Session run at Southampton University Business School Fall 2014

1. MSc Project Management
MANG6311 Motivation
Dr. Ian Cammack
i.j.cammack@soton.ac.uk

2. Context
• Motivations behind theories of motivation
– Individual performance-based reward systems
– Designing work to increase performance outcomes
• Be aware: Difference between theories that describe and theories that
prescribe

3. Guiding Principles:
• “Economic” Perspective: Human beings are driven by economic
needs/aspirations
 Role of the manager:
 Competence through training and efficient workplace
 Set pay / bonus to meet targets

4. • “Social” perspective
– Relationships between members of work teams and between teams
and managers are strong influences on production
 Role of the manager:
– Create richer jobs (breadth), self direction,
& opportunities for growth
Guiding Principles:

5. Reinforcement
Theory
Needs Behaviours Rewards
Feedback
Content
Theory
Process
Theory
Theories of Motivation:

7. Maslow’s hierarchy of needs
http://i.poweredtemplates.com/i/dg/01/289/ppt-diagram-chart-b.jpg

8. Self Actualisation Creative & challenging work, participation in
decision making, job flexibility / autonomy
Esteem Responsible / important job, promotion to
higher status, praise & recognition
Social needs Friendly co-workers, interaction with customers,
Pleasant supervisor
Safety needs Safe working condition, job security,
Base compensation & benefits
Physiological needs Rest & refreshment breaks, physical comfort
on job, reasonable work hours
Schermerhorn & Wright (2009)

9. • It is a journey not a destination
• Never completely satisfied on any level just displaced
• Maslow’s view was we are not all actualisers and society should create
conditions for the ‘elite’ to succeed
• Be aware of intrinsic and extrinsic motivators

10. Herzberg
http://research-methodology.net/wp-content/uploads/2012/07/Two-Factor-Theory.jpg

11. • 200 engineers & accountants
• Not all jobs can or should be enriched
• Assumption is a satisfied worker is a motivated worker
• Vertical loading essential for more responsibility, recognition, growth,
achievement, challenge and advancement
• Job enrichment providing whole tasks, greater skills & expertise

12. Achievement
Affiliation
Power
Seeks Expects
Realistic goals but challenging
goals
Desire to solve problems, or to
master complex tasks
Specific & relevant feedback on
the progress
Sense of accomplishment
To lead, to be in control, be
influential and to make an
impact
To be responsible for others
Increased personal status &
prestige
To be respected and to followed
Amicable working relationships
Interaction with others
To be liked and to be held in
popular regard
McClelland’s Theory

14. Process theories of motivation
• How people make choices to work hard or not.
• Individual preferences.
• Available rewards.
• Possible work outcomes.
• Types of process theories:
• Equity theory.
• Expectancy theory.
• Goal-setting theory.

15. Expectancy Theory
To
achieve
To
realize

16. 16
To
achieve
To
realize
What is the
probability that I
can perform at
the required
level?
What is the
probability that
my good
performance will
lead to
outcomes?
What value do I
place on the
outcomes?

17. Equity Theory

18. Equity Theory

19. Behaviour as a Consequence of Inequality
• Change work inputs – e.g. increase/decrease amount or quality of work)
• Change the outcomes – e.g. attempt to change pay, conditions, status, recognition -
without change to inputs
• Cognitive distortion of inputs/outcomes – e.g. distort facts such as how hard they are
really working
• Leave the field – find a new situation with a more favourable balance
• Act on others – to bring about changes in them - e.g. lower their inputs
• Change the object of comparison – compare self with a different co-worker.
• (Mullins, 2005)

20. Path : Goal Theory
Direction - specific goals direct your focus to relevant
activities
Effort - need to devote more intense levels of effort
toward difficult goals - assumes people are goal driven
Persistence - specific, difficult goals encourage you to
persist longer at a task than would be the case without
such goals

22. Reinforcement Theory

23. Reinforcement Theory

24. Different types of rewards

25. Guidelines for the distribution of extrinsic rewards.
– Identify the desired behaviors.
– Appreciate the rewards that have the potential to work.
– Recognize individual differences.
– Let each person know exactly what must be done. Set clear targets
and give performance feedback.
– Allocate rewards immediately upon the appearance of the desired
behaviors.
25

26. Integrated theory of motivation.

27. Amy Chua with her daughters, Louisa
and Sophia,
Source: Wall Street Journal Jan. 8, 2011
Motivation is a complex phenomenon
• Individual’s intrinsic motivation/reward character
• Individual’s learned behaviours
• Relationships within workforce/teams
• Relationships with management
• Perceived value of extrinsic rewards – financial and non-financial
Etc, etc

28. Tips for Motivating People
1. Thank people for good job
2. Listen to people
3. Give feedback
4. Give rewards
5. Keep them informed
6. Allow for input
7. Training opportunities
8. Remember important dates
9. Have and abide by policies
10. Celebrate goal accomplishment

29. Warning Signs of Employee Stress
• Drops in productivity
• Chronic lateness
• Absenteeism
• Careless with details
• Unable to work with others
• Negative attitudes about work
• Withdrawal from co-workers
• Easily upset/angered

30. Personal Reflection

31. Technical / Specialist General Manager Autonomy Security
Creativity Service Challenge Lifestyle
Career Anchors

32. Technical / Specialist General Manager Autonomy Security
Creativity Service Challenge Lifestyle

33. TA Drivers
Hurry Up Be Perfect
Be Strong
Try Harder
Please others

35. TA Drivers
Hurry Up Be Perfect
Be Strong
Try Harder
Please others