Chapter 5

Motivation

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MOTIVATIONAL DRIVES
Case Model
Hyatt Hotel hired people in various post, provided trainings to
learn hotel operations, gave benefits and incentives. However, in a
year or two, some employees desire faster promotions into
management positions, seeing that the long road ahead to their
goal, they search for a new employer who can readily provide
higher positions.
Cause of Dissatisfaction?
Slow expansion of the company
Slow individual progression rates

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MOTIVATIONAL DRIVES
Case Model: Hyatt Hotel
Motivational Approach Applied:
Allowed employees opportunities to create new ventures as
entrepreneurs in related fields (ex. Party catering, rental shops).
Resulted to 60% retention of managers which increased Hyatts
revenues
Results of Motivation:
Increase in satisfaction of employees
Provided valuable experience to the work force as entrepreneurs

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MOTIVATIONAL DRIVES
MOTIVATION

Is the result of a set of internal and external forces

that cause an employee to choose an appropriate
course of action and engage in certain behavior
Why do you motivate employees?
- to achieve organizational goals

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MOTIVATIONAL DRIVES
Four major indicators of employee motivation
(Commonly valued by employees):
1. Engagement degree of enthusiasm, initiative, effort put forth
2. Commitment degree to which employees bond with
organization and exhibit acts of organizational citizenship
(Corporate Culture)
3. Satisfaction a reflection of the fulfillment of the psychological
contract when they were applying for work
4. Retention (Low Turnover) Very few loss of valued employees
due to dissatisfaction

When employers address all four factors, employees are successfully

motivated, resulting to organizational success

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MOTIVATIONAL DRIVES

Motivation Drives (Drivers)

-strong desire for something as a product of the
cultural environment in which they live
-But if you're managing or leading a team, it's
essential to know what motivates (drive) your
people, how they respond to feedback and praise,
and what tasks fit them well.

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MOTIVATIONAL DRIVES

Three (3) Motivation Drives (Drivers)

Achievement
Motivation

Affiliation
Motivation
Power
Motivation

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MOTIVATIONAL DRIVES

Achievement Motivation
Standards of excellence are clear, with opportunity
to set goals and perform successfully against those
standards.
Characteristics:
Are usually competitive and work well independently.
Is reinforced and maintained by providing challenging work
that stretches capabilities, along with concrete standards for
success and clear, unambiguous feedback.
Specific and descriptive feedback
allows them to set their own goals

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MOTIVATIONAL DRIVES

Affiliation Motivation
Are often friendly and work best when they feel
appreciated and their work environment gives them
the opportunity to interact with others.
Characteristics:
Motivation is reinforced and maintained by providing work
where cooperation with co-workers is required, personal
interaction is encouraged, and team building efforts are valued.
Positive feedback that's not specific
Lets them know they're liked and accepted, but will not
develop the achievement or power motive.
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MOTIVATIONAL DRIVES

Affiliation vs Achievement
Achievement

Affiliation

-Expectations can result in selffulfilling prophecies. If a student

expects to get an A on a term
paper, shell work hard, and her
work will be more likely to earn
her an A.

work better when they are

complimented for their
favorable attitude &
cooperation

Surround themselves with

friends and likeable people

Satisfied with being with

friends

-Employee tend to have more

motivation to achieve if they feel
they have control over some
aspects of their work.
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MOTIVATIONAL DRIVES

Power Motivation

Impact the working environment. Are able to

persuade and/or influence others. Likes to control.
Characteristics:
Usually have an interest in moving up in the organization
Reinforced and maintained by allowing personal control over work
pace and methods, as well as opportunities to influence especially
if they can deal directly with people higher in the organization.
Encourage peoples' involvement in problem solving and decision
making, resulting to satisfying and/or developing their power motive
because it gives them influence over their work and other people.:

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MOTIVATIONAL DRIVES

Managerial Application of Drives Case Sample

One of your team members recently created a report that
was so thorough and well-written that the board of
directors asked you to make sure that she was praised for
her efforts.
So, at your monthly staff meeting, you stood up in front of
the group, and congratulated her on her achievement, and
for the good impression she made for the team.
However, instead of smiling and appreciating the attention,
she looked embarrassed. She lowered her head, and as
soon as she could, she left and went to her office.
What did you do wrong?
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HUMAN NEEDS

Types of Needs
Primary needs (Basic physical needs): food, water, sex, sleep, air, etc
- important for survival of the human race
Secondary needs planning is required to address these needs
- Are strongly conditioned by experience
- Vary in type and intensity among people
- Are subject to change across time within any individual
- Cannot usually be isolated, but rather, work in combination & influence one another
- Are often hidden from conscious recognition
- Are vague feelings as opposed to specific physical needs
- Influence behavior
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HUMAN NEEDS
Recognizing the Secondary Human Needs other than the basic
physical and universal needs of man, theories were formed, researches
were made, to prove their validity.
The prominent and widely used theories are:

Maslows Hierarchy of Needs

Herzbergs Two-Factor Model
Alderfers E-R-G Model
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Skills used to the fullest,

using talent to maximum,
combination of values
and purpose

Higher Needs

Lower Needs

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HUMAN NEEDS

Maslows Hierarchy of Needs

What should managers do?
-Identify and accept employee needs
-Recognize that needs may differ among employees
-Offer satisfaction for the particular needs currently unmet
-Realize that giving more of the same reward (especially
lower needs) may have a diminishing impact on motivation

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HERZBERGS TWO-FACTOR THEORY

Improving Job Context
decreases job
dissatisfaction:
Working Conditions
Co-worker relations
Policies and Rules
Supervisor Relation
Base Salary, Benefits
Improving Job Content
increases job satisfaction:
Achievement
Recognition
Responsibility
Work Process
Career Advancement
Personal Growth

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HUMAN NEEDS

Herzbergs Two-Factor Model

Employees are motivated primarily by what they do for
themselves. When they take responsibility or gain recognition
through their own behavior, they are strongly motivated
Widely criticized
-Applies mainly for managers, professionals, upper level whitecollar employees (executives)
-Appears to reduce importance of pay, status, relation to others
as motivational drivers

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HUMAN NEEDS

Alderfers E-R-G Model

Self
Development,
Creative
Work

Inter-Relations,
Feelings

Food-Water-Shelter
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HUMAN NEEDS

Comparison of the three models

1. Maslow and Alderfer focus on internal needs of employees,
Hersberg focused on both the job content and context that
could be provided for need satisfaction of employees
2. Aldelfer suggested that if you fail to satisfy the growth need, it
will be converted gain to existence needs
3. All 3 models indicates that before managers tries to administer
reward, discover first which need or needs dominate a
particular employee at a time
4. Employees may already satisfied their lower needs, so now
they are motivated mainly by higher order of needs

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Compare: ERG, Maslow, Herzberg

ERG
Theory

GROWTH

Hierarchy of Needs
Theory

Self-Actualization
Self-Esteem
Social-Esteem

RELATEDNESS

Social Needs -Belongingness

Interpersonal Security
Physical Security
EXISTENCE
Physiological Needs
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Herzbergs
Two-Factor Theory
MOTIVATORS
Work itself
Achievement
Possibility of growth
Responsibility
Advancement
Recognition
HYGIENE FACTORS
Status
Relations with Superiors
Peer Relations
Relations with Subordinates
Quality of Supervision
Company policy
Job Security
Working Conditions
Salary/Pay

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Organizational behavior modification (OB MOD)

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 Organizational behavior modification (OB MOD)

OB MOD is the application in organization of the principles of
behavior modification from the work of B.F. Skinner.
Skinner invented the Operant Conditioning chamber, also known
as the Skinner Box. He was a firm believer of the idea that human
free will was actually an illusion and any human action was the
result of the consequences of that same action. If the
consequences were bad, there was a high chance that the action
would not be repeated; however if the consequences were good,
the actions that led to it would be reinforced. He called this the
principle of reinforcement

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BEHAVIOR MODIFICATION

Organizational behavior modification

Provides perspectives on the dynamics by which employee

can be motivated

Law of Effect
Alternative Consequences
To Modify Behavior
Positive reinforcement
Shaping
Negative reinforcement
Punishment
Extinction
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ORGANIZATIONAL BEHAVIOR MODIFICATION (OB MOD)

What is Law of Effect (Reinforcement Theory)?

OB Mod relies heavily on the law of effect, which states that a
person tends to repeat behavior that is accompanied by favorable
consequences (reinforcement) and tends not to repeat behavior that
is accompanied by unfavorable consequences.
In the workplace, there are levels of acceptable behavior. As a
manager, it is important to use appropriate techniques that reinforce
acceptable behavior and deter inappropriate behavior. This lesson
describes how reinforcement theory is used to influence employee
behavior through consequences.
Managers should be able to identify powerful consequences (as
perceived by employees) and be able to control and administer
these that employees should be able to see the connection between
the behavior
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Law of Effect
Through conditioning, an individual
makes an association between a
particular behavior and a consequence.
Example 1: Parents rewarding a childs
excellent grades with candy or some
other prize.
Example 2: A schoolteacher awards
points to those students who are the
most calm and well-behaved. Students
eventually realize that when they
voluntarily become quieter and better
behaved, that they earn more points.

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HUMAN NEEDS

Issues
1. Difficult to measure because needs and motivation vary from
individual to individual
2. Just knowing the needs does not directly suggest to managers
what they should do with the information (no actions given)
What will reinforce employees high performance?

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BEHAVIOR MODIFICATION

Alternative Consequences

(Reinforcement and Punishment to sustain behaviors)

Extinction- is the withholding of significant

positive consequences that were previously
provided for a desirable behavior. Such desirable
behavior needs to be reinforced to encourage the
person to repeat the action in the future. If no
reinforcement by the manager, the employees
behavior tends to diminish (become extinguished)
through lack of reinforcement.
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 Reinforcement and Punishment

Learning: Negative Reinforcement vs. Punishment
https://www.youtube.com/watch?v=imkbuKomPXI

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BEHAVIOR MODIFICATION

Alternative Consequences
Positive Reinforcement
When a sales representative meets a sales quota (a desired behavior),
she is rewarded with a pay bonus (positive reinforcement), making it
more likely for the sales representative to want to repeat that same
behavior that resulted in the positive reinforcement.
Negative Reinforcement
If the sales representative does particularly well in one region
(behavior), she is rewarded by not being asked to work in more
challenging regions where sales have been difficult to achieve
(negative reinforcement). The sales representative will continue to
work hard in the region she is currently assigned so that she is not
forced to work in the less favorable one.
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BEHAVIOR MODIFICATION

Alternative Consequences
Punishment
Punishment is used by managers to decrease the probability of an
inappropriate behavior being repeated by employees.
Examples of punishments include demotions, threats, suspensions,
and the loss of employee perks. Punishment essentially applies
negative consequences for undesirable behavior.
Remember, punishment, though extremely popular, should only
be used if positive and negative reinforcement cannot be used or
have failed previously.

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BEHAVIOR MODIFICATION

Alternative Consequences
Positive Punishment
In an attempt to decrease the likelihood of a behavior occurring in
the future, an operant response is followed by the presentation of an
aversive stimulus. This is positive punishment.
If you stroke a cat's fur in a manner that the cat finds unpleasant, the
cat may attempt to bite you. Therefore, the presentation of the cat's
bite will act as a positive punisher and decrease the likelihood that
you will stroke the cat in that same manner in the future.

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BEHAVIOR MODIFICATION

Alternative Consequences
Negative Punishment
In an attempt to decrease the likelihood of a behavior occurring in
the future, an operant response is followed by the removal of an
appetitive stimulus. This is negative punishment.
When a child "talks back" to his/her mother, the child may lose the
privilege of watching her favorite television program. Therefore, the
loss of viewing privileges will act as a negative punisher and
decrease the likelihood of the child talking back in the future.

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BEHAVIOR MODIFICATION

Alternative Consequences
Shaping
A systematic and progressive application of positive reinforcement.
The method requires that the participant perform
actions that are at first rewarded, then gradually
changed to encourage the manifestation of a specific,
pre-selected action. Thus, shaping is a very useful tool
for training people to perform a difficult task .
Example:
Training programs for employees to
improve performance or Takt Time
Training for sports
Training animals /pets
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BEHAVIOR MODIFICATION

Schedules of Reinforcement
Allows monitoring how often, how well employees are performing

Frequency with which the selected consequences accompanies a

desired behavior
Continuous reinforcement
Partial reinforcement

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BEHAVIOR MODIFICATION

Frequency of Reinforcement
Continuous

reinforcement

-the desired behavior is reinforced every

single time it occurs.
- Generally, this schedule is best used during
the initial stages of learning in order to create
a strong association between the behavior
and the response. Once the response if firmly
attached, reinforcement is usually switched to
a partial reinforcement schedule.

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BEHAVIOR MODIFICATION

Frequency of Reinforcement

Partial reinforcement

In partial reinforcement, the

response is reinforced only part of
the time. Learned behaviors are
acquired more slowly with partial
reinforcement, but the response is
more resistant to extinction.

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BEHAVIOR MODIFICATION

Schedules of Reinforcement
Fixed-interval schedules
Variable-interval schedules
Fixed-ratio schedules
Variable-ratio schedules

Learning: Schedules of Reinforcement

https://www.youtube.com/watch?v=GLx5yl0sxeM
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BEHAVIOR MODIFICATION

Schedules of Reinforcement
Fixed-interval schedules

where the first response is rewarded only after a

specified amount of time has elapsed. This
schedule causes high amounts of responding near
the end of the interval, but much slower
responding immediately after the delivery of the
reinforcer.
In the Real World: A weekly paycheck is a good example of a
fixed-interval schedule. The employee receives reinforcement
every seven days, which may result in a higher response rate as
payday approaches.

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BEHAVIOR MODIFICATION

Schedules of Reinforcement
Variable-interval schedules

where a response is rewarded after

an unpredictable amount of time
has passed. This schedule produces
a slow, steady rate of response.
Your Employer Checking Your Work: Does your boss drop by
your office a few times throughout the day to check your
progress? This is an example of a variable-interval schedule.
These check-ins occur at unpredictable times, so you never
know when they might happen.

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BEHAVIOR MODIFICATION

Schedules of Reinforcement
Fixed-ratio schedules

a response is reinforced only after a

specified number of responses.
Examples

Production Line Work: Workers at a per-piece basis factory are

paid for every 15 piecess they make. This results in a high
production rate and workers tend to take few breaks. It can,
however, lead to burnout and lower-quality work

Collecting Tokens in a Video Game: In many video games, you

have to collection so many tokens, object, or points in order to
receive some type of reward.
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BEHAVIOR MODIFICATION

Schedules of Reinforcement
Variable-ratio schedules

is a schedule of reinforcement where a

response is reinforced after an unpredictable

number of responses. This schedule creates a

high steady rate of responding.
Example
Slot machines: Players have no way of knowing how many times they have to play
before they will win. All they know is that eventually a play will win. This is
why slot machines are so effective and players are often reluctant to quit. There
is always the possibility that the next coin they put in will be the winning one.
Sales bonuses: Call centers often offer random bonuses to employees. Workers
never know how many calls they need to make in order to receive the bonus,
but they know that they increase their chances the more calls or sales they
make.
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BEHAVIOR MODIFICATION

THE MOTIVATION AND GOAL SETTING

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THE MOTIVATION AND GOAL SETTING

Developed by Latham and Locke, Goal-Setting Theory says that

when:
1. challenging goals are set for an employee,
2. the proper tools are provided to accomplish those goals and
positive feedback is given,
the employee feels satisfaction with the performance and the
reward.
This makes the employee want to strive to accomplish an even
more challenging goal.

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THE MOTIVATION AND GOAL SETTING

Motivational goals needed to have the following five dimensions:
Clarity, Challenge, Commitment, Feedback, and Complexity.
1st

Goals need to be clear and measurable such as: My goal is to

reduce maintenance downtime by 15 percent.

2nd

Goals must be challenging, with achievement as the final

payoff.

3rd

Employees must feel like part of the goal-setting process to

be committed to a clearly relevant goal.

4th

There must be a program that involves feedback, recognition

and progress reports.

5th

The task must be complex but not overwhelming, with

sufficient time and resources available.

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GOAL SETTING
Self-Efficacy: Refers to an individuals belief that he/she is
capable of performing a task successfully (capabilities &
competence). It has a direct relationship with a persons
confidence and thus with goal setting.

Hence, it is a primary role of managers to build employees

Self-Efficacy.

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THE EXPECTANCY MODEL

Vroom Expectancy Theory (3 Factor Theory)

FORMULA Expectancy Theory

1. How much one wants a reward- Strong Desire Valence

2. Ones estimate of the probability that efforts will result in
successful performance High Appraisal Expectancy
3. Ones estimate that performance will result in receiving the
reward Promotion to Higher Position Instrumentality
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THE EXPECTANCY MODEL

How the Model Works

Employees motivation depends on whether he/she wants the reward

being offer for doing a good job and whether he/she believes that
more effort will lead to that reward.
The Impact
Primary outcomes Result directly achieved from an action
Ex. Employee secures more training and eventually was rewarded
with a promotion and the pay that goes with it. (Primary)
Secondary outcomes Follow from the primary outcome
Ex. After promotion (Primary) status and recognition that goes with
it from associates is the secondary reward.

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THE EQUITY MODEL

Equity theory
Employees tend to judge fairness by fair balance between an
employees inputs (Hard work, skill level, tolerance, enthusiasm,
contributions) and an employees output (salary, benefits,
recognition , rewards) , and also by comparing this ratio with the
ratios of other employees

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THE EQUITY MODEL

Equity theory
Balance

What I put into my job: time, effort,

ability, loyalty, tolerance, flexibility,
integrity, commitment, reliability, heart
and soul, personal sacrifice, etc.

What I get from my job: pay, bonus,

perks, benefits, security, recognition,
interest, development, reputation,
praise, responsibility, enjoyment, etc.

employees become de-motivated, both in relation to their job and their

employer, if they feel as though their inputs are greater than the outputs.
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THE EQUITY MODEL

Usefulness of Motivational Models

Understanding how needs create tensions, that stimulate effort to
perform, and how effective performance brings the satisfaction of
rewards, is useful assessment for managers in developing
programs to improve employees productivity

A different approach to motivation

Daniel Pink: What Really Motivates Workers

https://www.youtube.com/watch?v=feDJ3zL23qw
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Questions
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