Session 8: Understanding and motivating individuals and teams at work

Question 1

Mullins (2013) suggests that motivation is the driving force within us that pushes us to meet some need or expectation.

One approach to thinking about these complex motivational needs and expectations is to categorise into 3 sections which are:

Answer 1

1. economic rewards – to meet tangible needs for pay, pension, material goods and security
2. intrinsic satisfaction – derived from the nature of the work itself, including interesting work, personal growth and development
3. social relationships – friendships, affiliation, status and dependency

This means that motivation varies over time and there is no ready-made solution

Question 2

An understanding of what people feel and how they think is the foundation for two cognitive theories of motivation which are:

Answer 2

1. Content theories attempt to explain specific things that motivate an individual at work – writers include Maslow, Alderfer, Herzberg and McClelland
2. Process theories attempt to identify the relationship among dynamic variables that make up motivation – these include expectancy theories, equity theory, goal theory and attribution theory

Question 3

Expectancy theory states that what motivates an individual is a combination of 3 factors namely:

(Developed by Victor H. Vroom in 1964,)

Answer 3

1. Expectancy,
2. Instrumentality and
3. Valence.

Question 4

1. Expectancy is

Answer 4

Expectancy is one’s belief that putting effort into a certain task will lead to desired performance

i.e. effort (E) = performance (P)

the belief is based on individuals past performance, their perceived level of control as well as their self-efficacy (as one’s belief in one’s ability to succeed in specific situations or accomplish a task)

Question 5

Instrumentality is

Answer 5

Instrumentality is the belief that performance will lead to desired rewards

i.e. performance (P) = rewards/outcomes (O)

Question 6

Valency is

Answer 6

Valence is the value an individual place on the rewards of an outcome.

Question 7

Motivational Force (MF) =

Answer 7

Expectancy x Instrumentality x Valence.

Question 8

A useful way of setting the context for the employment relationship and our focus on trust, commitment and engagement is the

Employment Relations and Business Performance Model (CIPD, 1997:5) which entails the following

Answer 8

1. People Management Practices - job design, skills development and involvement climate
2. Psychological Contract - trust fairness, delivery of the deal

3, Commitment - motivation, willing contribution and satisfaction

4. Productivity - profit and agility

Question 9

The nature and interrelationships between trust, are useful to see the impact that the line managers have by

Answer 9

Trust is based on reliability and consistency, and trust builds confidence.

Research and practice demonstrate that trust in management is a key predictor of commitment and engagement, as well as for the development of the social capital of organisations (Nahapiet & Ghoshal, 1998).

Without trust there is little or no glue to bind teams and organisations together.

Question 10

Commitment is

Answer 10

is usually seen in terms of a positive attitude, which may have both rational and emotional aspects.

NB there is no single definition of commitment

Question 11

Meyer & Allen (1997) have referred to three main types of commitment:

Answer 11

1. Affective – wanting to stay
2. normative – feeling should stay
3. continuance – staying because of barriers to leaving (cost, lifestyle, pension etc)

Question 12

Engagement is more than commitment or

engagement is a positive work-related state?

Answer 12

There is some difference in approach between those who see engagement as a step beyond commitment and going the extra mile for the organisation,

and those who see engagement as more localised than commitment and as a positive work-related state of mind in which a person expresses themselves in their role

Question 13

Key antecedents (things that came before) or promoting factors of trust are defined as:

Answer 13

1. Before Trust, the following is needed:
   a. involvement and empowerment;
   b. open communication and provision of relevant information;
   c. perceptions of managerial competence;
   d. fairness and equity
2. Likewise, the Outcomes or consequences of trust are:
   a. effective communication;
   b. motivation and commitment;
   c. creativity and innovation;
   d. ability to cope with change

Question 14

Key antecedents (things that came before) or promoting factors of commitment are defined as:

Answer 14

2. Before I Commit the following is needed:
   a. personality characteristics;
   b. culture;
   c. leadership style;
   d. involvement in decision-making
3. Likewise, the Outcomes or consequences of commitment are:
   a. job satisfaction;
   b. job performance;
   c. service quality;
   d. readiness for change;
   e. lower turnover

Question 15

Key antecedents (things that came before) or promoting factors of engagement are defined as:

Answer 15

3. Before engagement, the following are needed:
   a. employers take an interest in employee well-being;
   b. employees feel their contribution is valued;
   c. involvement in decision-making;
   d. challenging work and the resources to do it;
   e. opportunities for development
4. Likewise, the Outcomes or consequences of engagement are:
   a. job satisfaction;
   b. customer satisfaction;
   c. organisational performance including profitability;
   d. discretionary effort

Question 16

The role of the line manager is

Answer 16

1. In terms of developing trust,

A line manager should communicate openly, clearly and honestly, behave consistently and not avoid difficult issues.

2. In terms of commitment

Effective communication is also important for developing commitment and involving employees, particularly in decisions that are relevant to them

3. In terms of Engagement

Managers can build engagement by involving people, clarifying expectations, providing challenging work and the resources to do it, and opportunities for people to develop themselves and their careers.

Question 17

The Psychological Contract and the role of the line manager is

Answer 17

The Psychological contract offers a model of the employment relationship that underlines the vital role of the manager as the key representative of the organisation, especially as many people management practices have now been delegated to those in line management positions.

It is possible to see it as part of a matching process between what organisations need and offer, and what individuals offer and need (Schein, 1978; Herriot & Pemberton)

It is the line manager who frequently sets expectations in the recruitment and selection process, who reinforces, builds or damages those expectations in their everyday line management actions, and who influences through their behaviour how the individual views the organisation. When the individual for any reason reassesses their relationship with the organisation it is the line manager they negotiate with, so the quality of this relationship will have a major impact on any decisions.