Case Study: Nurse LisaLisa, a LPN on your team, is an average worker, but you sense she has greater potential. Lisa has been on-staff
for about three months and largely keeps to herself. She doesn’t seem particularly proud of the work she
does, but she is satisfied with her salary and benefits.
1.
How might you use Maslow’s progression principle to identify ways to motivate Lisa to achieve a
higher level of work?
CHAPTER 3
MANAGEMENT
AND MOTIVATION
Objectives (1 of 2)
• Conceptualize who and what motivates
employees;
• Examine the relationship between engagement
and motivation;
• Explain why motivation is important;
• Differentiate between the different theories of
motivation;
Objectives (2 of 2)
• Compare and contrast extrinsic and intrinsic
factors of motivation;
• Assess misconceptions about motivation;
• Analyze issues relating to motivating and
managing across generations; and
• Critique strategies to enhance employee
motivation.
Introduction
• Motivation: defined
• Misconceptions
• History of motivation • Motivational strategies
• Theories of motivation • Motivating and
managing across
• Incentives/rewards
generations
• Why motivation
matters
• Motivated vs. engaged
• Measuring engagement
Motivation: The Concept (1 of 2)
• According to Webster’s New Collegiate
Dictionary:
– Motive: “something (a need or desire) that causes a
person to act.”
– Motivate: “to provide with a motive.”
– Motivation: “the act or process of motivating.”
Motivation: The Concept (2 of 2)
• What are rewards?
• What are incentives?
• Who motivates employees?
• Is everybody motivated?
History of Motivation
• Not a new concept:
– Athens and the Grecian empire
– 1809, William James
– 1943, Clark Hull
– 1940, human behavior in the workplace
Theories of Motivation
• Psychologists study motivation from the
perspectives of:
– Needs at different levels
– Extrinsic factors
– Intrinsic factors
– Integration of needs, extrinsic and intrinsic
factors
Maslow’s Hierarchy of Needs
• Physiological needs: food, water, sexual drive,
etc.
• Safety needs: shelter, jobs, pay, etc.
• Belonging needs: social interactions, etc.
• Esteem needs: status, recognition, etc.
• Self-actualization needs: achievement,
personal development and growth, etc.
Other Needs-Based Motivation
Theories
• Alderfer’s ERG Theory • McClelland’s Acquired
Needs Theory
– Existence
– Achievement
– Relatedness
– Affiliation
– Growth &
development
– Power
• Herzberg’s Two-Factor
Theory
– Hygienes
– Motivators
Extrinsic Factor Theories of
Motivation
• Skinner’s Reinforcement Theory
– Positive reinforcement
– Avoidance learning = Negative reinforcement
– Punishment
– Extinction
Intrinsic Factor Theories of
Motivation
• Adams’ Equity Theory
• Vroom’s Expectancy Theory
• Locke’s Goal Setting Theory
Management Theories of
Motivation
• Taylor’s Scientific Management Theory
• McGregor’s Theory X and Theory Y
• Ouchi’s Theory Z
• Integrative Model of Motivation
Extrinsic Rewards: Tangibles
• Money
• Benefits
• Flexible schedules
• Job responsibilities
• Promotions
• Status changes
• Supervision
• Praise/feedback
• Good boss
• Strong leader
• Inspirational people
• Nurturing
organizational culture
Intrinsic Rewards: Intangibles
• Healthy relationships: feeling a sense of
connection
• Meaningful vs. meaningless work
• Competence
• Choice and participation in decision making
• Progress: accountability, meeting milestones
Why Motivation Matters
• Motivated employees:
– Are fully engaged in their work
– Contribute at a much higher level
– Are invested, happier, healthier, and loyal
– Motivate others
– Influence better organizational outcomes,
resulting in a better competitive advantage for
the organization
Motivated versus Engaged
• The concepts go hand in hand
• Engaged health care employees display the
following characteristics:
– More productive, safer, and more loyal
– More focused on patient care and treatment
– Model positive behaviors of engagement
– Witness greater profitability for a provider than a
disengaged employer
– Trusting and cooperative
– Put forth effort, work through challenges, and problem
solve
Measuring Engagement
• Engagement is a
“fuzzy” concept that is
difficult to
– define,
– separate from other
concepts,
– measure accurately, and
– actually link to
performance.
• Researchers are working
to change this through
– people analytics and
other HR tools,
– data collection efforts,
particularly big data, and
– evidence-based research.
• Analyses can, in turn, be
used to address many
types of business
problems.
Myths about Motivation and
Satisfaction
• “Although I’m not motivated by extrinsic rewards,
others are.”
• All motivation is intrinsic.
• Some people just are not motivated.
• People are motivated by money.
• Motivation is manipulation.
• One-size-fits-all reward programs
• Motivational people are born, not made.
• There’s only one kind of employee satisfaction.
• What happens at work only relates to work.
Motivational Strategies
• Expect the best.
• Communicate; address the
big picture.
• Reward desired behavior.
• Create a FUN approach.
• Reward to enhance
performance and motivate.
• Tailor rewards.
• Focus on revitalizing
employees.
• Create ways to reward
excellence.
• Get people to take
responsibility for their own
motivation.
• “Do unto others.”
• Play to employee strengths,
promote high performance,
focus on how they learn.
• Compliment more often than
criticize.
• Acknowledge the importance
of work/life balance.
Motivating Across Generations
• Traditionalists (b. before 1945)
• Baby Boomers (b. between 1946 and 1964)
• Generation X (b. between 1965 and 1978)
• Generation Y (b. between 1979 and 1994)
• Generation Z (b. after 1995)
• Use Table 3-2 to compare characteristics and
motivational preferences across generations.
Strategies for Managing Across
Generations (1 of 2)
• Be aware of differences in
values, culture, education,
etc. across generations.
• Remember one size doesn’t
fit all.
• Set goals to:
– Reach optimal productivity
– Retain valued employees
– Understand generational
signposts
• Understand differences in
priorities.
• Design communication
strategies that foster
intergenerational interaction.
• Deal with intergenerational
tensions and conflicts.
• Create a workforce profile;
plan for intergenerational
hiring, retention, and
succession planning.
Strategies for Managing Across
Generations (2 of 2)
• Get employee feedback and
act on suggestions.
• Encourage communication,
understanding, and
respecting differences.
• Focus on results, rather than
process.
• Learn to recognize when
people need extra support.
• Encourage formal
mentorship programs.
• Understand engagement and
strive for this goal.
• Give praise, say thanks, and
celebrate when an employee
or team gets it right.
• Work to reduce generational
tension.
Whether you think you can
or
you think you can’t,
you’re right!
Henry Ford
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