Topic 6Motivating Organizational Members

Motivation DefinedThe forces and expenditure of effort acting on or within a person that cause that person to behave in a specific, goal-directed manner.Motivation is the management process of influencing another person based on the knowledge of what makes the person tickMotivation are those factors that cause peoples behavior What is motivation

The Relationship Between Motivation and PerformanceEducationKnowledgeMechanical SkillsPsychomotor SkillsMental SkillsMotivation x Ability Performance

Basic assumption about motivation1.Motivation is considered as something good2Motivation affect performance3.Motivation may decline4.Motivation is one of mgt tools to influence performance

MOTIVATION PROCESSNeeds (unfilled)TensionDriveSearch BehaviorSatisfied needs(Needs to be fulfilled)Reduction of Tension

The Early Views Of Motivation1.The traditional view2.The human relations model3.The human resources model

The Traditional Model

Is associated with Frederick Taylor and the scientific mgt.Assume that workers are lazy and could only be motivated by financial reward

The Human relations modelIs most often associated with Elton Mayo.Believed that managers could motivate employees by acknowledging their social needs and by making them feel useful and important

The Human Resources ModelAssume that workers have the capacity to accept, even seek, responsibility.Managers should create a working environment to maximize workers talents and potential

Motivation ApproachesNeed-Based ModelsEmphasize specific human needs or the factors within a person that energize, direct, and stop behavior.Process ModelsTake a more dynamic view of motivation. They focus on understanding the thought or cognitive processes that take place within the individuals mind and act to affect behavior, as well as cues in the environment that influence behavior.

Need-Based Models of MotivationMaslowsHierarchy ofNeedsHerzbergsTwo-FactorModelAcquired-Needs Model

Maslows Hierarchy of Needs According to Maslow, a person has five fundamental needs:Physiological, security, affiliation, esteem, and self-actualization.Individuals have various needs and try to satisfy these needs using a priority system or hierarchy.

Maslows Hierarchy of Needs Self-actualizationEsteemAffiliationPhysiologicalSecurity

Maslows Hierarchy of NeedsAbraham proposed that there are five levels of human needs:1.Physiological needs e.g need for food and shelter2.Safety and security e.g Freedom from fear 3.Social needs e.g affection, affiliation and belongings4.Esteem e.g Power, respect and prestige5.Self actualization e.g Advancement and career development

Assumptions of the Maslows Hierarchy of Needs model1.Human needs are satisfied in stages beginning with the lower level needs2.A satisfied need is not a motivator of behavior, only unsatisfied needs are motivator3.If higher level needs are not satisfied, lower level needs will again become dominant

Hertzbergs two factor theoryFrederick Hertzberg proposed that motivation depends on two factors:1.Motivators/Satisfiers 2.Hygiene /Dissatisfiers

Motivators/SatisfiersFactors that causes satisfactionSatisfiers are factors in the job content. E.g Work itself, responsibility, interest, autonomy and feedback

Hygiene/DissatisfiersFactors that causes dissatisfactionHygiene are factors in the job context. E.g Wages and salary, company policy and social factorsHygiene factors if present will not create satisfaction, it only prevent dissatisfaction

Two-Factor Model Slide 2 of 2Motivator FactorsHygiene Factors- Achievement- Recognition- The work itself- Company policy- Salary- Work conditionsDissatifactionNo dissatifactionNo satisfactionSatisfaction

McGregor Theory X VS Theory YMcgregor proposed that there are two different sets of assumptions about what motivates people:1.Theory X2.Theory Y

Theory XContends that people dislike work and will avoid it whenever possibleThey must be controlled or even threatened with punishment to get them to work.Managers have to be strict and authoritarian

Theory YAn optimistic view of people and their work.People accept and even seek responsibility.People are creative , imaginative and able to exercise self direction and self control

Mc Clelland Three Needs TheorySaid that these three needs are the major force or motives in work.Divided into threeNeed for achievement (nAch)The drive to excel, to achieve in relation to a set of standards, and to strive to success.

Need for power (nPow)The need to make others behave in a way that they would not have behaved otherwise. Need for affiliation (nAff)The desire for friendly and close interpersonal relationships.

Acquired-Needs Model The acquired-needs model focuses on three particularly important or relevant needs in the work environment:Need for achievementNeed for affiliationNeed for powerThe model proposes that when a need is strong, it will motivate the person to engage in behavior to satisfy that need.

Acquired-Needs Model Need for AchievementThe drive to excel, to accomplish challenging tasks, and to achieve a standard of excellence.Need for PowerThe desire to influence and control ones environment.Need for AffiliationThe desire for friendly and close interpersonal relationships.

Likert System Four ManagementDeveloped by Rensis LikertProposed that there are four types of management styles: 1. Autocratic authoritative - Mgt make all decisions. Subordinates do not have any rights to contribute ideas. 2.Benevolent Authoritative - Subordinates are given some latitude to contribute ideas but mgt still makes the final decisions.3.Consultative- Subordinates contributions are encourage.4.Participative - Team or democratic styles

Process-Based Models of MotivationExpectancyModelEquityModelGoalSettingBehaviorModificationMotivational model suggesting that work motivation is determined by the individuals perceptions:- The relationship between effort and performance.- The desirability of various work outcomes that are associated with different performance levels.Expectancy Model

Expectancy Model Components of Expectancy ModelExpectancyThe belief that a particular level of effort will be followed by a particular level of performance.InstrumentalityThe probability assigned by the individual that a specific level of achieved task performance will lead to various work outcomes.ValenceThe value or importance that the individual attaches to various work outcomes.

Expectancy Model EffortPerformanceOutcomes: RewardsValenceInstrumentalityExpectancy

The Process TheoryAssume that motivation= expectancy x valensValens refers to the quality of the rewardsExpectancy refers to the workers expectation that behaviors will lead to a certain outcomes. E.g if they work hard they expect to be rewarded

The Reinforcement TheoryAssume that motivation has nothing to do with rewards or needs.But motivation is simply a learning process.I.e How past experience influenced future behaviors

Behavior Modification

Behavior modification is the application of reinforcement theory that rests on two underlying assumptions:First, human behavior is determined by the environment.Second, human behavior is subject to observable laws and can be predicted and changed.

Behavior Modification

Implication of Behavior Modification AssumptionsSince people repeat behaviors that are positively reinforced and avoid behaviors that are punished, managers can influence employee performance by reinforcing behavior they see as supporting organizational goals.

Reinforcement Strategies Positive ReinforcementThe administration of positive and rewarding consequences following a desired behavior.AvoidanceStrengthens desired behavior by allowing escape from an undesirable consequence.Extinction- The withdrawal of the positive reward or reinforcing consequences for an undesirable behavior.Punishment- The administration of negative consequences following undesirable

Reinforcement Strategies BehaviorSupportsorganizational goalsHinders organizationalgoalsPositivereinforcementAvoidanceExtinctionPunishment

The Equity TheoryBased on the assumption that motivation is dependent on the individual evaluation of the equity or fairness of the rewards received. i.e If workers perceived that management are unfair their motivation will decline

Equity Model Equity model focuses on an individuals feelings about how fairly he or she is treated in comparison with others.The model makes two assumptions:Individuals evaluate their interpersonal relationships just as they evaluate any exchange process.Individuals compare their situations with those of others to determine the equity of their own situation.

Equity Model Maintaining EquityEquity theory suggests that maintaining ones self-esteem is an important priority. To reduce a perceived inequity, a person may take one of the following actions:Change work inputs either upward or downward to an equitable level.Change outcomes to restore equity.Psychologically distort comparisons.Ways of reducing a perceived inequity:Change the comparison person he or she is using to another person.Leave the situation (e.g., quit the job or transfer to another department).

Goal Setting A process intended to increase efficiency and effectiveness by specifying the desired outcomes toward which individuals, groups, departments, and organizations work.As a motivational tool, goal setting can help employees because goals serve three purposes:Guide and direct behavior toward supportive organizational goals.Provide challenges and standards against which the individual can be assessed.Define what is important and provide a framework for planning.

Motivational Challenges For Todays Managers1.Participative management2.Recognition programs3.Money as a motivator4.Rewarding team performance

Participative managementThe need to encourage employees involvement in the workplace beyond the scope of their job.

Employee recognition is a powerful element to motivate employees and elicit positive behavior.e.g offering tangible and intangible in recognition of excellence

Money as a motivator1.Money is a motivator when a significant amount of money is involved2.Money is not a motivator A) The amount of money is too small to make a difference B) Productive behavior has not been defined C) Poor or no measures of productive behavior.

Rewarding team performanceThe need for managers to develop effective mechanism to reward team performance.

Contemporary Motivational Approaches

Participative ManagementEncompasses various activities in which subordinates share a significant degree of decision-making power with their immediate superiors.The use of participative management involves any process where power, knowledge, information, and rewards are moved downward in the organization.When companies increase the amount of control and discretion workers have over their jobs, they are empowering employees and may improve the motivation of both employees and management.

Contemporary Motivational ApproachesMoney as a Motivator-Does money motivate employees?Expectancy Model - Asserts that money motivates people if it is contingent on performance and satisfies their personal goals.Herzbergs Two-Factor Model - Would argue that money is a hygiene factor, so it does not act as a motivator.

Prescription for Greater MotivationTell people what you expect them to do.Make the work valuable.Make the work doable.Give feedback.Reward successful performance.