W7 - Leading Developing - P1 - Motivating
W7 - Leading Developing - P1 - Motivating
W7 - Leading Developing - P1 - Motivating
Semester 1_ AY 2023-24 2
Quick recap
• Define management.
• Identify the functions of management and different types of managers.
• List the 3 types of managerial roles as proposed by Henry Mintzberg.
• List the various components of the general, task and internal environment
of a business organisation.
• List the different types of plans used by organisations.
• What are the classifications of organisation structure based on the
horizontal differentiation?
• What are the different methods of control used within an organisation?
Semester 1_ AY 2023-24 3
Before we begin, think about this..
Semester 1_ AY 2023-24 4
MOTIVATION- DEFINITION
“The forces within a person that affect his or
her direction, intensity and persistence of
voluntary behavior”
(C.W.L Hill &SL McShane 2008. Principles of Management p317 Motivation)
Semester 1_ AY 2023-24 5
EMPLOYEE ENGAGEMENT
Employee engagement
Employees’ emotional and cognitive (rational) motivation, their
perceived ability to perform the job, their clear understanding of the
organization’s vision and their specific role in that vision, and their
belief that they have been given the resources to get the job done.
(C.W.L Hill &SL McShane 2008. Principles of Management p316 Motivation)
Semester 1_ AY 2023-24 6
WAYS TO ENHANCE EMPLOYEE ENGAGEMENT
• Managers make a huge difference in how much employees feel engaged or
disengaged, as well as their resulting behavior and performance.
• Effective managers figure out what motivates employees and align their
tasks to those needs.
• Following are some ways to enhance employee engagement:
➢ Provide challenging yet fulfilling goals.
➢ Follow up with constructive, supportive feedback.
➢ Align rewards and recognition with employee performance.
➢ Ensure that rewards are allocated fairly.
➢ Design jobs in which employees experience fulfillment from the work
itself.
Semester 1_ AY 2023-24 7
MARS MODEL OF INDIVIDUAL
BEHAVIOUR AND RESULTS
MARS model
Semester 1_ AY 2023-24 8
MARS MODEL OF INDIVIDUAL
BEHAVIOUR AND RESULTS
Semester 1_ AY 2023-24 9
MARS MODEL OF INDIVIDUAL
BEHAVIOUR AND RESULTS
• Motivation: The forces within a person that affect his or her direction,
intensity and persistence of voluntary behavior
• Situational Factors: The situation you are in will have a direct effect on
you. Performing the same task under stress or when relaxed is a huge
difference.
Semester 1_ AY 2023-24 10
Activity
Scenario:
An insurance company has high level of absenteeism among the
office staff. The head of office administration believes employees
are misusing the company’s sick leave benefits, whereas
employees say otherwise.
Semester 1_ AY 2023-24 11
Case Study: Doll factory
See handout
Semester 1_ AY 2023-24
12
MANAGING EMPLOYEE MOTIVATION
PART
1
PART
3
PART
2
Semester 1_ AY 2023-24 13
MANAGING EMPLOYEE
MOTIVATION
Semester 1_ AY 2023-24 14
MANAGING EMPLOYEE
MOTIVATION
Semester 1_ AY 2023-24 15
MANAGING EMPLOYEE MOTIVATION
PART 1 MASLOW’S NEEDS HIERARCHY THEORY
Semester 1_ AY 2023-24 16
MANAGING EMPLOYEE MOTIVATION
Semester 1_ AY 2023-24 17
MANAGING EMPLOYEE MOTIVATION
PART 1 LEARNED NEEDS THEORY
Semester 1_ AY 2023-24 18
MANAGING EMPLOYEE MOTIVATION
PART 1 LEARNED NEEDS THEORY
2. Need for affiliation (desire & need approval from others): Characteristics include;
• Respond to wishes and expectations of others
• Avoids conflict and confrontation
• Tends to actively support others and resolve conflicts
Example: Why should effective leaders have a low need for affiliation?
A motivation theory based on the innate drives to acquire, bond, learn and
defend that incorporates both emotions and rationality.
Introduced by
Harvard
Business School
professors Paul
Lawrence and
Nitin Nohria.
Semester 1_ AY 2023-24 20
MANAGING EMPLOYEE MOTIVATION
PART 1 FOUR DRIVE THEORY
Drive to learn: This is the drive to satisfy Drive to defend: This drive creates a “fight-or-
our curiosity, to know and understand flight” response in the face of personal danger.
ourselves and the environment around us. It goes beyond protecting physical self. It
When observing something that is includes defending our relationships, our
inconsistent with or beyond our current acquisitions, and our belief systems. The drive
knowledge, we experience a tension that to defend is always reactive—it is triggered by
motivates us to close that information gap. threat. In contrast, the other three drives are
The drive to learn is related to the self- always proactive—we actively seek to improve
actualization need described earlier. our acquisitions, relationships, and knowledge.
Semester 1_ AY 2023-24 21
MANAGING EMPLOYEE
MOTIVATION
Semester 1_ AY 2023-24 22
MANAGING EMPLOYEE MOTIVATION
PART 2 GOAL SETTING AND FEEDBACK
• Goal setting is the process of motivating employees and clarifying their role
perceptions by establishing performance objectives.
• Goal setting improves role perceptions and consequently clarifies the direction of
• employee effort.
• When conducted effectively, goal setting can also increase the intensity and
persistence of effort.
• It achieves this higher level of motivation through employee buy-in and by
raising the level of personal goal expectations.
Semester 1_ AY 2023-24 23
MANAGING EMPLOYEE MOTIVATION
PART 2 EXPECTANCY THEORY OF MOTIVATION
Semester 1_ AY 2023-24 24
MANAGING EMPLOYEE MOTIVATION
PART 2 EXPECTANCY THEORY OF MOTIVATION
E-to-P expectancy: This refers to the individual’s perception that his or her effort will result in a
particular level of performance.
• In some situations, employees may believe that they can unquestionably accomplish a task (a
probability of 1.0).
• In other situations, they expect that even their highest level of effort will not result in the desired
performance level (a probability of 0.0).
• In most cases the E-to-P expectancy falls somewhere between these two extremes.
P-to-O expectancy: This is the perceived probability that a specific behavior or performance
level will lead to particular outcomes.
• In extreme cases employees may believe that accomplishing a particular task (performance) will
definitely result in a particular outcome (a probability of 1.0).
• (OR) They may believe that this outcome will have no effect on successful performance (a
probability of 0.0).
• More often the P-to-O expectancy falls somewhere between these two extremes.
Outcome valences: A valence is the anticipated satisfaction or dissatisfaction that an individual feels
toward an outcome.
• It ranges from negative to positive. (The actual range doesn’t matter; it may be from –1 to +1 or
from –100 to +100.)
• An outcome valence represents a person’s anticipated satisfaction with the outcome.
• Outcomes have a positive valence when they are consistent with our values and satisfy our needs;
they have a negative valence when they oppose our values and inhibit need fulfillment.
Semester 1_ AY 2023-24 25
MANAGING EMPLOYEE
MOTIVATION
Semester 1_ AY 2023-24 26
MANAGING EMPLOYEE MOTIVATION
PART 3 EXTRINSIC REWARDS
Extrinsic reward: Anything received from another person that the recipient values and
is contingent on his or her behavior or results.
Salary, performance bonuses, certificates, praise etc. (These don’t occur naturally but
are introduced by someone as a form of recognition)
Semester 1_ AY 2023-24 28
MANAGING EMPLOYEE MOTIVATION
PART 3 INTRINSIC REWARDS
A job design model that relates the motivational properties of jobs to specific
personal and Organizational consequences of those properties.
Semester 1_ AY 2023-24 29
MANAGING EMPLOYEE MOTIVATION
PART 3 INTRINSIC REWARDS
• Skill variety – the use of different skills and talents to complete a variety
of work activities.
• Task identity – the degree to which a job requires completion of a whole
or identifiable piece of work.
• Task significance – the degree to which the job affects the organization
and society.
• Autonomy – provide freedom, independence, and discretion in scheduling
work and procedures.
• Job feedback – the degree to which employees can tell how well they are
doing.
Semester 1_ AY 2023-24 30
MANAGING EMPLOYEE MOTIVATION
PART 3 INTRINSIC REWARDS
Semester 1_ AY 2023-24 31
MANAGING EMPLOYEE MOTIVATION
PART 3 INTRINSIC REWARDS
Source: http://www.1000ventures.com/business_guide/strategy_hierachical_levels.html
Semester 1_ AY 2023-24 32
Research Task (20 minutes)
Semester 1_ AY 2023-24
33
Suggested reading on topics covered
Please refer to the Suggested Reading folder within Week
7 on the Moodle Course page.
Principles of Management, Hill & McShane, McGraw
Hill Publishing. (Part 4, Chapter 13).
Videos:
• https://www.youtube.com/watch?v=TNRNPTsBFfg 4
minutes explainer
• https://www.youtube.com/watch?v=woa2Qa8i80U 10
mins overview on Motivational Theories
• Worth Watching: 12.06 mins
• Brain Tracey: How to inspire and motivate employees
• https://www.youtube.com/watch?v=O-4ithG_07Q
Semester 1_ AY 2023-24 34