1. The Best Way to sustain the
motivation of employees
Organizational Psychology (AP202)
Pooja Jassani
Xenia Sarah Aamodt
Agnieszka Kujawa

2. What is motivation?
• Forces coming from within a person that
account for the willful direction, intensity,
and persistence of the person’s efforts
toward achieving specific goals, where
achievement is not due solely to ability or to
environmental factors.

3. Introduction
Why do we need motivation?
“People don’t change their behavior unless it
makes a difference for them to do so”
Life without motivation makes no sense
Motivation is one of the most important and
driving factor for us reaching our goals!

4. Benefits of the workshop
Master new skills & self-improve
Learn how to make your employees …
Work harder
Work smarter
Be more productive
Retain the productiveness

5. Motivating employees at a workplace ?
It’s all about employee engagement!

7. Motivation and Leadership in the
21st
Century

8. 6 “Hidden” Motivators
Theoretical
Continuing education
knowledge
Aesthetic
Personal growth and
development
form, beauty
and harmony
balanced life
Traditional
Mission a worthy
cause
system of beliefs
Individualistic
Opportunity to lead
others decision
making authority
Utilitarian
Utility and practicality
efficiency
Social
Helping others
harmonious
environment
opportunity to serve

9. Reinforcers which strenghten behavior
What managers can do to increase the probability of
behavior in the future?
Positive reinforcement
Reward contingent on exhibiting the correct behavior.
Avoidance Learning/ Negative reinforcement
Withholding something unpleasant when a desired behavior is
engaged in (e.g., an annoying alarm is avoided when a machine is
used properly, not operating in reverse). Or, using social learning,
noticing how engaging in some behavior avoids an unpleasant
outcome (e.g., arrive on time and the boss does not yell).

10. Reinforcers which weaken behavior
What managers can do to decrease the probability of behavior
in the future ?
Punishment
Administering unpleasant consequences following an
undesirable behavior.
Extinction
When there are no rewards for a behavior which was
previously rewarded.

11. An example of Partial Reinforcement Schedules
Based on passage of time
Fixed Interval- Reinforcer given after set period of time.
Ex.: Weekly pay.
Variable Interval- Reinforcer given randomly with passage of time.
Ex.: Surprise bonus based on time.
Based on behavior exhibited by the employee (team)
Fixed Ratio- Reinforcers based on behaviors.
Ex.: Piece rate pay.
Variable Ratio- Reinforcers applied randomly after exhibition of behaviors.
Ex.: A company vacation to Hawaii for all employees after a new contract
landed; spot bonuses.

12. To Summaries…
What employees desire?
Desire for activity
People want to be active and involved. In their persona
live most people avoid boredom and monotony. Yet at work
employees are expected to accept boring, repetitious,
monotonous jobs without complaint.
Desire for ownership
Owning things makes people feel better about
themselves. ‘Psychological’ ownership is even more
important than ‘physical’ ownership. Employees want to
psychologically own their work. They want input into their
work and want to feel responsible for their jobs.

13. Desire for power
People want to control their destiny. They don’t want
to feel powerless over external forces shaping their lives.
With fewer top-down, control organizations more and
more employees are demanding their freedom back.
Desire for affiliation
People are social creatures. They like to interact and
socialize with one another, though the degree of
sociability will vary. Social support and helping
relationships are among the many benefits provided by
work.

14. Desire for competence
This is the core of self-esteem. People welcome
opportunities to feel more competent. Work can provide
these opportunities.
Desire for achievement
It is important for people to succeed at something. Under
the right conditions, employees will be willing to work hard
and overcome obstacles to achieve a goal.

15. Desire for recognition
People want to feel appreciated by others and be
positively recognized for their efforts. Recognition is a
powerful force which has the capability to unleash energy
and motivation.
Desire for meaning
People want a reason for doing something. They want
reassurance that their efforts, however small, are making a
difference.

17. Factors affecting goal commitment

18. How does motivation affect learning and behavior?
• Direct behavior towards goal.
• Increases effort and energy expended
• Commencement in activities is sooner
• Increases persistence in activities
• Enhances thought processes
• Determines what consequences are
reinforcing
• Leads to improved performance

19. Maslow’s Need Hierarchy
Esteem NeedsEsteem NeedsEsteem NeedsEsteem Needs
Social andSocial and
Belongingness NeedsBelongingness Needs
Social andSocial and
Belongingness NeedsBelongingness Needs

20. Limitations
• Maslow's theory is over simplified and is based on human
needs only.
• The theory has to refer to other motivating factors like
expectations, experience and perception.
• Many are satisfied only with physiological needs and
security of employment.
• The pattern of hierarchy of needs may not be applicable
uniformly to all categories of employees.
• Maslow's assumption of “need hierarchy” is not optimal in
this present age as each person has plenty of needs to be
satisfied, which may not necessarily follow Maslow's need
hierarchy.
• Maslow's writings are more philosophical than scientific.

21. Equity Theory
• Adams' Equity Theory calls for a fair balance to be struck between
an employee's inputs and an employee's outputs.
• According to the theory, finding this fair balance serves to ensure
a strong and productive relationship achieved with the
employees, with the overall result being contented, as well as
motivation of the employees.
My Outcomes
My inputs
vs.
Other’s Outcomes
Other’s Inputs

23. Perceived inequity, employees may:
• Increase or decrease inputs
• Change their outcomes
• Distort perceptions of inputs and/or outcomes
• Distort perceptions of other’s inputs and/or
outcomes
• Change the referent others
• Leave the organization

24. How to apply the Adams' Equity Theory

27. How to motivate your own self
• Your goals must be clear but your guidelines
must be flexible
• Make a habit of being Enthusiastic
• Surround yourself with positive & enthusiastic
people

28. 3 Combative Personality Pairs
The Perfectionist and the Pragmatist
The Perfectionist and the Pragmatist are capable,
conscientious professionals. They both work hard, but each has a
very different approach.
Personality clash
Pragmatist views the Perfectionist as obsessive and
inflexible, while the Perfectionist regards the Pragmatist as
careless and lax.

29. The Driver and the Coaster
These polar opposites have the potential to drive each
other — and the rest of the team — crazy.
Personality clash
The Driver is an ambitious meanwhile, the coaster is a
laid-back type who tends to under-perform unless pushed.

30. The Frenemies
Personality clash
One minute, these two are best buddies. The next, they’re
complaining to colleagues about one another’s real or perceived
shortcomings. They compete with each other for everything.
Their ongoing rivalry distracts your staff and threatens to divide
the team into opposing factions.

31. Current Issue in Motivation
• Motivating a Diverse Workforce
Flexibility is the key to motivating a diverse
workforce.
o Diverse array of rewards neccesary to satisfy diverse
personal needs and goals.
Flexible Working Schedule
o Compressed workweek
o Flexible work hours(flextime)
o Job sharing
o Telecommuting
o Cultural Differences in Motivation

32. Pay-for-Performance
Instead of paying for time on the job, pay is
adjusted to reflect some performance measure.
Compatible with expectancy theory
Programs are gaining in popularity.

33. • Open-Book Management
Involve employees in workplace decisions by
opening up the financial statements.
Workers treated as business partners.
Get workers to think like an owner.
May also provide bonuses based on profit
improvements.

34. • Motivating the “new workforce”
Motivating professionals
Motivating contingent workers: part-time,
contract, or temporary workers.
Motivating Low-skilled, Minimum-Wage
Employees.

35. Conclusion
• Motivation is the responsibility of all magers because
the most valuable assets of an organization are people.
• Through motivation, managers show employees how
to fulfil their needs while accomplishing organizational
goals
• Motivation is about communication, working together,
cultivating common goals, team work, giving support,
direction and opportunities for growth.
• Motivated staff will ensure achievement of the
organizational responsibilities with limited resources.

36. Videos
http://www.youtube.com/watch?v=HKVORtEjNt8
http://www.youtube.com/watch?v=0JUFjTOM32g