chapter 6(motivation)

8/23/2019 Chapter 6(Motivation)

1/32

1

Chapter6( six)

Motivation

Process


2/32

2

What is Motivation?

Motivation is the process of creating enthusiasm, jobsatisfaction, morale, among employees of theorganization.

According to Stephen p. Robbins Motivation is theprocesses that account for an individuals intensity,

direction, and persistence of effort toward attaining agoal.

Here

Intensity is concerned with how hard a person tries.

Direction is toward beneficial goal, and Persistence is the how long a person tries.


3/32

3

The Nature of Motivation

Motivation

The set of forces that cause people to behave in certain

ways.

The goal of managers is to maximize desired behaviorsand minimize undesirable behaviors.

The Importance of Motivation in the Workplace

Determinants of Individual Performance

Motivationthe desire to do the job. Abilitythe capability to do the job.

Work environmentthe resources needed to do the job.


4/32

4

Figure : The Motivation Framework


5/32

5

Content Perspectives on Motivation

Content Perspectives

Focus on needs and deficiencies of individuals

Approaches to motivation that try to answer the

question, What factors in the workplace motivate

people?

Content Perspectives of Motivation

Maslows Hierarchy of Needs

Herzbergs Two-Factor Theory

McClellands Achievement,

Power, and Affiliation Needs


6/32

6

The Need Hierarchy

ApproachMaslows Hierarchy of Needs

It states that people must satisfy five groups

of needs in the following order:-

Physiological Needs

Security Needs

Belongingness Needs Esteem Needs

Self Actualization Needs


7/32

7

Physiological Needs: It represents the basic

issues of survival and biological function, like

food, sex, water.

Security Needs: It refers a secure physical and

emotional environment. For example the

desire of housing and clothing and the need to

be free from worry about money and job

security.


8/32

8

Belongingness Needs: It refers the need forlove and affection and the need to be acceptedby ones peers. These needs are satisfied formost people by family and communityrelationships outside work and friendships onthe jobs.


9/32

9

Esteem Needs: It comprises two sets of needs:

the needs for a positive self - image and self

respect and the need for recognition andrespect from others.

Self Actualization: It means realizing ones

potential for continued growth and individualdevelopment. For example a manager could

give employees a chance to participate in

making decision about their jobs.


10/32

10

Figure 10.2

Maslows Hierarchy of Needs

Source: Adopted from Abraham H. Maslow, A Theory of Human Motivation, Psychology Review, 1943, Vol. 50, pp. 370-396.


11/32

11

The Need Hierarchy Approach

Weaknesses of Maslows theory

Five levels of need are not always present.

Ordering or importance of needs is not always

the same.

Cultural differences in categories and hierarchies.


12/32

12

The ERG Theory

To recover the criticism ofMaslows hierarchy

theory ERG theory was developed. This theory

suggests that peoples needs are grouped intothree possibly overlapping categories

existence, relatedness, and growth.


13/32

13

The Two-Factor Theory (Herzberg)

Peoples satisfaction and dissatisfaction are influenced by

two independent sets of factorsmotivation factors andhygiene factors.

Theory assumes that job satisfaction and job dissatisfaction

are on two distinct continuums:

Motivational factors (work content) are on a continuum

that ranges from satisfaction to no satisfaction.

Hygiene factors (work environment) are on a separate

continuum that ranges from dissatisfaction to no

dissatisfaction.


14/32

14

Figure :The Two Factor Theory of Motivation


15/32

15

Contrasting Views of Satisfaction

and Dissatisfaction

PresenceAbsence


16/32

16

The Two-Factor Theory (Herzberg) Motivation is a two-stage process:

Ensuring that the hygiene factors are not deficient andnot blocking motivation.

Providing employees the opportunity to experience

increase motivational factors through the use of jobenrichment and the redesign of jobs.

Criticisms of the Two-Factor Theory

Interview findings are subject to different explanations.

Sample population was not representative.

Subsequent research has not upheld theory.


17/32

17

Individual Human Needs (McClelland) The need for achievement

The desire to accomplish a goal or taskmore effectively than in the past.

The need for affiliation

The desire for humancompanionship and

acceptance.

The need for power

The desire to be influential

in a group and to be in control

of ones environment.


18/32

18

Process Perspectives on Motivation

Process Perspectives

Focus on why people choose certain behavioral options

to satisfy their needs and how they evaluate their

satisfaction after they have attained their goals.

Process Perspectives of MotivationExpectancy Theory

Porter-Lawler Extension of Expectancy Theory

Equity TheoryGoal-Setting Theory


19/32

19

Expectancy Theory

Motivation depends on how much we wantsomething and how likely we are to get it.

Assumes that:

Behavior is determined by a combination of personaland environmental forces.

People make decisions about their own behavior in

organizations.

Different people have different types of needs, desires,and goals.

People choose among alternatives of behaviors in

selecting one that that leads to a desired outcome.


20/32

20

Expectancy Theory

It suggests that employees motivation dependson two thingshow much we want something

and how likely we think we to get it.

Expectancy model suggests four particulars,like

Effort,

Performance,

Outcomes, and

Valence


21/32

21

Figure :The Expectancy Model of Motivation


22/32

22

Elements of Expectancy Theory

Effort-to-Performance ExpectancyThe individuals perception of the probability

that effort will lead to a high level of

performance.

Performance-to-Outcome Expectancy

The individuals perception of the probability

that performance will lead to a specific outcome,

or consequence or reward in an organizationalsetting.


23/32

23

Elements of Expectancy Theory (contd)

Outcomes (Consequences) and ValencesValence is an index of how much an individual

values a particular outcome. It is also the

attractiveness of the outcome to the individual.

Attractive outcomes have positive valences and

unattractive outcomes have negative valences.

Outcomes to which an individual is indifferent

have zero valences.


24/32

24

Elements of Expectancy Theory (contd)

For individual motivated behavior (effort) to occur:

Effort-to-performance expectancy (the belief that effort

will lead to high performance) must be greater than zero.

Performance-to-outcome expectancy (performance will

result in certain outcomes) must be greater than zero.

The sum of the valences must be greater than zerothe

outcome/reward must have value to the individual .


25/32

25

Porter-Lawler Extension of Expectancy Theory

Assumptions:

If performance in an organization results in equitableand fair rewards, people will be more satisfied.

High performance can lead to rewards and highsatisfaction.

Types of rewards:

Extrinsic rewardsoutcomes set and awarded byexternal parties (e.g., pay and promotions).

Intrinsic rewardsoutcomes that are internal to theindividual (e.g., self-esteem and feelings ofaccomplishment).


26/32

26

Figure :Porter-Lawler Extension of Expectancy

Theory

Source: Edward E. Lawler III and Lyman W. Porter, The Effect of Performance on Job Satisfaction,

Industrial Relations, October 1967, p. 23. Used with permission of the University of California.


27/32

27

Equity Theory

People are motivated to seek social equity in

the rewards they receive for performance.

Equity is an individuals belief that the

treatment he or she receives is fair relative to

the treatment received by others.

Individuals view the value of rewards

(outcomes) and inputs of effort as ratios and

make subjective comparisons of themselves toother people:

Outcomes (self)

Inputs (self)=

Outcomes (other)

Inputs (other)

Outcomes (self)

Inputs (self)=

Outcomes (other)

Inputs (other)


28/32

28

Equity Theory (contd)

Conditions of and reactions to equity comparisons:

Feeling equitably rewarded.

Maintain performance and accept comparison as fair estimate.

Feeling under-rewardedtry to reduce inequity.

Change inputs by trying harder or slacking off. Change outcomes by demanding a raise.

Distort the ratios by altering perceptions of self or of others.

Leave situation by quitting the job.

Change comparisons by choosing another object person.


29/32

29

Equity Theory (contd)

Conditions of and reactions to equity

comparisons:

Feeling over-rewarded.

Increase or decrease inputs.

Distort ratios by rationalizing.

Help the object person gain more outcomes.


30/32

30

X and Y Theory

Douglas McGregor developed a motivation

theory in 1960 which proposed two distinct

views of human beings:1. Theory X (negative) assume lower

order needs dominate individuals. and

2. Theory Y (positive) assume higherorder needs dominate individuals


31/32

31

The basic concept of Theory X

a. Employees inherently dislike work andwhenever possible, will attempt to avoid it

b. Since employee dislike work they must becoerced, controlled, or threatened with punishmentto achieve goals.

c. Employee will avoid responsibilities and seek

formal direction whenever possible.d. Most workers place security above all otherfactors associated with work and will display littleambition.

X and Y Theory Conti..


32/32

32

The basic concept of Theory Y

a. Employees can view work as being as natural asrest or play.

b. People will exercise self-direction and self-control if they are committed to the objective.

c. The average person can learn to accept, evenseek, responsibility.

d. The ability to make innovation decisions iswidely dispersed throughout the population and isnot necessarily the sole province of those inmanagement positions.

X and Y Theory Conti..

chapter 6(motivation)

Documents