2015 pom chapter 5 motivation

CHAPTER 5: CHAPTER 5: MOTIVATIONMOTIVATION

The Magic of MotivationThe Magic of MotivationMotivationMotivation is the powerful mainspring driving all is the powerful mainspring driving all

human actions.human actions.

DMG 1213 / DMG1113 / DPM1213 / DPM1113Principles of Management

Laura LawPerak College of Technology

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What is motivation?What is motivation?

We define motivation as the willingness to exert high levels of effort to reach

organizational goals, conditioned by the effort’s ability to satisfy some individual

need.

MotivationMotivation is the word derived from the

word ’motive’ which means needs, desires, wants or drives within the individuals.

Motivation is a psychological process that causes the arousal, direction, and persistence of voluntary actions that are goal directed.

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1. Positive reinforcement / high expectation.

2. Effective discipline & Punishment.

3. Treating people fairly.

4. Satisfying employees needs.

5. Setting work related goals.

6. Restructuring jobs.

7. Base rewards on job performance.

Managers need to know about motivational concepts and practices in order to encourage their employees to put forth-maximum effort

It is the process of stimulating people to actions to accomplish the goals. In the work goal context the psychological factors stimulating the people’s behavior can be -

desire for money

success

recognition

job-satisfaction

team work, etc

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Early View of Motivation

CHAPTER 5: MotivationDMG 1213 / DMG1113 / DPM1213 / DPM1113

Principles of ManagementLaura Law

Perak College of Technology

Early Views of MotivationEarly Views of Motivation1. The Traditional Model

2. Human Relation Model

3. The Human Resources Model

1. The Traditional Model

2. Human Relation Model

3. The Human Resources Model

Process of motivationProcess of motivation

NEEDNEED

DRIVEDRIVE

TENSIONTENSION

BEHAVIORBEHAVIOR

GOALGOAL

REWARDREWARD

Theory of Motivation

CHAPTER 5: MotivationDMG 1213 / DMG1113 / DPM1213 / DPM1113

Principles of ManagementLaura Law

Perak College of Technology

Theories of MotivationTheories of MotivationA.Need Theory and Content Theory

B.Process TheoryA. Expectancy TheoryB. Equity ModelC. Goal Setting Model

C.Reinforcement TheoryA. Hierarchy of needs theory B. Theory X and Theory Y C. Two-factor theory

(Satisfier Factor- Hygiene Factor)

Theory of Motivation Need/Content Theory

CHAPTER 5: MotivationDMG 1213 / DMG1113 / DPM1213 / DPM1113

Principles of ManagementLaura Law

Perak College of Technology

Theory of need

1. Need for achievement

2. Need for power

3. Need for affiliation

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Need for achievement is the urge to

excel, to accomplish in relation to a set of standards, to struggle to achieve success.

Need for power is the desire to influence other individual’s behavior as per your wish. In other words, it is the desire to have control over others and to be influential.

Need for affiliation is a need for open and sociable interpersonal relationships.

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Theory of Motivation Process Theory

CHAPTER 5: MotivationDMG 1213 / DMG1113 / DPM1213 / DPM1113

Principles of ManagementLaura Law

Perak College of Technology

Equity theoryEquity theoryTheory that centers around the principle

of balance or equity.

Related to his/her perception of equity and fairness practiced by management.

The greater the fairness perceived the higher motivation.

Employees make comparison of input in the job with the outcomes.

Expectancy theoryExpectancy theoryDeveloped by Victor Vroom.

Explained motivation is a result of a rational calculation.

A person is motivated to the degree that she believes that Effort will yield acceptable performanceEffort will yield acceptable performancePerformance will be rewardedPerformance will be rewardedThe value of the rewards is highly positiveThe value of the rewards is highly positive

Expectancy theoryTwo expectations

1. Effort leads to performance

2. performance leads to rewards

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EffortPerformance

Rewards

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Goal-setting theoryGoal-setting theoryProcess theory that increases efficiency

and effectiveness by specifying the desired outcomes toward which individuals, groups, departments and organizations should work.

SMART is used (stands for Specific, Measurable, Achievable, Realistic and Time related).

Theory of Motivation Reinforcement Theory

Hierarchy of needs theory CHAPTER 5: Motivation

DMG 1213 / DMG1113 / DPM1213 / DPM1113Principles of Management

Laura LawPerak College of Technology

Reinforcement theoryReinforcement theoryThe administration of a consequence as a

result of behavior.

Reinforcement argues that behavior is reinforced and controlled by external events.

Hierarchy of needs theoryHierarchy of needs theoryIntroduced by Abraham Maslow.He states that all people possessed a

set of five needs in them.Five needs arranged in a hierarchy of

strength and influence.

PhysiologicalSecurity (safety)Social (belongingness)EsteemSelf-actualization

Hierarchy of needs theoryHierarchy of needs theory

Theory of MotivationReinforcement Theory

Theory X and Theory YCHAPTER 5: Motivation

DMG 1213 / DMG1113 / DPM1213 / DPM1113Principles of Management

Laura LawPerak College of Technology

Theory X and Theory Y Theory X and Theory Y

Developed by Douglas McGregor and describe two distinct views of human nature.

The views or perception of managers with regard to their employees.

Their perception and views are termed as Theory X and theory Y.

Theory XTheory XManagers of Theory X view the employees in terms of the following characteristics:

1.Inherently disliking work.

2.Avoiding work whenever possible.

3.Lacking of ambition.

4.Irresponsible.

5.Resistant to change.

6.Feeling that work is of secondary importance.

7.Preferring to be led than to lead.

8.Having to be pushed by managers to work.

Theory YTheory YTheory Y managers view their employees in terms of the following characteristics:

1.Willing to work; work is as natural as play or rest.

2.Willing to accept responsibility, since work brings satisfaction.

3.Capable of directing themselves (self-direction).

4.Capable of self-control.

5.Frequently using imagination, ingenuity and creativity in accomplishing tasks.

Theory X and Theory YTheory X and Theory Y

Theory X is pessimistic.(-ve)

Theory Y is optimistic.(+ve)

In order to make sure that employees do their work, managers in Theory X have to apply autocratic style of leadership where employees have to be constantly directed and controlled. Coercive power will be used.

Managers of theory Y apply participative style of leadership, where employees are allowed more participation, freedom and responsibility in their work.

Theory of MotivationReinforcement Theory

Two-factor theory (Satisfier Factor- Hygiene Factor)

CHAPTER 5: MotivationDMG 1213 / DMG1113 / DPM1213 / DPM1113

Principles of ManagementLaura Law

Perak College of Technology

Two factor theoryTraditional view:

People are satisfied and dissatisfied only.

Herzberg view:

There may be three conditions

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Satisfied dissatisfiedNeutral

Motivation-hygiene theory Motivation-hygiene theory

Introduced by Frederick Herzberg.

The theory was developed when studying the job attitudes of 200 engineers and accountants on job attitudes.

From the study, it was concluded that individuals’ work satisfaction and dissatisfaction arise from two different sets of factors:Hygiene factor; andSatisfier/Motivation factor.

Two factorsSatisfier/Motivation factors

Hygiene factors

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Satisfied Neutra

l dissatisfied

Satisfier/Motivation factors

Hygiene factors

Hygiene factor (Dissatisfier)Causes feelings of job dissatisfaction of

job context (company policy, salary, working conditions, supervision etc).

Satisfier factor (motivating)Causes feelings of job satisfaction of job

context ( recognition, work itself, responsibility, advancement etc).

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Both are 2 separate entities

The absence of one does not affect the other

Hygiene Factor : only effect job dissatisfaction, improve them can make people less dissatisfaction but does not contribute to job satisfaction or motive the employees to increase their work effort

Motivational/Satisfier Factor: improve made in satisfier factors can increase job satisfaction. However, they will not prevent job dissatisfaction