (e.g. number
of rounds, achievement of consensus, stability of results) and the scores of
the final rounds determine the results.
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 Are Delphi Groups Effective?
• Delphi groups eliminate the effects of dominant personalities on group decision
making and the effects of perceived member status on group decision making.

• E. mail systems and the online tools create obvious advantages to the use of
Delphi groups.

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 Size of Teams
• There is no one ideal number of team members for all situations.
Many studies have examined the relationship of team size and team
performance, and two lines of thought have emerged.

• The first suggests that the relationship between team size and team
performance is shaped like an inverted U. Thus, as teams become
larger, the diversity of skills, talents, ideas, and individual associate
inputs into the task is greater, leading to improved performance.

• However, as the number of team members increases, the need for

cooperation and coordination also increases. At some point, the
effort that goes into managing the team will outweigh the benefits of
having more members, and team performance will begin to decline.

• Thus, the relationship between team size and team performance

depends on other factors, such as the task or the environment.
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 Team Size and Performance

High No one best team size for all tasks

Team Performance

1. Task
2. Work Environment
Low

2 5 8 11 13 . . .

Number of Team Members

Adapted from Exhibit 11-2: The Relationship Between Team Size and Team Performance. Organizational Behavior, Strategic Approach

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 Managing for Effective Teams

Top Management Support Support Systems

• Explicit vision and strategic
plan • Technology

• Use results-oriented • Information systems

measurement of outcomes

• Actively include associates at • Selection of team members

all levels in decision-making
process • Training

• Make explicit decisions about • Rewards

using teams
• Leadership
• Actively manage and review
support systems for teams.

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Stages of Team Development
Bruce Tuckman’s model 5
Adjourning
4
Performing

3
Norming

2
Storming

1 Punctuated Equilibrium Model (PEM)

Forming Group formation depends on the task at hand and the deadlines for that task
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Forming Stage 1

• There is no teamwork at all at this stage.

• Everything from values to job descriptions are
undefined.
• No leadership exists
• Individuals have no sense yet about what is
expected of them
• Expectations, purpose, and resources need to
be identified

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Forming Stage 1
Members Behavior

 True feelings withheld from

 Fear of upsetting others or
 Giving wrong impression “People tend to be polite”
 Explore group behavior
 Suspicious
 Excited & Anxious
 Optimistic

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Forming Stage 1
Team Leader Role
 Instills pride
 Encourages attachment
 Exercises patience
 Creates vision
 Directs members

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 Storming Stage 2
(Conflict)

• Members are starting to assert themselves to regain

their individuality, power, and influence to satisfy
their need for respect from others
• Team members begin to realize the difficulty of task
and become impatient with team progress
• Members may feel defensive
• Strongly expressed view
• Challenging the ideas of others
• Poor listening
• Lack of collaboration and competing for control
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Storming Stage 2
(Conflict)

Members Behavior
 Arguments/Impatient
 Sharp attitudes
 Competition
 Resist cooperation / Jealous

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Storming Stage 2
(Conflict)

Team Leader Role

 Encourages healthy competition
 Coordinates activities
 Coaches team members
 Resolves conflict

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 Norming Stage 3
(Reconciling Differences)

• A distinct shift in the attitudes of the group members

from competition to collaboration
– Active listening
– Active participation by all members
– Conflicts seen as mutual problems to be resolved
• Wherever the vision, mission and goals may have
originally come from, they are managed by the team
in support of senior management.
• Team is able to meet deadlines, specifications, and
budget
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Norming Stage 3
(Reconciling Differences)

Members Behavior
 Accept norms = ground rules
 Cooperation develops
 Individuality declines
 Loyalties develop
 Conflict reduced

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Norming Stage 3
(Reconciling Differences)
Team Leader Role
 Recognizes achievement
 Friendly
 Encourages cohesion
 Supports members

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Performing Stage 4
• Performing teams share Openness and trust
• Share information more openly in order to increase
output quality
• Highly creative
• Main issue for productive team is to determine:
"How can we better achieve what is expected?”
• They work hard to resolve conflicts that may set
them back
• They expect leadership from top in making
decisions
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Performing Stage 4
(Achievement)

Members Behavior
 Relations develop
 Accept team behavior
 Satisfaction
 Attachment develop
 Constructive effort

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Performing Stage 4
(Achievement)

Team Leader Role

 Recognizes achievement
 Encourages creativity
 Manages conflict
 Builds relations

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Adjourning Stage 5

Members Behavior
 Pride
 Strong cohesion
 Survival
 More effective

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Adjourning Stage 5
Team Leader Role
 Adjustment
 Relations
 Diagnosis
 Leader of leaders

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Exercise
Strategic Lens

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 What is Negotiation?
• Negotiation is a basic means of getting what
you want from The Other Side (TOS).

• It is back-and-forth communication designed

to reach an agreement when you and the
other side have some interests that are
shared and others that are opposed.

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Negotiation is a process of

• Interaction by which two or more parties who

need to be jointly involved in an outcome
• They have different objectives presented as
different alternatives & positions
• They use argument and persuasion to resolve
their differences in order to achieve a mutually
acceptable solution.

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Competing
Win at any cost
(I Win – You Lose)
(I Win – You Win)

Avoiding Accommodating
Concerned for Relationships
(I Lose – You Lose)
(I Lose – You Win)

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 Competing Mode (I Win – You Lose)

• Primarily concerned with achieving their own goals regardless

of the impact on others
• Views negotiation as a win/lose rather than a problem solving
activity
• Often utilize manipulative tactics such as attacks, threats, and
other aggressive behavior to achieve their objectives
• Effective when long term relationship is not important and
short term task is important

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Pros & Cons for Competing Mode (I Win – You Lose)

Pros
• It can lead to automatic victory if you have more power
than the other person.
• Takes less time.
Cons
• May be costly & time consuming
• The other side can become resentful.

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 Avoiding Mode (I Lose – You Lose)

• Primarily concerned with avoiding intra-personal conflict

• Is useful when the stakes of a negotiated outcome are not
worth the investment of time or the potential for igniting
conflict
• Characterized by sidestepping, postponing, and ignoring the
issue or situation
• Effective when avoidance of the situation or issue does not
greatly affect the relationship and short term task is not
important to either party

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Pros & Cons for Avoiding
(I Lose – You Lose)

Pros
• You might keep a good relation with TOS
Cons
• Might lose a good business opportunities
• Short term strategy

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 Accommodating Mode
(I Lose – You Win)

• Primarily concerned with the relationship between the parties

• Easily gives the other side concessions in hopes of
strengthening the relationship, but often gives away too much
too soon
• Tend to neglect their own needs in favor of helping the other
side get what they want
• Effective when long term relationship is important and short
term task is not important

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Pros & Cons for
(I Lose – You Win)
Accommodating Mode
Pros
• When you recognize that the fight isn't worth it, you give
in and the conflict is over quickly.
• You could get people to owe you a favor
(accommodating you) in the future.
Cons
• You may lose a lot by giving up easily.
• Reputation of being a softy.
• You could lose power.

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 Compromising Mode (Split the difference)

• The style falling between accommodating and competing

• Useful when time is a concern or there is a strong relationship
between the parties
• Requires concessions from both sides to find agreement
• Does not focus on legitimate or fair standards for settlement
and instead utilizes “Meet in the middle,” or “Split the
difference” solutions

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Pros & Cons for (Split the difference)

Compromising Mode
Pros
• Both parties can gain something
Cons
• Difficult to start with

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 Collaborating Mode (I Win – You Win)

• Focuses on using problem solving methods to create value

and discover mutually satisfactory agreements
• Utilizes the creativity of both parties to find solutions to both
sides’ interests
• Tend to be assertive about their needs and cooperative with
the other side
• Effective when long term relationship is important and short
term task is important

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Pros & Cons for
Collaborating Mode (I Win – You Win)

Pros
• Both sides will win.
• Personal relationships can improve
Cons
• Collaborating can take a long time.
• If not properly applied; will be perceived
weak by people with competing style

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 (I Win – You Win)
Recommended situation in using
Collaborating Mode

• Long term goals are important

• Negotiation within the organization
• The two sides have common ground
• TOS seems to appreciate collaborating strategy
not willing for competing strategy

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