Unit 7 Work Motivation for Performance

Overview

Welcome to Unit 7. In this unit we delve into the topic of motivation. We ask questions like,

  • What drives people to do what they do? Are these drivers internal or external? Are these inherited or acquired?
  • How can understanding of motivation benefit managers? How can we understand the needs of our team members? What benefits accrue to the organization when we have a good understanding of the needs of our team members?

An understanding of motivation, the science and theories behind the subject are extremely helpful to managers, because it helps managers: (1) know the needs of their team members, (2) create the right work environment to optimize team member contributions, (3) lead, guide and empower team members attitudes and behaviours in the right direction, (4) and provide needed resources to complete their work. So let’s dive right in…

Topics

This unit is divided into the following topics:

  1. Motivation: Direction and Intensity
  2. Content Theories of Motivation
  3. Process Theories of Motivation
  4. Recent Research on Motivation Theories

Learning Outcomes

When you have completed this unit, you should be able to:

  • Analyze the content and process theories of motivation
  • Articulate differences between intrinsic and extrinsic motivation
  • Describe the benefits of understanding motivation theories for managers in their workplaces.

Activity Checklist

Here is a checklist of learning activities you will benefit from in completing this unit. You may find it useful for planning your work.

Learning Activities

  • Read section 14.1 of Principles of Management to explore how direction and intensity relate to motivation. For further study watch the video on the X model of employee engagement.
  • Complete the Gallup Q12 survey to see if you are an engaged, not engaged, or an actively disengaged team member in your organization. Watch the video The 20-Mile March.
  • Read section 14.2 in the course text and compare the six content theories.
  • Read Section 14.3 and add your notes to the chart. Watch the video on the content and process theories.
  • Read the case study and offer advice to Marijas sales team.
  • Assume the role of sales manager and create a video (or written script) on one of the two scenarios listed.

Assessment

  • Unit 7 Discussion (Please confirm assignment instructions in Moodle)

Resources

Here are the resources you will need to complete this unit.

7.1 Motivation: Direction and Intensity

Direction and intensity are two important words associated with motivation. Direction has to do with what must be achieved, the goals to be reached, etc. Intensity has to do with the effort expended towards reaching the goal. So clearly, both direction and intensity are important. One might refer to intensity and direction as two sides of the coin of motivation. Therefore, if either is lacking, overall performance suffers. For instance, a student sets a goal to complete a program of study. This is direction. But now if the student is to successfully complete the program, the student has to work hard on assignments, exams, etc., on a consistent basis until the goal of graduation is reached. This is called intensity. Intensity has to do with consistency and persistency of efforts; keeping at it until the goal is reached. Not a roller coaster of emotions, where there is a sudden spurt of activities towards the goal, and then a period of lull – driven by circumstances and moods. In short, a person who knows what they want to accomplish (direction) but does not exert much effort on a consistent basis (intensity) will not succeed in reaching the goal.

In the above example of the student, it is also possible that the student sets the goal to complete the program of study (direction), works hard on all the assignments, exams, and other program requirements (intensity) and does really well for the first year of study. However, during the second year, interest wanes and the student gets carried away by other matters. The student possesses direction, had intensity, BUT lacks persistence to finish the program.

So, it could be said that Motivation = Direction + Intensity + Persistence.

Why is an understanding of motivation important for managers as they lead teams towards organizational success? Every individual has needs, dreams and aspirations to be successful. These needs and dreams differ from individual to individual, their station in life, and their circumstances. Therefore, what success looks likes varies from person to person. Success could take the shape of houses, cars, education, promotions and titles, providing for children, global adventures, being of service to others, etc. When these individuals become a part of the organization, they are hoping to fulfill their needs, dreams and aspirations in return for their time, their skills and talents, and strategic contributions to the organization (see arrow in diagram below).

Figure 7.1 Employee Engagement

Source

On the other hand, the organizational leadership has dreams and visions for the success of the organization (see orange arrow in diagram below). The organization is looking for people who will come along, work together as a team, and make the organizational vision a reality. Managements definition of success for the organization will be very different to that of the personal dreams of the team members. It is therefore the role of the manager to work towards alignment or fit between the individual goals of team members and goals of the organization. Where these two intersect is called “work” or the “job” (see diagram below). If there is good fit or alignment between both personal and organizational vision, then there will be direction, intensity, and persistence – referred to as full engagement (see section in red in diagram below). This is referred to as employee engagement. Where the employees feel engaged and fulfilled in what they do, as they recognize that their hard work in and for the organization is also taking them closer to their personal goals. The manager also needs to periodically remind the team about how their daily, routine activities are contributing towards the big picture goal of the organization.

Figure 7.1: X Model of Employee Engagement by Blessing White.

This concept of employee engagement has been explained very clearly by Blessing White Consulting using the X model of employee engagement. For a comprehensive understanding of employee engagement, please read the Employee Engagement Research Update from Blessingwhite Consulting.

Activity: What Motivates Workers?

  • Next, read section 14.1 of the course text Principles of Management to explore how direction and intensity relate to motivation.
  • For further study, please watch the video The X Model of Employee Engagement to learn about how you can build a more engaged workforce in your organization to help drive performance.

Activity: Are You Engaged? (Optional)

Go to the Gallup’s Employee Engagement Survey. Complete the Gallup Q12 survey to see if you are an engaged, not engaged, or an actively disengaged team member in your organization. The questions are listed below for your reflection. If you wish to see your results of the online survey, you may be asked to pay a fee. This activity is not required.

If you are a manager and one of your team members completes the Gallup Q12, what would the results look like?

Survey Questions

  1. I know what is expected of me at work.
  2. I have the materials and equipment I need to do my work right.
  3. At work, I have the opportunity to do what I do best every day.
  4. In the last seven days, I have received recognition or praise for doing good work.
  5. My supervisor, or someone at work, seems to care about me as a person.
  6. There is someone at work who encourages my development.
  7. At work, my opinions seem to count.
  8. The mission or purpose of my company makes me feel my job is important.
  9. My associates or fellow employees are committed to doing quality work.
  10. I have a best friend at work.
  11. In the last six months, someone at work has talked to me about my progress.
  12. This last year, I have had opportunities at work to learn and grow.

To understand how persistence leads to success, watch the video The 20-Mile March. The 20 mile march is a concept developed by Jim Collins in his book Great by Choice based on the strategies used by the to south pole explorers Roald Amundsen and Robert Falcon Scott (See the blog The 20-Mile March: Are You Amundsen or Scott? for more details). The 20 mile march concept can be applied to both our personal and professional life in setting and reaching goals.

Question to Consider

After completing the activities above, consider the following question:

  • As a manager, what are some areas of the Gallup Q 12, you may need to revisit and cause alignment between employee and organizational success?

7.2 Content Theories of Motivation

Content theories deal with the “what” that drives or motivates people, whereas process theories (which we will deal with in Topic 3), deal with the “how” of motivation. Let’s focus on content theories that deal with the needs and aspirations that drive people. What are these needs? What is the inner drive? Content theories describe two types of needs – basic needs like food, shelter, housing and higher order needs like meaningful work, self fulfillment, etc. Every unmet need motivates individuals to engage in behaviours to meet that need. Once that need is met, individuals move on to meet the next unmet need on the hierarchy of needs.

Activity: Comparing Content & Process Theories

Read section 14.2 in the course text Principles of Management, which provides a detailed description of six content theories. Jot down some notes in a graphic organizer (see example below) to compare the theories. As you move on to the next section on process theories, continue the chart to apply what you’ve learned.

CONTENT THEORIES Description Applications & Implications
1.      
2.      
3.      
4.      
5.      
6.      
PROCESS THEORIES Description Applications & Implications
1.      
2.      
3.      
4.

7.3 Process Theories of Motivation

Process theories explain the “how” and the “why” of motivation. The “why” deals with the reason for the behaviour and the “how” deals with the steps an individual takes to hit the desired target and how these steps can be adjusted to alter motivation levels.

Activity: Read and Apply

  • Read Section 14.3 Principles of Management. It explains the four major process theories: (1) operant conditioning, (2) equity, (3) goal, and (4) expectancy. Add your notes to the chart from the previous activity.
  • For further study watch the video Motivation Theories Explained in 10 Minutes that provides a clear summary of the content and process theories.

Activity: Marija’s Sales Team Case Study

Imagine you are an organizational consultant. You have been invited to offer advice to Marijas sales team. Read the case below and list advice you will provide Marija on motivating her team to reach goals.

Marija’s Sales Team

Marija, a new sales manager, wants to incentivize her sales team to hit its Q4 sales target. She offers a $1,000 reward to whoever is the top salesperson at the end of the quarter.

Expectancy: “Will more hard work achieve this goal?”

Talented individuals on the sales staff are excited about that $1,000 bonus, thinking that they only need to add one or two more deals to the ones that are already going to close, and they could be the one to grab the prize. However, Karen, who is closer to the bottom of the pack may decide that the work she would need to do in order to win simply isn’t feasible, and decides it isn’t worth it to put additional work in.

Instrumentality: “Will the outcome/reward actually be delivered as promised?”

Two years ago another sales manager proposed the same bonus plan, and the whole idea was dismissed as Q4 came to a close. One of the highest performing members of the team, David, had achieved the goal for the quarter, but he was not awarded the money, and told that it was due to the fact that he’d been on a performance improvement plan. Marija will need to work with her team to ensure that they trust that the promised outcome can be achieved.

Valance: “Is this reward worth the work?”

Is the $1,000 bonus to the top performer enough? One salesperson might think, “Wow, I can pay off my credit card with an extra thousand dollars” and be very motivated to try for the top spot. However, another salesperson might think, “That’s not a lot of money, really. Only about $650 after taxes.” The reward is not as motivating for that second salesperson.

Reference: Case study on Marija’s Sales Team from What is Motivation? Authored by: Freedom Learning Group. Provided by: Lumen Learning. CC License.

7.4 Recent Research on Motivation Theories

Research on motivation continues to receive emphasis in the fields of organizational development and behaviour. Researchers keep looking for the elusive elements that will enable employees of organizations to think and behave with the “spirit of the entrepreneur”. This is what Zhang Ruimin, CEO of Haier Refrigerators meant when he said in the HBR interview about making “the company into the largest one in the world and into the smallest—by making each employee full of vigor” (Raising Haier, 2007).

While no individual motivation theory explains every aspect of human behavior, as the world of work changes at a rapid pace, managers need to keep abreast on new trends in employee motivation, understanding the needs of Gen Z (1995 to 2009) and preparing to welcome Gen Alpha (2010 to 2024) into the work force. Different reward systems, flexi hours—time off instead of bonuses; remote work, stock options; on-site gyms, opportunities to telecommute; and others—may need to be created in order to motivate employees of the future.

Activity: Video Role Play

Read section 14.4 of the course text Principles of Management and then complete the following activity.

Assume the role of sales manager and create a video (or written script) on one of the two scenarios below. Read the following situations and job performance. What will you say to motivate them?

  • Employee 1: Shawn is a one-time stellar performer. He was the top performing salesperson in the company twice in the past decade. In the past year, Shawn has missed his goal by 4 percent. Shawn recently became the parent to twins and says that the reason for missing goal this year was due to the territory being saturated with product from previous years.

  • Employee 2: Soo Kim is an energetic salesperson who is putting in long hours and producing detailed sales reports, but her performance on the sales side has not met expectations. When you examine the customer feedback page on your website, you notice that there are five times as many positive reviews and glowing comments about Soo Kim compared to your other employees.

Note that this may be an option for your Discussion Assessment in this unit. See the Assessment section for details.

Unit 7 Summary

This unit has taken us into understanding the dynamic nature of motivation and its importance to managers. Managers must continue to understand their team members needs and skillfully integrate and align these personal needs and organizational needs to create effective employee engagement.

Personal Application

Before participating in the assessment for this unit, consider how you might apply what you have learned.

  • “In the “new normal” of the post-pandemic world, we read and hear of strategic agility, nimble organizations etc. From your readings on the three key topics for this week, share how motivation, change management and organizational structures need to align to develop agile organizations to face the uncertain future”.

  • Assume the role of sales manager read the following situations and job performance. What will you say to motivate your employees?

    • Employee 1: Shawn is a onetime stellar performer. He was the top performing salesperson in the company twice in the past decade. In the past year, Shawn has missed his goal by 4 percent. Shawn recently became the parent to twins and says that the reason for missing goal this year was due to the territory being saturated with product from previous years.

    • Employee 2: Soo Kim is an energetic salesperson who is putting in long hours and producing detailed sales reports, but her performance on the sales side has not met expectations. When you examine the customer feedback page on your website, you notice that there are five times as many positive reviews and glowing comments about Soo Kim compared to your other employees.

Please see the Assessments section in Moodle to confirm assignment instructions, including the grading criteria.

Checking Your Learning

Before you move on to the next unit, you may want to check to make sure that you are able to:

  • Analyze the content and process theories of motivation
  • Articulate differences between intrinsic and extrinsic motivation
  • Describe the benefits of understanding motivation theories for managers in their workplaces.