copy of motivation n leadership

7/31/2019 Copy of Motivation n Leadership

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Basic MotivationConcepts


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BMC a producer of software products, givestop priority to keep talented workers by: Pay an incentive to designers of new products.

Gives a percentage of any sales their productsgenerate,

Provides other rewards to top performers/performing teams.

Profit-per-employee is among the highest in theindustry.

The company is introducing new products ata breathtaking pace.


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Motivation is the process that accountsfor an individuals intensity, direction, and

persistence of effort towards theattainment of a goal.


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Intensity is how hard a person tries

Direction is the orientation that helps

realize the objective Persistence is a measure of how long

a person can maintain his/her effort

Motivated individuals stay with a tasklong enough to achieve their goal

Three key elements


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Maslows Hierarchy of Needs Theory

ERG Theory by Clayton Alderfer

Theory x, theory Y -By Douglas McGregor Motivation-Hygiene Theory or Herzbergs

Two-factor Theory

The Theory of Needs

Goal-Setting Theory (Edwin Locke) Equity theory- J.Stacy Adams

Expectancy Theory- Victor Vroom

Imp. Theories of Motivation


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Hierarchy of Needs Theory(Maslow)

Hierarchy of Needs Theory

There is a hierarchy of five needs:

physiological, safety, social, esteem,and self-actualization; as each need

is substantially satisfied, the next

need becomes dominant.

Self-Actualization

The drive to become what one is capable of

becoming


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Deficiencyneeds - they must be satisfied ifthe individual is to be healthy and secure.

Physiological. Hunger, thirst, shelter andother survival needs.

Safety. Security, stability, and protectionfrom physical or emotional harm.

Social. Social interaction, affection,companionship, and friendship.

Maslows



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Growthneeds - are related to thedevelopment and achievement of onespotential

Esteem.Self-respect, autonomy,achievement, status, recognition, and

attention Self-actualization. Growth, self-

fulfillment, and achieving ones potential

Maslows



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Maslows Hierarchy of Needs

Lower-Order NeedsNeeds that are satisfied

externally; physiological

and safety needs

Higher-Order NeedsNeeds that are satisfied

internally; social, esteem,

and self-actualization

needs

Self

Esteem

Social

Safety

Physiological


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Assumptions of MaslowsHierarchy

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!

Individualstherefore mustmove up thehierarchy in order.


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Existence: Basic material existence requirements.Physiological + safety needs of Maslows Hierarchy

Relatedness: The desire for maintaining importantinterpersonal relationships.Social + External factor of Esteem need( status, recognition,

and attention)

Growth: An intrinsic desire for personal development.Intrinsic component of esteem (Self-respect, autonomy,achievement) + Self- Actualization.

ERG Theory by Clayton AlderferThere are three groups of core needs: existence,relatedness, and growth


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1. More than one need may be operative at the sametime

2. If the gratification of a higher-level need is stifled,

the desire to satisfy a lower-level need increases.(Frustration-regression dimension)

ERG theory represents a more valid version of need hierarchy

ERG Theory demonstrates


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Theory X

WorkersDislike Work

Avoid Responsibility

Little Ambition

Theory YWorkers

Enjoy Work

Accept Responsibility

Self-Directed

Theory XTheory YBy DouglasMcGregor


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Theory X Assumptions

Individuals

Inherently dislike work and will try to avoid it They avoid responsibilities

Seek formal direction

Place security above all other work-related

factors Display little ambition

They must be coerced, controlled, orthreatened to achieve goals


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Theory Y Assumptions:

Individuals

View work as being as natural as rest or play Committed to their objectives

The individual can learn to accept, even seek,responsibility

Individuals have innovative decision-makingskills

Individuals will exercise self-direction andself-control


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Implications

Theory X assumes that lower-orderneeds dominate individuals

Theory Y assumes that higher-orderneeds dominate individuals


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Proposals of Mc Gregor

Participative decision making

Responsible and challenging tasks Good group relations

- Maximize motivation


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Motivation-Hygiene Theory

Frederick Herzberg asked workers to describesituations in which they felt either good orbad about their jobs

Theory asserts that

Intrinsic factors are related to job

satisfaction - motivating factors

Extrinsic factors are associated withdissatisfaction - hygiene factors


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Comparison ofSatisfiers and

Dissatisfiers

Factors characterizing eventson the job that led to extremejob dissatisfaction

Factors characterizing events

on the job that led to extremejob satisfaction


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Job satisfaction factors are distinct from jobdissatisfaction factors

Managers who eliminate job dissatisfactionfactors may not necessarily motivate

When hygiene factors are adequate, people will

not be dissatisfied; Neither will they be satisfied

To motivate people - emphasize intrinsicallyrewarding factors


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Contrasting Views of Satisfactionand Dissatisfaction


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The Theoryof Needs

DavidMcClelland

Need forAchievement

(nAch)

Need forPower(nPow)

Need forAffiliation

(nAff)


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Proposed three needs motivate behavior

Need for achievement -

Need to excel To achieve in relation to a set of standards,

to strive to succeed

Need for power To make others behave in ways in which

they would not have behaved otherwise

Need for affiliation

Desire for interpersonal relationships


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Predictions Based on the Theory Individuals with a high need to achieve are

strongly motivated in situations where

Personal responsibility Feedback

Intermediate degree of risk

High achievers are interested in how well

they do personally and not in influencingothers to do well


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The needs for affiliation and power tendto be closely related to managerial

success.

The best managers are high in their

need for power and low in their needfor affiliation.


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Contemporary Theories ofMotivation


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Goal-Setting Theory (Edwin

Locke)


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Specificity

Challenge

Feedback

Participation

Commitment

Self-efficacy

Task characteristics

Culture

Goal-setting Theory


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Edwin Locke proposed

Intentions to work toward a goal are a

major source of work motivation Goals tell an employee what needs to be

done and how much effort is needed


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Effective Goal Setting

Specific

Goals

Results-Oriented

Goals

Challenging

Goals

Goal

Commitment

Participation in

Goal Formation

(sometimes)

Task

Effort

Task

Performance


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EQUITY THEORY- J.Stacy Adams

Individuals compare their job inputs andoutcomes with those of others and then respondso as to eliminate any inequities.


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RatioComparison*

EmployeesPerception

Outcomes A

Inputs A

Outcomes A

Inputs A

Outcomes A

Inputs A

Outcomes B

Inputs B

Outcomes B

Inputs B

Outcomes B

Inputs B

< Inequity (Under-Rewarded)

Equity

Inequity (Over-Rewarded)

*Where A is the employee, and B is a relevant other or referent.

>

=


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Inequity creates tension employee to seekfairness.

Four referents that an employee can use: Self-inside:an employees experiences in a

different position inside the organization.

Self-outside:an employees experiences in aposition outside of the organization.

Other-inside:an employees perception ofpersons inside the organization.

Other-outside:an employees perception ofpersons outside of the organization.


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Workers who perceive an inequity will react inone of the six following ways:

Change inputs

Change outcomes

Distort perceptions of self

Distort perceptions of others

Choose a different referent, or

Leave the field


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Expectancy Theory-Victor Vroom

The strength of a tendency to act in a certain

way depends on the strength of an expectationthat the act will be followed by a givenoutcome and on the attractiveness of thatoutcome to the individual.


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3. Rewards-personal goals relationship

1. Effort-performance relationship

2. Performance-rewards relationship

Individual

Effort

Individual

Performance

PersonalGoals

Organizational

Rewards

1 2

3


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1. Effort-performance relationship: The probabilityperceived by theindividual that exerting a given amount of effort will lead to

performance.

2. Performance-reward relationship: The degree to which the individualbelieves that performing at a particular level will lead to the attainment

of desired outcome.

3. Reward-personal goals relationship: The degree to whichorganizational rewards satisfy an individuals personal goals or needs

and the attractiveness of those potential rewards for the individual.


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Performance Dimensions

OpportunityMotivation

Ability

Performance

Dont forget abilities andopportunities


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Success on a job is facilitated or hindered bythe existence or absence of support resources

Performance = f(a M O)

If either is inadequate, performance will benegatively affected


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Elizabeths boss starts out the day

each morning saying, Bet you wish

you didnt have to be here, huh?

Knowing this, which theory gives usinsight as to why Elizabeth may not

be motivated at work?

Chapter Check-up: Motivation


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Elizabeths boss may well be aTheory X manager, as she/he

assumes employees dont likework and/or want to be there.



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If you study really hardand only get a B on an

exam, but your classmate

barely studies at all and

gets an A, what theory

will help explain why youfeel less motivated to go

to class?



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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?



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Would a gym membership be considered a

motivator or hygiene factor, according to

Herzberg? Discuss with a classmate.



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Implications for Group Leaders

Know your group members needs

Unsatisfied needs motivate or a satisfied need

activates movement to a new need level Participative decision making, responsible and

challenging tasks and good group relations

maximize motivationAllow group members greater responsibility in

planning and controlling their work


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Implications for Group Leaders

Variables such as education, familybackground, and cultural environment canalter the driving force that a group of needsholds for a particular individual

Train your group members according to theirneeds or groups need

Hard and specific goals-a potent motivatingforce


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Motivation is influenced significantly byrelative rewards as well as by absoluterewards

Understanding of an individuals goals andthe linkage between effort andperformance- imp.

An individual may be willing and able, theremay be obstacles that constrainperformance.

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