Motivating

Office Employees
Understand the Basic Human Traits of Motivation.
Understand the Motivational Process.
Discuss the Theories of Motivation.
Goals Setting.
Attitude of the Management.
Changing Employee Values.
Employee Motivation Techniques and Strategies.
Do’s and don’ts of Motivation.
Handling Employee Frustration.
Motivation is Affected by a number of Human
Traits
Ability Interests
Aptitude Emotions
Perceptions Needs
Self-Confidence Personality
Values
 - determines how capable an individual is to
carry out designated job duties.
-determines one’s potential for performing
specific tasks.
-involves how one views his or her
“world.”
- involves how one perceives himself or
herself.
-are a significant determinant of how one
behaves.
 - are a significant determinant of how one
views his or her job.
-involves one’s feelings about something.
-involves one’s motivation to attain certain
goals.
- involves one’s openness, level of
aggression, level of patience, and level of
cooperation.
A person’s behavior is a response to stimuli
associated with an inner state of disequilibrium
resulting from a need, desire, or expectancy.

Disequilibrium state is accompanied by anticipation

and produces behavior or actions directed toward
goal attainment.

Individual anticipates that goal achievement will

produce a satisfying experience, which will restore
equilibrium.
Hierarchy Theory of Needs
Motivation-Hygiene Theory
Needs Theory
Equity Theory
Expectancy Theory
Reinforcement Theory
Job Characteristic Theory
Developed by A. H. Maslow.
Human needs exists in 5 basic levels (in order)

Higher level needs are unimportant until lower

level needs have been fulfilled.
 – Include food, water, oxygen,
rest, muscular activity, and freedom from extreme
danger.
-Include clothing, shelter, and freedom
from physical danger, as well as job security and
fringe benefits for employed individuals.
-Include the need for
belonging to a group, need for companionship,
need for love or affection, and need for socializing.
 – Include self esteem and esteem of
others.
Self Esteem – Includes desire for achievement, self-
respect, confidence and mastery.
Esteem of Others – Includes recognition, attention,
prestige and status.

- Refer to one’s desire to

achieve maximum potential, or to become what
one is capable of becoming.
Developed by Frederick Herzberg.
– Factors that produce positive attitudes
or job satisfaction; however, their absence does not
necessarily produce job dissatisfaction.

Achievement.
Recognition.
Work itself.
Responsibility.
Advancement.
Growth.
 – Factors that produce job
dissatisfaction; however, their presence at
expected levels does not produce job satisfaction.
Company policy and administration.
Supervisors and relationships with supervisors.
Working conditions.
Salary.
Interpersonal relations.
Personal life.
Relationship with subordinates.
Status.
Security.
Developed by David McClelland.
Findings:
- Individuals with high need for
achievement willingly accept responsibility for their
work and actions.
- Individuals with high need for power
desire to control other people and have a strong
influence on the behavior of others.
- Individuals with a high need for
affiliation tend to be socially interactive.
Motivation results from an individual’s desire to reduce
feelings of inequity that result when he or she finds.
An imbalance in the ratio between his or her input and
outcome.
An imbalance when comparing his or her input-
outcome ratio with that of others.
Employees react to imbalance ratio by
Alerting their input level.
Alerting their outcome expectation.
Changing the base of their input-outcome expectation.
Developed by Victor Vroom.
Theory states that the stronger the perceived
relationship between effort and outcome, the higher
the employee motivation will be.
Motivation occurs when these conditions are present:
The employee believes that additional effort will be
worthwhile.
The employee believes that higher performance will
result in greater outcomes or rewards.
The employee places a high value on the outcomes or
reward.
Developed by B. F. Skinner.
Motivation is a function of the consequences of
behavior.
Behavior that is reinforced tends to be repeated; non-
reinforced behavior tends not to be repeated.
Uses positive reinforcement, which is designed to
increase the strength or frequency of desired behavior
by positively reinforcing each occurrence of desired
behavior.
Uses two types of rewards:
- Reward is linked to a specific
incident of an employee’s previous behavior.

- Reward is not linked to

specific incident of an employee’s behavior.
Developed by Richard Hackman and Greg Oldham.
Identifies a number of core characteristics of a job that
develop desirable psychological sates among
employees.
Skill Variety
Task Identity.
Task Significance.
Autonomy.
Feedback.
When the five core characteristics are in place, the
employee performance will be affected by these
psychological states:

Meaningful outcome.
Responsibility outcome.
Knowledge results.
Goals - Are an important component of the process of
motivating employees.
Employees without goals often lack motivation.
Attributes of goals :
Concreteness of goals
Feedback on goal attainment
Probability of goal attainment
Participation in setting goals
Amount of dedication in goal attainment
Managerial attitude toward employees plays a
significant role in employee motivation.
Some supervisor view employees simply as human
robot whose sole function is to produce.
The relationship between the supervisor and the
subordinate is based primarily on units of input and
output.
Supervisor use a paternalistic approach where they
believe they know what programs, benefits are the
best for the employees.
Supervisor use a noninvolvement approach. The belief
is that managers should not be involved in helping
employees satisfy their needs.
Supervisor generally consider the humanistic approach
as the most appropriate. They recognize that they can
help employees satisfy certain needs.
Humanistic approach where supervisor and
subordinates work as a cooperative team in the
satisfaction of employee needs.
Changes in employee values seem to be having the
greatest impact on the motivational process.
When designing strategy, the AOM should consider the
new values that are important to the contemporary
worker.
What may have been motivational to employees
fifteen to twenty years ago may no longer be as
motivational.
Refer to figure 10-8 (pg. 228)
Techniques and strategies are useful for motivating
employees:
Job enrichment – levels of responsibility and control
over their jobs while increasing their job-planning
opportunity.
Employee participation – participate in decision
making.
Management by objective – supervisor and employees
jointly determine employee objectives that are to be
achieved within specific time.
Flextime – enables employees to select the starting
time of their workday.
Techniques and strategies are useful for motivating
employees:
Incentives - rewards employees for increasing their
productivity.
Job sharing – allows two employees to share one
position.
Team building – stresses the need for employees to
work closely together.
Self-managed work teams – supervisors coach their
subordinates and help them assume greater
responsibility.
Techniques and strategies are useful for motivating
employees:
Gain sharing – provide employees with a monetary bonus
when their productivity increases above a certain level.
Monitoring program – mentor helps the person he or she is
mentoring to maximize his or her potential.
Telecommuting – enables employees to work at home or at
a satellite office part or all of the time.
Supervisor-subordinates collaboration – supervising
explaining to subordinates what needs to be done and
soliciting their feedback.
Refer to figure 10-9 (pg. 229).
An examination of the suggestions presented in Figure
10-9 reveals that the manager or supervisor can do
much to enhance employee motivation as well as to
hamper employee motivation.
Frustration is feeling that employees experience when
their goals are not fulfilled.
Supervisors must be concerned about employee
frustration especially when it interferes with the job
performance.
Frustration occurs when a barrier prevents the
achievement of a goal or the satisfaction of a need.
The barrier may be of either internal or external origin.
(Figure 10-10, pg. 230)
The presence of frustration is likely to manifest itself in
several types of behavior.
Supervisors who understand the ways in which frustration
manifests itself will be more effective in dealing with it.
With proper direction form the supervisor, the employee
may be motivated to follow a constructive rather than
destructive path.
Alternative Goals
When employees become frustrated because of their inability to
achieve a goal, they may respond by selecting an achievable
alternative goal.
Aggression
The employee may respond by verbally or physically
abusing the person who is accused of preventing goal
achievement or need satisfaction.
Anxiety
Response to frustration in which people become worried or
experience tension. In extreme cases, anxiety can cause a
variety of medical problems.
Defense Mechanism
Frustration may cause some employees to build a defense
mechanism to protect their egos from psychological
damage such as fantasizing, rationalizing, withdrawing or
developing negative attitude.
Corrective Action
The most mature and rational approach. Employees
modify or change the situations that are responsible for
their lack of success.
This approach will produces positive rather than negative
results.