lecture approaches to motivation

8/2/2019 Lecture Approaches to Motivation

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People Management

BM014-1

Approaches to motivation



People Management BM014-1 Introduction

Learning Outcomes

At the end of this chapter, you should be ableto:

•Define motivation

•Explain fear

•Understand Content Theories of Motivation:

1.Needs Hierarchy Theory

2.Herzberg’s Motivator -Hygiene Theory




Quick Review Question

1. “A knowledge of theories of motivation can helpmanagers to achieve their organisation’s goalsand objectives.” Discuss.

2. What are the disadvantages of Maslow’s Hierarchy of Needs?




Motivation refers to the forces within a person that affect his or her DIRECTION , INTENSITY and PERSISTENCE of voluntary behaviour

(McShane and Von Glinow, 2003)

According to McShane and Von Glinow (2003), motivatedemployees are willing to exert :

i. a particular level of effort (intensity),

ii. for a certain amount of time (persistence),

iii. toward a particular goal (direction)

Motivation

Definition:




Motivating employees has become verychallenging because:

• Organisations change the jobs that people perform

• Employee needs are changing

Motivation




What is fear?

Fear is an emotional response to threats and

danger . It is a basic survival mechanism occurring in response to a specific stimulus ,such as pain or the threat of pain.

Is using fear an effective way to get the jobdone?

Fear

http://en.wikipedia.org/wiki/Emotion

http://en.wikipedia.org/wiki/Threats

http://en.wikipedia.org/wiki/Danger

http://en.wikipedia.org/wiki/Stimulus

http://en.wikipedia.org/wiki/Pain

http://en.wikipedia.org/wiki/Pain

http://en.wikipedia.org/wiki/Stimulus

http://en.wikipedia.org/wiki/Danger

http://en.wikipedia.org/wiki/Threats

http://en.wikipedia.org/wiki/Emotion


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• Maslow’s Hierarchy of Needs

• Herzberg’s Motivator -Hygiene Theory

Content Theories of Motivation



Maslow’s Hierarchy of Needs


Physiological needs

Security or safety needs

Belongingness

need

Esteem need

Need for self actualization




• He set out the theory of human needs

• According to him, human needs form a

hierarchy.

• These needs form a pyramid with the physicalneeds (lower needs) at the base while the need

for the realisation (higher needs) at the apex• The lower needs must be satisfied for the

emergence of higher ones





• According to him, every individual has ahierarchy of needs

• At any one moment, there is one need which isdominant and remain dominant until it issatisfied

• Once that need is satisfied, it is no longer a

MOTIVATOR • It is replaced by a higher order need which has

not been satisfied yet





• Although Maslow did not develop this theory to answerthe problem of motivating employees, the implicationsare obvious

• Managers must identify the needs of their subordinatesand provide the means of satisfying these needs in anorganization content

• The implied rigidity of the hierarchy has been criticisedas not taking account of the strength of need someindividuals feel which alters the ranking order andcauses people to seek satisfaction of some seeminglyhigher level ones before lower level ones




Herzberg’s Motivator -Hygiene Theory

• Herzberg sought an answer to the question, i.e. “What do individuals want from their jobs?”

• He asked hundreds of people that question in the late

1950s and the carefully analysed their responses• He concluded that people preferred jobs that offered

opportunities for recognition, achievement, responsibilityand growth

• Managers who concerned themselves with things likecompany policies, employee pay, creating narrow andrepetitive jobs and developing unfavourable workingconditions might placate their workers but they would notmotivate them





• According to him, if managers want to motivatetheir people they should redesign jobs to allow

workers to perform more and varied tasks• Much of the current interest in enriching jobsand improving the quality of work life can betraced to Herzberg’s research

• The theory arose out of a research survey of 200engineers and accountants on job satisfactionand job dissatisfaction





• He concluded this was covered by 2 different groups offactors, i.e. motivating factors and hygiene factors

• MOTIVATING FACTORS are factors which encouragean employee to do well. It increases satisfaction. If thisfactor is missing, it does not course job dissatisfactionbut just a lack of a job satisfaction. It arose from thecontent of the job (intrinsic), namely, job recognition,

achievement, job responsibility, career advancement,challenging work and personal growth





• HYGIENE FACTORS – if absent causes jobdissatisfaction but even when present did not contribute

significantly to job satisfaction. It reduces dissatisfaction.It arose from the context of the job (extrinsic), i.e.environment in which the job is done. For examplecompany policy / administration, working conditions, job

security and salary





• In order to obtain high performance from the employees,the organization must provide strong MOTIVATIONAL factors and ensure that negative HYGIENE factors(which would detract from performance) are not present

• This theory has been criticized because it lacks scientificmethod and is based on short evidence.

• Furthermore, it has also been criticized for placingmoney as a hygiene and not motivating factor

• Many companies have developed job enrichment based

on this 2-factor theory




Essential Reference

Chapter 5Organisational Behaviour4 th Edition (2008)

McShane & Von GlinowMcGraw-Hill


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Q & A

Question and Answer Session

lecture approaches to motivation

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