chapter 3 self motivation

7/28/2019 Chapter 3 Self Motivation

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By: Ummi Kalsum Binti Hassian

CHAPTER THREE:SELF MOTIVATION

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BUILDINGSELFCONFIDENCE

Is essentially feeling or showing firm trust in ones abilities.

Has a major impact on how others perceive you.

Generally characterized by;

Optimism

Assertiveness

Boldness

Eagerness

Independence

Ability to handle criticism

The difference between feeling unstoppableand feeling scared out of your wits John

Wesley

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10 KEYSFORBUILDINGSELFCONFIDENCE

Know the real you

Practice positive

self talk and

visualize success

Maintain the company

of confident &

nourishing friends

Acknowledge and

celebrate your success

or achievements

Learn to be

assertive

Develop your

communication skill

Maintain

perseverance

Never

underestimate your

abilities

Enhance your

knowledge and job

-

related skill

Act confidently 3


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MAINTAININGSELFDISCIPLINE

Focusing ones attention on important activities,which contr ibute towards the at ta inment of

wor thw hi le goals, wi thout dist ract ion un t i l the are

completed

The ability to work systematically and progressively

toward a goal until it is achieved Steve Devore

Self-disc ipl ine is th e abi l i ty to get you rsel f to take

action regardless of your emotional state

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12 TIPSTOMAINTAINSELFDISCIPLINE

Clarify yours goals and

priorities

Keep your written goals in

sight

Practice daily planning

Set realistic deadlines to

complete the difficult tasks

Get started and work on a

task

Create some momentum to

get you moving on an

unpleasant tasks

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Remind yourselfdaily

Calculate the cost ofprocrastination

Monitor periodicallyprogress

Celebrate yourachievements

What is the best useof my time now?

Develop self control

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MAINTAININGPERSEVERANCE

Perseverance is commitment, hard work, patience,

endurance

Perseverance is being able to bear difficulties

calmly and without complaint

Perseverance is trying again and again

Perseverance is a con t inuous

effo rt app l ied to attaining a goal

wi thoutg iv ing up unt i l you

succeed

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QUOTES

Victory belongs to the most persevering.(Napoleon Bonaparte)

Hitch your wagon to a star. (Emerson)

To persevere, trusting in what hopes he has, is

courage to a man. (Euripides)You may be disappointed if you fail, but you are

doomed if you don't try. (Beverly Sills)

Many strokes overthrow the tallest trees. (John

Lyly)

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OVERCOMESHYNESS

Definition: Generally regarded as a form of

social anxiety where the individual may

experience a range of feelings from mild anxiety

in the presence of others to unreasonable fearof people

Behaviour related to shyness:

Reluctant to talk

Inability to make speeches

Difficulty in making eye contact

Keeping a low profile

Pounding heart

Sweaty hands

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10 TIPSTOOVERCOMESHYNESS

Learn to accept andlike yourself

Have faith in yourself

and your abilities

Learn to assertive

Determine causes ofyour shyness

Get out and talk to

people

Learn the art ofconversation

Use affirmations to

override your negative

thoughts about yourself

Watch and copy the

behavior of someone

else who has excellent

social skills

Practice role play

Avoid being

perfectionist12



MOTIVATION

Direction

PersistenceIntensity

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

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DEFINITIONOFMOTIVATION

The processes that account for an individualsintensity, direction, and persistence of efforttoward attaining a goal

Refers to forces within an individual that

account for the level, direction andpersistence of effort expanded at work

Motivation is defined as the process that

initiates, guides and maintains goal-

oriented behaviors.Motivation is what causes us to act,

whether it is getting a glass of water to

reduce thirst or reading a book to gain

knowledge 14



TYPESOFMOTIVATIONTHEORIES

2 types:

Content theory

Focus on individual physiological and

psychological needs.

Managers job is to create a work environment that

responds positively to individual needs.

Theories:

1. Hierarchy of Needs

2. ERG Theory

3. Acquired-Based Theory

4. Two Factor Theory

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Process theory

Focus on the cognitive processes that

influence behavior.

Examines why a person behaves in

particular ways relative to availableoutcomes.

Theories:

1. Equity Theory

2. Expectancy Theory

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MOTIVATIONTHEORIES

Needs theories of motivation

Equity theory of motivation Expectancy theory of motivation

Goal Setting theory of motivation

MOTIVATIONFROM ISLAMICPERSPECTIVEhttp://gov-

ps.academia.edu/MohdBuhaisi/Papers/538433/Human_motivation_An_Islam

ic_perspective

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http://gov-ps.academia.edu/MohdBuhaisi/Papers/538433/Human_motivation_An_Islamic_perspectivehttp://gov-ps.academia.edu/MohdBuhaisi/Papers/538433/Human_motivation_An_Islamic_perspectivehttp://gov-ps.academia.edu/MohdBuhaisi/Papers/538433/Human_motivation_An_Islamic_perspectivehttp://gov-ps.academia.edu/MohdBuhaisi/Papers/538433/Human_motivation_An_Islamic_perspectivehttp://gov-ps.academia.edu/MohdBuhaisi/Papers/538433/Human_motivation_An_Islamic_perspectivehttp://gov-ps.academia.edu/MohdBuhaisi/Papers/538433/Human_motivation_An_Islamic_perspectivehttp://gov-ps.academia.edu/MohdBuhaisi/Papers/538433/Human_motivation_An_Islamic_perspective



According to Abramah

Maslow, there are

general types of needs

(physiological, safety,

love, and esteem) thatmust be satisfied before

a person can act

unselfishly. As long as

we are motivated tosatisfy these cravings,

we are moving towards

growth, toward self-

actualization.18

HIERARCHYOF NEEDS THEORY (MASLOW)




Hierarchy of Needs Theory

There is a hierarchy of fiveneedsphysiological, safety,

social, esteem, and self-actualization; as each need is

substantially satisfied, the nextneed becomes dominant.

Self-Actualization

The drive to become what one is capable ofbecoming. 1919


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Lower-Order NeedsNeeds that are satisfiedexternally; physiologicaland safety needs.

Higher-Order NeedsNeeds that are satisfied

internally; social, esteem,and self-actualization

needs.Self

Esteem

Social

Safety

Physiological



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Physiological needs

Food, water, air and shelter.

Security needs

Safe physical and emotional environment.

Affiliation needs Friendship, love and a feeling of belong.

Esteem needs

Feelings of achievement and self worth throughrecognition, respect and prestige from others.

Self-Actualization needs Self-fulfillment and achievement.

"the desire to become more and more what one is, tobecome everything that one is capable of becoming."

MASLOW HIERARCHYOF NEEDS THEORY


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ASSUMPTIONSOF MASLOWS HIERARCHY

Movement up the Pyramid

Individuals cannot move to the next higher level until

all needs at the current (lower) level are satisfied.

Maslow Application:

A homeless person

will not be motivated to

Meditate!

Individuals

therefore must

move up the

hierarchy in order

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ERG theory. Developed by Clayton Alderfer. He redefined

Maslows theory in his own term and named it ERG

Theory.

Collapses Maslows five categories into three

categories: Existence needs, Relatedness needs,

and Growth needs.

More than one need category may be activated at

the same time.

ERG Theory

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ERG theory cont .

Existence needs.

Desire for physiological

and material well-being.

Relatedness needs.

Desire for satisfying

interpersonal

relationships.

Growth needs.

Desire for continued

personal growth and

development.

ERG Theory

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Research evidence on ERG theory.

Supporting evidence is encouraging.

Addition of frustration/regression hypothesis is a

valuable contribution. Offers a more flexible approach to understanding

human needs.

ERG Theory

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Herzberg found that the factors leading to jobsatisfaction were separate and distinct from those that

lead to job dissatisfaction.

Motivator factors

Related tojob content or what people actually do intheir work.

Motivator factors are based on an individual's need

for personal growth.

Hygiene factors

Associated with thejob context in which thejob is

performed.

Hygiene factors are based on the need to for a

business to avoid unpleasantness at work. 26

Herzberg Two-Factor Model


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Two-Factor Model


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Bottom Line: Satisfaction and Dissatisfaction are

not Opposite Ends of the Same Thing!

Separate constructs

Hygiene Factors---

Extrinsic & Related toDissat isfact ion

Motivation Factors---Intrinsic and Related to

Satisfact ion

Hygiene

Factors:

Salary

Work

Conditions

Company

Policies

Motivators:

Achievement

Responsibility

Growth

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COMPARISONOF SATISFIERS

AND DISSATISFIERS

Factors characterizing events

on the job that led to extremejob dissatisfaction

Factors characterizing

events on the job that led

to extreme job

satisfaction

Source: Reprinted by permission ofHarvard Business Review. An exhibit from One More Time:How Do You Motivate Employees? by Frederick Herzberg, SeptemberOctober 1987. Copyright

1987 by the President and Fellows of Harvard College: All rights reserved.

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Need for AchievementThe drive to excel, to achievein relation to a set ofstandards, to strive tosucceed.

Need for AffiliationThe desire for friendlyand close personalrelationships.

Need for Power

The need to make others

behave in a way that theywould not have behavedotherwise.

Bottom Line:

Individuals have

different levels of needs

in each of these areas,

and those levels will

drive their behavior31

David McClellands Theory of Needs


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Need for achievement.

The desire to do

something better or

more efficiently, to solve

problems, or to mastercomplex tasks.

High need for

achievement people:

Prefer individual

responsibilities.Prefer challenging

goals.

Prefer performance

feedback.

Need for power/authority.

The desire to control

others, to influence

their behavior, or to be

responsible for others.

High need for power

people:

Seek influence over

others.Like attention.

Like recognition.

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Need for affiliation.

The desire to establish and maintain friendly and

warm relations with others.

High need for affiliation people:Are drawn to interpersonal relationships.

Seek opportunities for communication.


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What Would Herzberg Say? What Would Maslow Say?

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Equity theory.

Workplace development by J.Stacy Adams.

People gauge the fairness of their work outcomes in

relation to others.

Perceived inequity occurs when there is anunfavorable social comparison of work outcomes.

When perceived inequity occurs, people will be

motivated to remove the discomfort.

Equity Theory

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ReferentComparisons:

Self-inside

Self-outside

Other-inside

Other-outside

Individuals compare their job inputs and

outcomes with those of others and then

respond to eliminate any inequities.

Might compare himself with his peer within

the present job in the current organization or with his friend/peer working in some

other organization

or with the past jobs held by him with others.

An employees choice of the referent will beinfluenced by the appeal of the referent and the

employees knowledge about the referent.

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Equity Theory


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Equity theory cont .

Felt negative inequity.

Individual feels he/she has received

relatively less than others in proportion towork inputs.

Felt positive inequity.

Individual feels he/she has received

relatively more than others in proportion to

work inputs.

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Equity Theory


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Equity restoration behaviors.

Change work inputs. Change the outcomes received.

Leave the situation.

Change the comparison points.

Psychologically distort the comparisons.

Take actions to change the inputs or outputs of the

comparison person.

Equity theory implications.

Inequity perceptions are entirely from reward

recipients perspective, not from reward giversperspective.

The equity process must be managed so as to

influence the reward recipients equity perceptions. 39

Equity Theory


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Research evidence on equity theory.

Overpayment (felt positive inequity) results in increased

quantity or quality of work.

Underpayment (felt negative inequity) results in

decreased quantity or quality of work.

Stronger support for underpayment results.

Overpayment and underpayment results are closely tied

to individualistic cultures.

Collectivist cultures emphasize equality rather than

equity.

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Equity Theory


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EQUITY MODEL

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Justice & Equity Theory


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Distributive Justice

Perceived fairness of theoutcome (the finaldistribution).

Who got what?

Procedural Justice

The perceived fairness ofthe process used todetermine the outcome(the final distribution).

How was who gets whatdecided?

Interactional Justice

The degree to which oneis treated with dignityand respect.

Was I treated well?43

Three Types of Justice


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Ethical Values andBehaviors of Leaders

Bottom line

All three links between the boxes must be intact or motivation

will not occur. Thus,

Individuals must feel that if they try, they can performAnd

If they perform, they will be rewarded

And

When they are rewarded, the reward will be something they

care about

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Expectancy Theory


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Developed by Victor Vroom.

A persons motivation is a multiplicative function of

Expectancy, Instrumentality and Valence

Expectancy

The belief that a particular level of effort will be

followed by a particular level of performance. Instrumentality

The probability assigned by the individual that a

specific level of achieved task performance will

lead to various work outcomes.

Valence

The value or importance that the individual attaches

to various work outcomes.45

Components of Expectancy Theory


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Effort

Performance

Outcomes: Rewards

Valence

Instrumentality

Expectancy

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Expectancy Model


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Motivational implications of expectancy theory.

Motivation is sharply reduced when, expectancy,

instrumentality or valence approach zero.

Motivation is high when expectancy and

instrumentality are high and valence is strongly

positive.

Managerial implications of expectancy theory.

Managers should act to maximize expectancies,

instrumentalities, and valences that support

organizational objectives.

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Expectancy Theory


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Research evidence on expectancy theory.

Theory has received substantial empirical support.

Multiplier effect is subject to some question.

May be useful to distinguish between extrinsic

rewards and intrinsic rewards. Does not specify which rewards will motivate

particular groups of workers, thereby allowing for

cross-cultural differences.

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Expectancy Theory

chapter 3 self motivation

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