a process that account for an individual’s intensity, direction, persistence
TRANSCRIPT
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MOTIVATIONA PROCESS THAT ACCOUNT FOR AN
INDIVIDUAL’S
INTENSITY, DIRECTION, PERSISTENCE
OF EFFORT TOWARD ATTAINING AGOAL
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MOTIVATION
INTENSITY• How Hard a Person Tries
DIRECTION• High Intensity can only lead to
favorable outcomes only when the Efforts are made in the right Direction- for the Benefits of organization
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MOTIVATION
PERSISTENCE
• Motivated individual’s stay with a Task long enough to Achieve their Goal.
• Persistence is the measure of How Long a can Maintain Effort.
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Early Theories of Motivation
HIERARCHY OF NEEDS THEORY• PHYSIOLOGICAL NEEDS: Hunger, thirst
Shelter, Sex, other bodily needs
• SAFETY: Protection from physical and emotional harm
• SOCIAL: Belongingness, Friendship, Affection
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Early Theories of Motivation
• ESTEEM: Self-respect, Status, Attention, Recognition
• SELF-ACTUALIZATION: Achieving one’s potential, Self-fulfillment
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Early Theories of Motivation
HIERARCHY OF NEEDS THEORY
• The Individual moves up the steps of the Hierarchy. As each of the needs becomes satisfied, the next need becomes Dominant
• Higher order needs
• Lower order needs
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Early Theories of Motivation
ERG THEORY
• Clayton Alderfer
• Three groups of core needs 1. EXISTENCE 2. RELATEDNESS 3. GROWTH
• It does not assume a Rigid Hierarchy in which a Lower need must be substantially fulfilled before one can move on.
• A person can be working on growth needs even though Existence needs are unsatisfied
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Early Theories of Motivation
THEORY X and THEORY Y• Douglas McGregor• Two Distinct Views of human
beings- Negative– Theory X - Positive – Theory Y
• He concluded that managers’ views of the nature of human being are based on a certain grouping of assumption
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Early Theories of Motivation
THEORY X and THEORY YUnder Theory X, assumption held by
managers are :
1. Employees inherently dislike work2. So they must be Coerced, Threatened3. They will avoid Responsibilities 4. They Seek formal direction5. Place Security above all- little ambition
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Early Theories of Motivation
THEORY X and THEORY Y• Under Theory Y, assumption held by
managers are
1. Take work as Natural as Rest or Play
2. Exercise Self-direction and Self-control
3. Accept and even Seek Responsibilities
4. Ability to make innovative decisions
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Early Theories of Motivation
THEORY X and THEORY Y
• Theory X - Dominance of Lower order needs
• Theory Y – Dominance of High order needs
• McGregor believed Theory Y assumptions were more Valid- that ideas such as; Participative decision making, Challenging Jobs, and Good group relations would maximize an employee’s job performance
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Early Theories of Motivation
TWO FACTOR THEORY ( Motivation- Hygiene theory)• Frederick Herzberg• What do people want from their Jobs?
• Opposite of Satisfaction is not Dissatisfaction-Removing Dissatisfying factor does not necessarily make the job Satisfied
• Factors leading to satisfaction: Advancement, Recognition, Responsibility, Achievement
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Early Theories of Motivation
TWO FACTOR THEORY ( Motivation- Hygiene theory)
• Factors leading to satisfaction: Advancement Recognition Responsibility Achievement
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Early Theories of Motivation
TWO FACTOR THEORY ( Motivation- Hygiene theory)
• Factors leading to Dissatisfaction or No Dissatisfaction:
Quality of Supervision Pay Company Policies Physical working conditions Relations with others Job Security
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Contemporary Theories of Motivation
These theories represent Current State of Thinking in Explaining Motivation
McClelland’s theory of Needs
• Need for Achievement
. Prefer moderately Challenging Goals
. Dislike Gambling- Succeeding by Chance
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Contemporary Theories of Motivation
McClelland’s theory of NeedsNeed for Achievement
• They Avoid what they perceive VERY EASY or VERY DIFFICULT task
• They Prefer Tasks of INTERMEDIATE Difficulty that is, 50/50 Chances of Success and Failure
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McClelland’s theory of Needs
• HIGH ACHIEVERS prefer JOBS that OFFER:
-PERSONAL RESPONSIBILITY -FEEDBACK -MODERATE RISK
• Thus they become MOTIVATED by the fulfillment of the these factors
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McClelland’s theory of Needs
• High Achievers are Successful Entrepreneurs and in Managing a Self-Contained Unit in an Organization
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McClelland’s theory of Needs
• High Achievers not necessarily make Good Managers because they are Interested in How well they do Personally and not in Influencing Others
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Contemporary Theories of Motivation
McClelland’s theory of Needs
Need for PowerThey want to be INFLUENCIAL to IMPACT OTHERS
to Control Others
They are Concerned with gaining Influence over others rather than concentrating on Effective Performance
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Contemporary Theories of Motivation
McClelland’s theory of Needs
Need for Power
• Higher the Level one Rises Greater the one’s Power Motive
Therefore her/his Stimulus is “POWERFULL POSITION”
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Contemporary Theories of Motivation
McClelland’s theory of Needs
EMPLOYEES are trained to stimulate their Achievement Needs ------ so that they prefer Situations in which they Prefer RESPONSIBILITY FEEDBACK MODERATE RISK
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Contemporary Theories of Motivation
McClelland’s theory of Needs
Need for Affiliation
They prefer COOPERATIVE Situations rather than COMPETITIVE Situations
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Contemporary Theories of Motivation
COGNITIVE EVALUATIION THEORY
INTRINSIC MOTIVATORS: RESPOSIBILITY ACHIEVEMENT COMPETENCE
EXTRINSIC MOTIVATORS:
PLEASANT WORKING CONDITIONS GOOD SUPERVISION PROMOTION PAY
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Contemporary Theories of Motivation
COGNITIVE EVALUATIION THEORY
• That the introduction of Extrinsic Rewards, such as Pay for work effortthat was previously intrinsically rewarding due to the pleasure associated with the content of the work itself tend to decrease overall Motivation.
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Contemporary Theories of Motivation
COGNITIVE EVALUATIION THEORY
Individual’s experience Loss of Control over her/her Own Behaviorthus the Previous Intrinsic
motivation Diminishes
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Contemporary Theories of Motivation
SELF CONCORDANCE THEORY is the Outgrowth of Cognitive Evaluation theory
• If an Individual pursues Goal because of INTRINSIC INTEREST they are more likely to ATTAIN and are HAPPY even if they don’t ATTAIN
BECAUSE THE PROCESS OF STRIVING FOR THEM IS
FUN
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Contemporary Theories of Motivation
SELF CONCORDANCE THEORY is the
Outgrowth of Cognitive Evaluation theory
• In Contrast - People who pursue Goals for EXTRINSIC REASONS e.g., MONEY, STATUS OR Other Benefits-are less likely to ATTAIN their Goals-are less HAPPY even when they do ACHIEVE them.
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Contemporary Theories of Motivation
• Thus one must Choose Job Carefully - Make sure You DO something for Reason Other than Extrinsic Rewards
• Managers need to provide Intrinsic Rewards in addition to Extrinsic Incentives
-provide Recognition -make work Interesting-Support Employee Growth/ Development
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Contemporary Theories of Motivation
• Employees become more MOTIVATED when they have CONTROL on their WORK FREE CHOICE
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Contemporary Theories of Motivation
GOAL-SETTING THEORY• SPECIFIC GOALS Increase Performance
- produce a higher level of Output than the Generalized Goals
• DIFFICULT/Challenging GOALS (when Accepted) Result in Higher Performance than do Easy Goals
• FEEDBACK leads to Higher Performance than does NonFeedback
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Contemporary Theories of Motivation
GOAL-SETTING THEORYEmployees’ Participation in Goal-
setting:• Evidence is mixed regarding the superiority
of Participative goals over Assigned Goals• If participation is not used then the purpose
and importance of the goals needs to be explained clearly by the individual Assigning the goal.
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Contemporary Theories of Motivation
GOAL-SETTING THEORYThis theory Presupposes that an Individual is
COMMITTED to the Goal, that is, one is Determined not to Lower or Abandon the Goal.
Goals seems to have more substantial effect when TASKS are …SIMPLE rather than COMPLEX …INDEPENDENT rather than INTERDEPENDENT …WELL-LEARNED rather than NOVEL
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Contemporary Theories of Motivation
THE MBO PROGRAMS: PUTTING GOAL-SETTING THEORY INTO PRACTIC
• Management By Objectives emphasizesParticipative Set Goals that are Tangible, Verifiable and Measurable
• Overall organizational goals are TRANSLATED into Specific Objectives for each Succeeding Level e.g., Divisional-Departmental-Individual
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Contemporary Theories of Motivation
THE MBO PROGRAMS
Ingredients Common to both Goal-Setting and MBO programs:
1. Participation in Decision making
2. Time Period
3. Performance Feedback
Only the Issue of Participation does not match fully between them
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Contemporary Theories of Motivation
SELF-EFFICACY THEORY (also known as Social Cognitive Theory
or Social Learning Theory)
-It refers to Individual’s Belief that he/she is CAPABLE of Performing a Task
-Higher the Self-Efficacy the More the Confidence you will have in your ability to Succeed in that Task
-with Low Self-Efficacy—it is more likely that the individual lessen her/his Effort or Give up altogether
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Contemporary Theories of Motivation
SELF-EFFICACY THEORYAlbert Bandura who developed this theory mentioned
four ways that can increase Self-Efficacy1. Enactive Mastery; gaining relevant experience with
the Task or Job2. Vicarious Modeling;
Becoming more Confident because you see Someone Else doing the Same
3. Verbal Persuasion; Becoming more Confidentbecause Someone Convinces you that you have the Skills necessary to be Successful
4. Arousal; it leads to Energized state which derives a person to Complete the task