chapter 6

Adeyl Khan, Faculty, BBA, NSU

Chapter 6Motivation Concept

Adeyl Khan, Faculty, BBA, NSU2

Mr. Gardener

•1982- homeless w/a baby•Found Stockbroker!•Investment Banking•1992- Own firm


MotivationThe processes that account for an

individual’s intensity (How Hard) , direction (What Goal), and persistence (How Long) of effort toward attaining a goal

Direction

PersistenceIntensity

Result of

• Interaction• Individu

al• Situation

Mr. Gardener

Focus: Org. Goals

Effort• Direction• Quality

Terrorists


Employee MotivationTheories and Explanation

4

Early Theories

•Hierarchy of Needs•Theory X and theory Y•Two-factor theory•Theory of Needs

Contemporary theories

•Cognitive Evaluation•Goal Setting•Self Efficacy•Reinforcement•Efficacy•Expectancy

Who do you love? Intuition Vs. Science


Hierarchy of Needs- MaslowThere is a hierarchy of five needs—

as each need is substantially satisfied, the next need becomes dominant.

Individuals must move up the hierarchy in order

Physiological

Safety

Social

Esteem

Self-

actualization

Lower-Order NeedsSatisfied externally- (Pay)

Higher-Order NeedsNeeds that are satisfied internally (perception);


Hierarchy of Needs Theory (Maslow)

Logical TheoryLimited EvidenceTerminology

Substantial Satisfaction

Satisfaction Vs. Motivation

Current Level

Application: A rickshaw puller may not be motivated to meditate!


Theory X & Theory Y (Managers’ Perspective)

Workers are (X)

•Having Little Ambition•Disliking Work•Avoiding Responsibility

Workers are (Y)

•Self-Directed•Enjoying Work•Accepting Responsibility


Two-Factor TheoryMotivation-Hygiene theoryHygiene Factors

Extrinsic & Related to Dissatisfaction

Motivation Factors Intrinsic and

Related to Satisfaction

Satisfaction and Dissatisfaction are not Opposite Ends

Hygiene Factors

•Salary•Work Conditions•Company Policies•Job security

Motivators

•Promotions•Achievement•Responsibility•Growth


Contrasting Views of Satisfaction and Dissatisfaction


Factors –Extreme job

dissatisfaction

Factors –Extreme job satisfaction

Data from research


Theory of Needs- McClellandNeed for AchievementThe drive to excel, to achieve in relation to a set of standards, to strive to succeed.

Need for AffiliationThe desire for friendly and close personal relationships.

Need for PowerThe need to make others behave in a way that they would not have behaved otherwise.

Subconscious

Individuals have different

levels of

needs in

each of

these areas• Need levels will

drive their behavior


Matching High Achievers and Jobs

Performance on 50-50 Challenge

Good Managers? Power and Affiliation


Hierarchy of needs

Two-factor theory

Money isn’t everything


Cognitive Evaluation TheoryProviding an extrinsic reward for behavior

that had been previously only intrinsically rewarding tends to decrease the overall level of motivation. Perception of causation changes Loss of control reduces i. motivation Focus more on reward/task Example: Performance bonus

Work RewardsSalary ? Performance

Reading Novel


Intrinsic Reward

•Interesting•Recognition

Cognitive Evaluation Theory

Extrinsic Reward

•Verbal•Tangible

Motivation

Pursue Goal for Intrinsic reasons vs. Extrinsic

More Success & Happiness ….


Goal-Setting Theory (Edwin Locke)Theory: Specific and difficult goals, with

self-generated feedback, lead to higher performance.

Specificity >> Internal Stimulus

Difficult goals Vs. Easy Goals

•Acceptance •Performance•Distraction, Work hard, Persistence, Discover

Do Your Best !

Do 50% Better


Goal-Setting Theory … Goals and performance relationship

Goal commitment “I want to do it & I can do it” Publicity, internal locus, self-set

Task characteristics Simple, well-learned Interdependent task- Group goals

National culture Power distance Propensity to seek challenge Performance

18

Feedbacks Guide behaviorSelf Generated

Feedback =

Participation on Goal Setting


Goal Setting in Action: MBO Programs

A program that encompasses specific goals, participative set, for an explicit time period, with feedback on goal progress.

Management By Objectives Programs Company wide goals & objectives Goals aligned at all levels Based on Goal Setting Theory

Key Elements

•Goal specificity•Participative decision making•An explicit time period•Performance feedback


Cascading of Objectives


Linking MBO and Goal-Setting Theory

MBO Goal-Setting TheoryGoal Specificity Yes YesGoal Difficulty Yes YesFeedback Yes YesParticipation Yes No

(qualified)


Why MBOs Fail

Unrealistic expectations about MBO resultsLack of commitment by top managementFailure to allocate reward properlyCultural incompatibilities

MBO @ Fujitsu


Self-Efficacy

An individual’s feeling that s/he can complete a task (e.g. “I know I can!”) Enhances probability that goals will be

achievedNot Self EsteemDifficulty >> Effort

Negative feedback >> Effort, Motivation

Adeyl Khan, Faculty, BBA, NSUComplementary

Self-confidence


Increasing Self Efficacy (Bandura)Enactive Mastery- Gaining Relevant

Experience Training program

Vicarious Modeling- Confidence from others You friend got a 100 in MGT321

Verbal Persuasion- Motivational speakers Pygmalion- Believe it is true

You are a very high IQ Student Galatea Effects- Placebo

Arousal- Energized state Vs. Steady tasks

TrainingIntelligencePersonality


Reinforcement TheoryArgues that behavior is a function of its

consequences. Stimulus creates response

Contrast with Goal Setting

Reprimanded

Assumptions:

•Behavior is environmentally caused.•Behavior can be modified (reinforced) by providing (controlling) consequences.•Reinforced behavior tends to be repeated.

Cognitive variables of

behavior•Feeling•Attitude•Expectation


Equity Theory Referent Comparisons•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.Comparing salary ~

M.Fair & Justice

Moderating Variables

•Gender- same sex comap.•Tenure-Available info•Level- More info.•Education/Professionalism


Equity Theory …

Equity TensionAnger Vs. Guilt

Motivation


Equity Theory (cont’d)Choices for dealing with inequity

Change inputs (slack off) Change outcomes (increase output) Distort/change perceptions of self Distort/change perceptions of others Choose a different referent person Leave the field (quit the job)


Equity Theory… Propositions relating to inequitable payOver rewarded hourly employees

produce more than equitably rewarded employees.Over rewarded piece-work employees

produce less, but do higher quality piece work.Under rewarded hourly employees

produce less/lower quality work.Under rewarded piece-work employees

produce larger quantities of lower-quality piece work than equitably rewarded employees.

Tolerance

Pay & Benefits


Perception

Self-serving

bias

Explanation

Traditional

Current


Expectancy Theory

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 perform

And If they perform, they will be rewarded And When they are rewarded, the reward will be

something they care about

Ethical Values and Behaviors of

Leaders


Chapter Check-Up: MotivationRumana’s boss starts out the day each

morning saying, “Bet you wish you didn’t have to be here, huh?” Knowing this, which theory gives us insight as to why Rumana may not be motivated at work?

Early Theories

• Hierarchy of Needs• Theory X and

theory Y• Two-factor theory• Theory of Needs


• Cognitive Evaluation

• Goal Setting• Self Efficacy• Reinforcement• Efficacy• Expectancy


Chapter Check-Up: MotivationWould a gym membership be considered a

motivator or hygiene factor, according to Herzberg?


Chapter Check-Up: Motivation If you study really hard and only get a B on

an exam, but your classmate barely studies at all and gets an A, what theory will help explain why you feel less motivated to go to class?

Early Theories







Chapter Check-Up: Motivation What theory would say that this man, who

knows he works hard and is performing well, will be motivated by a gym membership for being a high performer?

Early Theories






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