Creating a Motivating Climate

4th phase of the management process: directing/coordinating/activating

doing phase of management

components of 4th phase of management process

• creating a motivating climate

• managing conflict

• facilitating collaborating

• negotiating; working with unions

• complying with employment laws

• establishing organizational communication

motivation

• may be defined as the force within the individual that influences/directs behavior

• motivation comes from within a person so a manager cannot directly motivate subordinates

• leaders can however create an environment that maximizes the development of human potential

• leaders can remove barriers, provide resources, and recognize achievement

intrinsic motivation

• internal drive to do/be something

• inner drive

• ex: satisfaction of helping a patient heal

extrinsic motivation

• motivation enhanced by the job environment/external rewards

• ex: bonuses/recognition

engagement

• term used to describe an employees emotional commitment to the organization and its goals and its the key to retention

• aka motivation

motivational theorists

• Maslow: hierarchy of needs

• Skinner: operant conditioning/behavior modification

• Herzberg: motivator/hygiene theory, motivators drive satisfaction, hygiene factors prevent dissatisfaction

• Vroom - expectancy model, expectations shape behavior

• McClelland: basic needs, people motivated by achievement, affiliation, or power

• Gellerman: stretching people energizes them

• McGregor: Theory X and Y

Herzbergs Motivators and Hygiene Factors

there are motivators which lead to higher job performance/satisfaction and hygiene factors that prevent dissatisfaction but don’t motivate

motivator factors

• achievement

• recognition

• work

• responsibility

• advancement

• possibility for growth

hygiene factors

• salary

• supervision

• job security

• positive working conditions

• personal life

• interpersonal relationships and peers

• company policy

• status

Abraham Maslows Hierarchy of Needs

suggested that people are motivated to satisfy certain needs, ranging from basic survival to complex psychological needs, and that people seek a higher need only when lower needs have been predominantly met

1. self actualization

2. esteem

3. social/love

4. security/safety

5. physiological/basic needs

Douglas McGregors Theory X and Y

describes two contrasting management styles based on different assumptions about employee motivation

theory x employees

• avoid work if possible

• dislike work

• must be directed

• have little ambition

• avoid responsibility

• needs threats to be motivated

• needs close supervision

• are motivated by rewards and punishment

theory Y employees

• like and enjoy work

• are self directed

• seek responsibility

• are imaginative and creative

• have underutilized intellectual capacity

• need only general supervision

• are encouraged to participate in problem solving

Victor Vroom Expectancy Model

• argued that a persons expectations about their environment or a certain event will influence behavior

• if there is an expectation of a reward and it does not occur, the individual is less likely to repeat that behavior in the future

Sauel Gellermans Theory of Stretching

• individuals should be periodically stretched to do tasks more difficult than they are used to do doing

• energizes people to enjoy the beauty of pushing themselves beyond what they think they can do

David McClellands Basic Needs Theory

• argued that people are motivated by 3 basic needs:

  • achievement

  • affiliation

  • power

strategies to create a motivating climate

• clear expectations for workers

• be fair and consistent with employees

• encourage teamworks

• know the uniqueness of each employee

• stretch employees intermittently

• reward desired behavior

• allow employees as much control as possible

incentives

• organization must be cognizant of the need to offer incentives at a level where employees value them

• requires organization and its managers understand employees collective values and devise a reward system that is consistent with that value system

• appears to be a perceived threshold beyond which increasing reward incentives result in no additional meaning or weight in terms of productivity

• success of a motivational strategy is measured by the increased productivity and benefit to the organization and by the growth in the person

recognition

• positive reinforcement must be specific/relevant

• occur as close to the event as possible

• reinforcement of new behaviors should be continuous

• attitude and energy level of managers directly affects the attitude and productivity of their employees

• burned out, tired manager will develop a lethargic and demotivated staff