MPO Final: Motivation, Danial Pink's Drive, Equity Theory

Barriers to Giving Corrective Feedback

"If I wait long enough, the situation will probably resolve itself so I don't have to get involved." "Since I don't like to receive negative feedback, I can't imagine anyone else would. Therefore, I choose to ignore the problem." "I give negative feedback indirectly by using sarcasm or jokes." "There never seems to be a 'right' time to provide feedback, and I keep putting off giving criticism." "It takes so much time to give feedback effectively, I'd rather pick up the slack than take the time to correct another's behavior." "I'm worried about how the other person is going to respond to my feedback; therefore, I avoid giving it at all." "I let the situation go on for too long now, and I'm so angry that I'm sure I'm going to blow up and mishandle the situation."

Three types of managers

1) Conflict Avoider: Delays Avoids Distorts 2) Zero Tolerance Manager Overly emotional Focuses on the person, not the behavior Vague and not "actionable" 3) Micromanager "My way or the highway" Too focused on details Feedback is not developmental

Management vs leadership

1) Management: Clear Expectations Proper Incentives Proper Conditions Effective Training Effective Feedback 2) Leadership: Creating an Inspiring, High Performance Working Environment

The 7 deadly flaws of extrinsic motivators (incentives):

1) They can extinguish intrinsic motivation Once you get past basic threshold levels (of fairness and adequacy), carrots & sticks can achieve the opposite of their intended aims. Extrinsic rewards kill intrinsic rewards (cf Festinger's cognitive dissonance - the reward becomes the key reason to do it and destroys the intrinsic enjoyment of the task itself. Harlow ('49) found that monkeys enjoyed the intrinsic experience of solving puzzles - the joy of the task was its own reward. When given external motivation (extra food etc) it actually led to increased mistakes and slower time. Lepper, Nisbett & Green ('78) observed how pre-school children choose to spend their free play. They divided the children into three groups: Group 1 was told in advance they would get a reward for their drawings ('If-then'). Group 2 were not offered any incentives up front. However, upon completion they were given an unexpected gift ('now that..'). The third group were not promised anything for their efforts and nor did they receive anything. 2 weeks later the room was laid out with paper and pens during their free play period. Those who had been in the 'If-then' reward group drew less than the other two groups. 2) They can diminish performance (esp. long-term) Research has shown that extrinsic rewards caps growth - If bonused to achieve 10% growth, then why go for 15%? In 2009, LSE analyzed 51 studies of corporate pay-for-performance plans. They concluded, "We find that financial incentives...can result in a negative impact on overall performance" Deci ('69) discovered that if an incentive is no longer offered, it led to a reduction in commitment to the task. The original external motivating may provide short-term lifts in performance but can backfire when no longer offered. Dan Airely conducted experiments where simple tasks were motivated by different sized incentives. He found those with very high incentive levels (equivalent to 5 months pay) fared worse. Too much was at stake leading them to 'choke'. 3) They can crush creativity Bonuses etc drives functional fixedness, whereby the incentive so focuses action and attention, that it prevents wider perspectives to be taken into account, reducing potential creativity. Artists commissioned to do work for people to set briefs often produce less creative work than when given free reign. 4) They can crowd-out good behaviour Sociologist, Richard Titmuss concluded that paying citizens to donate blood would actually lead to a reduction in donation rates as it would move the donation from a socially responsible act of altruism to being financially motivated. Psychologists studied patterns of behaviour by parents in a childcare (which required the children to be picked up at 4pm). They found that when a fine was imposed for late pick-ups the number of 'offences' doubled. It was hypothesized that the penalty removed the moral guilt and turned it into a purely financial transaction (of buying overtime). 5) They can encourage cheating, shortcuts and unethical behaviour Heavily bonused goals can lead to overly focused actions (which can compromise other areas of the organization e.g. NASA Apollo) - and in extreme case can encourage unethical behaviour (e.g. ENRON). 6) They can become addictive The study of drug abuse can be applied to extrinsic motivators - the more frequently they are given, the more we expect them. This leads to two consequences: 1) The same amount looses its motivational impact, requiring ever larger sums to be paid to extract a similar motivational effect. 2) When withdrawn, they lead to a slump in behaviour. 7) They can foster short-term thinking Researchers have found that companies that spend the most time guiding quarterly earnings deliver significantly lower long-term growth rates than other companies that do not.

When to use rewards from Daniel Pink's Drive

1. Is the task mostly routine? -yes: can you increase the tasks challenge or variety, make it less routine, or connect it to a larger purpose? --that's pretty hard-->use rewards even if then rewards but be sure to offer a rationale for why the task is necessary, acknowledge the task is boring, allow people to complete the task in their own way -No: concentrate on building a healthy, long-term motivational environment that pays people fairly and fosters autonomy, mastery, and purpose. Avoid "if-then" rewards in almost all circumstances. consider unexpected, non-contingent "now that" rewards. Rewards will be most effective if : they offer praise and feedback rather than things people can touch or spend and they provide useful information rather than an attempt to control

General Social Survey Results from 1973 compared to 2013. Were they different?

1973 1. Meaningful work 2. Promotions 3. Income 4. Job security 5. Hours 2013 1. Meaningful work 2. Promotions 3. Income 4. Job security 5. Hours

The Latest Research on goals

A growing body of academic research demonstrates that giving people specific, challenging performance goals causes them to cheat on tasks or misrepresent their performance. The harmful side effects of goal setting are far more serious and systematic than prior work has acknowledged. Goal setting harms organizations in systematic and predictable ways. The use of goal setting can degrade employee performance, shift focus away from important but non-specified goals, harm interpersonal relationships, corrode organizational culture, and motivate risky and unethical behaviors. In many situations, the damaging effects of goal setting outweigh its benefits. Managers should ask specific questions to ascertain whether the harmful effects of goal setting outweigh the potential benefits.

Attempts to Restore Equity

Alter Outcomes Alter Inputs Cognitively Distort Engage in Withdrawal Behavior Act on Referent Change Referent?

Ensuring Procedural Justice

Apply procedures consistently across persons and time Remove bias from self-interest Base the decision on accurate information Provide mechanisms for correcting poor decisions Fully represent the concerns of all parties Conform to prevailing ethical and moral standards

Job Characteristics Model Outcomes

Core Job Dimensions : Skill Variety + Task Identity + Task Significance = -Meaningfulness Autonomy = -responsibility Feedback = -knowledge of results Outcomes: High Internal Work Motivation High Quality Performance Satisfaction Low Turnover & Absenteeism

Sample SMART Goals

Customer Service To increase market share, we will achieve an average customer service rating of at least 4.5 (out of a possible 5.0) on our annual survey distributed on May 1, 2016. Project Management To improve our project management processes, Henry will take the Project Management Essentials workshop on October 14th, report what was learned to our team by October 31st in order to share knowledge, and apply the relevant concepts while implementing our XYZ project in order to practice new skills. Finance To prevent backlogs, our department will reconcile budget & expense statements within a week of receipt from Finance Office. We will evaluate the number of backlogs for the previous week each Monday. Employee Engagement To retain our high caliber talent, we will increase the percentage of "engaged" employees from 20% to 35% on this year's Gallup Engagement Survey.

Herzberg on motivation

I can charge a person's battery, and then recharge it, and recharge it again. But it is only when one has a generator of one's own that we can talk about motivation. One then needs no outside stimulation. One wants to do it.

Increasing Task Significance & Meaning Through Connection to the End User

Innovative organizations connecting employees to the people who benefit from their work

Intrinsic motivation

Intrinsic Motivation - the motivation to engage in work primarily for its own sake, because the work itself is interesting, engaging, or in some way satisfying.

Consequences of Positive Feedback

Meets people's need for information and need to be recognized and appreciated If delivered "correctly," employees may repeat the behavior Feedback giver earns the "right" to give negative feedback when necessary

Facts about Goal Setting

Meta-Analytic results of 49 studies of specific, hard goals vs. general goals resulted in an average productivity increase of 8.88% Subjects included vending machine personnel, telephone operators, high school students, public utility supervisors, medical center managers, undergraduate students, logging crews, sales personnel & 6th graders 90% of all goal-setting studies show that specific and challenging goals lead to higher performance than easy goals, "do your best" goals, or no goals

Work-Related Outcomes and Inputs

Outcomes: pay benefits experience satisfaction promotions challenge recognition Inputs; time effort education experience training specialized skills

Type I behaviour: What is purpose

Passion behind a meaningful purpose makes us more motivated and engaged. In 1962, Clare Boothe Luce, on of the first women to serve in the U.S. Congress, offered some advice to President John F. Kennedy. 'A great man,' she told him, 'is one sentence.' Abraham Lincoln's was: 'He preserved the union and freed the slaves.' Franklin Roosevelt's was: 'He lifted us out of a great depression and helped us win a world war.' So what is your one sentence? Lack of inspiring purpose at work Everyone benefits from a driving purpose. The issue is most organizations do not have a motivating purpose, Gary Hamel states, "As an emotional catalyst, wealth maximization lacks the power to fully mobilize human energies." Deci, Richman, Ryan & Niemic asked graduates at Rochester University about their life goals (and followed up with them 2 years later). They found that those with extrinsic goals (i.e. to be wealthy etc) had the same level of self-esteem and satisfaction as when at University, but their stress level was much higher. However, those with intrinsic goals (e.g. to learn, to grow to help others etc) reported higher levels of satisfaction and lower anxiety than when at university. They concluded that extrinsic goals (whilst successful at helping one achieve those goals) do not tend to make people happy. Thus satisfaction is more to do with what goals you aim-for rather than the achievement of the goals themselves. The changing demands of a new generation Gen Y's are demanding more corporate social responsibility. Harvard's MBA students have developed their own Hippocratic oath: "My purpose is to serve the greater good...I will strive to create sustainable economic, social and environmental prosperity worldwide." Co-created teams The development of teams is starting to change. Teams naturally form around natural leaders - i.e. those who have such a burning passion for a purpose - something that inspires others to self-organize around them. At Gore-tex, anybody who wants to rise in the ranks and lead a team must assemble people willing to work for them - thus leadership is given by the people - not by management. Likewise, at Whole Foods, it's the peers who decide if a person should be employed after their 30-day trial. The Internet now allows geographically disparate people to come together to make a virtual team - hence the rapid escalation and potency of open-source projects.

Key Points for Giving Feedback

Pause before you give feedback to think through what you want to say in order to avoid damaging the relationship Remember to discuss the behavior, not the person's personal characteristics. Acknowledging how the behavior affects you or your team is key to getting your target's attention and empathy. Depending on the target (e.g. peer or direct report), consider how to approach specify (i.e. negotiable or non-negotiable). End on a positive note. Don't forget to give positive feedback too!

Type I behaviour: What is autonomy

People want autonomy in four areas: Task, time, techniques and team. Studies have shown that perceived control is an important component of one's happiness. Lack of free-will and choice reduces a person's vitality. Having a sense of autonomy has been shown to have a powerful effect on performance, attitude, job satisfaction, and causes less burn-out. Cornell University studied 320 small businesses - half of which had granted their people autonomy. These businesses grew at four times the rate of the control oriented companies. Economist, Francis Green points to individual lack of discretion at work as the main explanation for declining productivity and job satisfaction in the UK. Fed-Ex days William Knight, 3M's past president said, "Hire good people and leave them alone". They pioneered the idea of allowing staff to spend up to 15% of their time pursuing projects that are of interest for themselves (which might benefit the company). Many companies have adopted the same principles - e.g. Google and Atlassian. Once a quarter, Atlassian (an Australian software company) run a Fed-Ex day (it's called Fed-Ex because the staff need to deliver the next day). The staff are given 24 hours to work on anything they want - and then show their results the next day. These Fed-Ex days have solved many of their software issues. Autonomy even for mundane tasks Even some quite simple roles can benefit from autonomy. Call centres which have heavily scripted responses and carefully monitored response call times have turnover rates of 35% - double that of the UK average. Zappos, the US shoes on-line retailer do not monitor the calls and have no scripts. They even pass down the discretion on how to address complaints. Their mission is to provide the best customer service possible. They often use homeshoring (where can have the calls diverted to their own homes). Turnover is minimal.

Intrinsic Motivation Principle of Creativity

People will be most creative when they feel motivated primarily by the interest, satisfaction, and challenge of the work itself - and not by external pressures. - Theresa Amabile

Why is motivation important?

Perceived impact Letting employees see how their work makes a meaningful difference Appreciation Feeling that their jobs are appreciated by scholarship students (vs. devalued by rude alumni) Empathy Understanding the perspectives of scholarship students allows employees to become more committed to helping them (empathy)

Extrinsic vs. Intrinsic driven people

Pink defines two types of people: Type X (Extrinsic) are primarily driven by external factors, such as money, fame, status symbols etc. They can often be highly successful but can be troubled by an insatiable appetite for more 'stuff' (the joy of monetary success for example never fully satisfies. It quickly evaporates and is replaced by further longing for the next pay rise, the bigger car etc etc). Type I's (Intrinsic) motivation comes from within - to accomplish something meaningful to them. Success is measured by the task and not by an added-on reward. They have been shown to have higher self-esteem, better interpersonal relationships and greater physical and mental well-being. Type I's will usually outperform a Type X in the long run. Type I behaviour is fuelled by three factors: 1) Purpose 2) Mastery and 3) Autonomy. They have a clear purpose in mind - and that is often to master/excel in an area. They then desire the freedom to do it in their own way.

Peak Performance using M.A.C.E.

Proper Conditions Right Motivators Ability/ Skills Training Clear Expectations

Why carrot & stick approaches no longer work:

Reduction in algorithmic work -Taylor in 1900's saw workers as part of a complicated machine where desired behaviour was controlled through reward and punishment. This mindset still dominates the way many companies manage their people. But his principles were born out of an era when most work was mechanical, repetitive labour (aka algorithmic i.e. a learned simple repeating pattern). For these types of jobs that still exist, evidence suggests extrinsic motivators are still effective. Increase in complexity -These days many people's work is more complex, constantly evolving, less routine, less directed and more interesting (aka heuristic). This requires a different approach to management and motivation. Changing management structures -We are seeing a reduction in management levels in many organizations, requiring a less hands-on, more self-directed work patterns. Internet driven open sourcing -Open sourcing (such as Wikipedia, Linux, Firefox, Apache, cookbooks, stock photography, legal briefs, medical research etc) is a radically different model. The reward is contribution and some recognition - but not £ in the short-term. Lakhani & Wolf (Boston Consulting Group) surveyed 684 open-source developers. They found the primary motivation was the enjoyment from creating something in its own right (rather than any extrinsic rewards). A change in corporate focus -In 2008, Vermont was first US state to allow a new type of 'low profit limited liability' company (aka L3C) to be set-up (versus the for-profit or not-for-profit social cause driven organizations). L3C aim to return modest profits to allow them to instead focus on their primary goal of social benefit. The reality of what really drives behaviour -Rational driven economic theory predicts that in a world of prefect information and low transaction costs, parties will bargain to a position of wealth maximization. But this is not what happens in reality. People make decisions more on internal factors than external factors - we spend hours mastering an instrument for no external financial gain, we leave expensive jobs to work to become teachers, nurses or aid workers. As Frey writes, "It is inconceivable that people are motivated solely or even mainly by external incentives"

Vertical Job Loading

Removing controls while retaining accountability Increasing accountability of individuals for own work Assigning a complete, natural unit of work Granting additional authority; job discretion Making reports available to workers, rather than only to supervisors Introducing more difficult tasks, not previously handled Assigning specialized tasks, enabling employees to become experts

Daniel Pink's Drive in a nutshell

Rewards don't work. People are more motivated by internal factors than by external drivers. Once basic financial needs are met, people are more motivated by having a desire for Mastery and a sense of Autonomy/self-direction towards a driving Purpose (MAP).

Rules of Goal Setting

Rule No. 1: Goals Must Be Challenging Meta-Analytic results of 70 studies examining the effects of hard (challenging) vs. easy goals revealed an avg. productivity increase of 11.63% Subjects included undergraduate students, scientists, sewing machine operators, production workers, retail managers, public sector managers, 2nd - 4th graders, 4-5 year olds, homeowners, engineers, typists, & university faculty! Rule No. 2: Goals must be Specific Must contain an action verb, a measurable outcome, a specific date and specify constraints (if any). "Gain five new customers and increase gross sales to $200,000 by July 1, 2019 within an expense budget of $10,000." (Action Verb, Outcome, Date, Constraint) "Expand market share to 5% by December 31, 2019 without increasing advertising expenses." "Secure two clients by June 30th who will produce $300,000 of income annually and require no more than 30% of my time to service." Rule No. 3: Goals must be accepted. Studies show that when people are given a chance to participate in setting goals for themselves, they will set higher goals and will be more likely to accept those goals. Rule No. 4: Feedback should be used in conjunction with goals. Meta-Analytic results comparing the combined effects of specific, hard goals with feedback vs. specific, hard goals without feedback revealed an average difference in productivity of 17.46%

Job Characteristics Model

Skill Variety - degree to which the job requires a variety of activities, skills, and talents Task Identity - degree to which the job requires completion of a "whole" and identifiable piece of work Task Significance - degree to which the job has an impact on other people Autonomy - degree to which the job provides freedom in structuring and scheduling work Feedback - degree to which the job results in obtaining direct and clear information about job performance

SMART Goals

Specific Measurable Attainable Relevant Timely

Rules for Giving Corrective Feedback Effectively

Specific & descriptive Focus on the behavior, not the person! (Verbs, not adjectives!) Well-timed Compare performance to standard; not to another person Specify replacement behaviors (corrective) In Private (when corrective) Not in writing Manage your emotions!

Goal Setting Improves Task Performance When....

Subjects have sufficient ability Rewards are given for goal attainment (goal achievement is reinforced)* Management is supportive The task is relatively straightforward, not too complex

Type I behaviour: What is mastery

We have an innate desire to grow and develop - to become really good at something. And this mastery leads to a sense of personal fulfillment. But without passion and engagement, mastery will not happen. Gallup research has found that more than 50% of US people are not engaged at work (and 20% are actively disengaged). McKinsey have found that in some countries only 2- 3% are highly engaged in their work. Mastery even for algorithmic roles Wrzesniewski and Dutton have studied hospital cleaners, nurses and hairdressers and found many were finding areas of personal mastery that engaged them at work. Three laws of Mastery 1) Mastery is a mindset - What people believe shapes what they can achieve. Dweck demonstrated that those who believe intelligence is genetically fixed are less likely to push themselves and consequently restrict their growth potential (for fear of finding out they are not as clever as they think). Conversely those who believe intelligence can be developed do take risks, do push themselves and in the end out-perform those with a more fixed mindset. Dweck therefore recommends we praise effort not talent. 2) Mastery is painful - It takes 'grit' (a key determinant for success at WestPoint) to overcome the inevitable set backs along the way to mastery. 3) Mastery is an asymptote -Total mastery is never fully realized (which keeps people constantly pushing on).

extrinsic motivation

the motivation to work primarily in response to something apart from the work itself, such as reward, recognition, punishment or the directions of other people.

Feedback

Feedback is one of the most powerful and robust tools for motivating employees, IF it is used properly.

What is goal setting?

Goal setting is one of the most robust, effective, and simple motivational techniques available. It is extremely powerful IF used correctly. Goal setting can be used on self, others, individuals, teams, or entire organizations.

Meaning at Work

Humans have always sought meaning or higher purpose People spend the majority of their waking hours at work and increasingly seek meaning at work Roffey Park survey of managers 70% want more meaningful work 80% want socially responsible organizations

The "DAR" Approach for Giving Positive Feedback

Describe - the exact behavior, in specific terms (e.g. "I noticed..." or "When you.....") Acknowledge - how the behavior makes you feel or affects you (or how the organization is impacted) (e.g. "I feel........" or "The team......") Reaffirm - the value of the employee or coworker or his/her ability to change (or repeat) the behavior (e.g. "I appreciate.....")

The "DASR" Approach

Describe - the exact behavior, in specific terms (e.g. "I noticed...." "When you.....") Acknowledge - how the behavior makes you feel or affects you (or how the organization/team/department is impacted) (e.g. "I feel........" or "The team.......") Specify - the replacement behavior (if negative feedback) (e.g. "What I would prefer......" or "What I'm going to need you to do is...." or "How do you think.....?) Reaffirm - the value of the employee or coworker or his/her ability to change (or repeat) the behavior (e.g. "I appreciate.....")

Two Types of Justice

Distributive Justice - perceptions of the fairness of the allocation of resources in organizations. Procedural Justice - perceptions of the fairness and transparency in the processes that allocate resources in organizations.

Equity Theory

Equity exists whenever the ratio of a person's outcomes to inputs is equal to the ratio of his or her referent's outcomes and inputs.

How do external motivating forces impact motivation?

External motivating forces (esp. money) tends to kill intrinsic motivation, leading to reduced levels of motivation.