Motivation & Engagement
This session will consider the intrinsic and extrinsic drivers behind why
people work and the meaning it holds for them. The shifting nature and
significance of work as part of people’s identity is explored. These ideas
will be contrasted with the ‘rational’ approaches to management.
Outcomes - By the end of this session, you should be able to:
Characterise the nature of motivation, it's importance at work
and how historical perspectives of motivation are shifting in
light of the modern work environment;
Describe and compare the content and process theories of
motivation and the implications for managing employee
performance;
Recognise the steps that management can take to improve
performance, by applying key theories of motivation.
1. Introduction
1.1. Key learning points
Motivation Matters. Your motives are key determinants of your
behaviour (Buchannan & Huczynski, 2019).
“We all need motivation in order to work.” (King & Lawley,
2019:303)
Motivation in the workplace
Widely used term in organisations
Shorthand for happy, successful, high performing workforce
Management tool - you may be able to motivate employees to act
in a particular way
Theory is that: “Improving the motivation of the employee improves
output and other factors” (Wilson, 2010:123).
, Motivation Theory attempts to explain:
Preferences: Why you might choose a particular job
Strength of effort: What will capture your interest, energy
and enthusiasm for the job
Persistence: What will persuade you to stay, and to carry on
working hard
Motivation Theory – A note of Caution:
“The search for a generalized theory of motivation at work appears a vain
quest. A major determinant of behaviour is the particular situation in which
individual workers find themselves … motivation varies over time and
according to circumstances” (Mullins, 1993:449)
Reading (5mins)
Factsheet: Employee Engagement and Motivation.
This factsheet is provided by the CIPD (Chartered Institute of Personnel
Development). It aims to help professionals understand the concepts of
motivation and engagement, and learn how to build an engaged and
motivated workforce.
Online version: Here
Outcomes:
By the end of this session, students are expected to be able to:
To outline and discuss major schools of thought and theoretical
perspectives on motivation and engagement
To consider some of the options chosen by organisations to motivate /
engage employees/managers
To discuss other concepts which seek to explain people’s attitudes to
work, including commitment, engagement and discretionary effort
Motivation in the workplace:
Extrinsic Motivation:
‘Tangible’ rewards – salary, fringe benefits, security, promotion, work
environment, contract (often determined at organisational level)
This session will consider the intrinsic and extrinsic drivers behind why
people work and the meaning it holds for them. The shifting nature and
significance of work as part of people’s identity is explored. These ideas
will be contrasted with the ‘rational’ approaches to management.
Outcomes - By the end of this session, you should be able to:
Characterise the nature of motivation, it's importance at work
and how historical perspectives of motivation are shifting in
light of the modern work environment;
Describe and compare the content and process theories of
motivation and the implications for managing employee
performance;
Recognise the steps that management can take to improve
performance, by applying key theories of motivation.
1. Introduction
1.1. Key learning points
Motivation Matters. Your motives are key determinants of your
behaviour (Buchannan & Huczynski, 2019).
“We all need motivation in order to work.” (King & Lawley,
2019:303)
Motivation in the workplace
Widely used term in organisations
Shorthand for happy, successful, high performing workforce
Management tool - you may be able to motivate employees to act
in a particular way
Theory is that: “Improving the motivation of the employee improves
output and other factors” (Wilson, 2010:123).
, Motivation Theory attempts to explain:
Preferences: Why you might choose a particular job
Strength of effort: What will capture your interest, energy
and enthusiasm for the job
Persistence: What will persuade you to stay, and to carry on
working hard
Motivation Theory – A note of Caution:
“The search for a generalized theory of motivation at work appears a vain
quest. A major determinant of behaviour is the particular situation in which
individual workers find themselves … motivation varies over time and
according to circumstances” (Mullins, 1993:449)
Reading (5mins)
Factsheet: Employee Engagement and Motivation.
This factsheet is provided by the CIPD (Chartered Institute of Personnel
Development). It aims to help professionals understand the concepts of
motivation and engagement, and learn how to build an engaged and
motivated workforce.
Online version: Here
Outcomes:
By the end of this session, students are expected to be able to:
To outline and discuss major schools of thought and theoretical
perspectives on motivation and engagement
To consider some of the options chosen by organisations to motivate /
engage employees/managers
To discuss other concepts which seek to explain people’s attitudes to
work, including commitment, engagement and discretionary effort
Motivation in the workplace:
Extrinsic Motivation:
‘Tangible’ rewards – salary, fringe benefits, security, promotion, work
environment, contract (often determined at organisational level)
