motivation bk

8/3/2019 Motivation Bk

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Motivation


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Defining Motivation

Defining Motivation

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Motivation

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


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Early Theories of

Motivation


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Hierarchy ofNeeds Theory

Hierarchy ofNeeds Theory

Hierarchy of Needs Theory

There is a hierarchy of fiveneedsphysiological, safety,social, esteem, and self-actualization; as each need issubstantially satisfied, the nextneed becomes dominant.

Self-Actualization

The drive to become what one is capable of becoming.


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MaslowsHierarchy ofNeeds

MaslowsHierarchy ofNeeds

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

Higher-Order NeedsNeeds that are satisfied

internally; social, esteem,and self-actualization

needs.

E XH I B I T 61

E XH I B I T 61Source: Motivation andPersonality, 2nded,, by A.H. Maslow, 1970.Reprinted by permission ofPrenticeHall, Inc., Upper Saddle River, NJ.


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Theory XTheory XAssumptions about WorkersAssumptions about Workers

Disliking WorkDisliking Work

Avoiding ResponsibilityAvoiding Responsibility

Having Little AmbitionHaving Little Ambition

Theory YTheory YAssumptions about workersAssumptions about workers

Enjoying WorkEnjoying Work

Accepting ResponsibilityAccepting Responsibility

SelfSelf--DirectedDirected

Mc Gregor Theory X and Theory Y

Mc Gregor Theory X and Theory Y


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Two-Factor Theory (Frederick Herzberg)Two-Factor Theory (Frederick Herzberg)

Two-Factor (Motivation-Hygiene) Theory

Intrinsic factors are related to job satisfaction,while extrinsic factors are associated withdissatisfaction.

Hygiene Factors

Factorssuch as company policyand administration, supervision,and salarythat, when adequatein a job, placate workers. Whenfactors are adequate, people willnot be dissatisfied.


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Contrasting Views ofSatisfaction and

Dissatisfaction

Contrasting Views ofSatisfaction and

Dissatisfaction


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Contemporary

theories ofmotivation


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ERG Theory (Clayton Alderfer)ERG Theory (Clayton Alderfer)

Core Needs

Existence: provision ofbasic materialrequirements.

Relatedness: desire forrelationships.

Growth: desire forpersonal development.

Core Needs

Existence: provision ofbasic materialrequirements.

Relatedness: desire forrelationships.

Growth: desire forpersonal development.

Concepts:

More than one need canbe operative at the sametime.

If a higher-level needcannot be fulfilled, thedesire to satisfy a lower-level need increases.

ERG Theory

There are three groups of core needs: existence,relatedness, and growth.


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David McClellands Theory ofNeedsDavid McClellands Theory ofNeeds

nAch

nPow

nAff

Need for Achievement

The drive to excel, to achievein relation to a set ofstandards, to strive to

succeed.

Need for Affiliation

The desire for friendlyand close personalrelationships.

Need for Power

The need to make others

behave in a way that theywould not have behavedotherwise.


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Matching High Achievers and JobsMatching High Achievers and Jobs

E XH I B I T 64E XH I B I T 64


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CognitiveEvaluation TheoryCognitiveEvaluation Theory

Cognitive Evaluation Theory

Providing an extrinsic reward for behavior thathad been previously only intrinsically rewardingtends to decrease the overall level of motivation.

The theory may only be relevant to

jobs that are neitherextremely

dull norextremely interesting.


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Goal-Setting Theory (Edwin Locke)Goal-Setting Theory (Edwin Locke)

Goal-Setting Theory

The theory that specific and difficult goals, withfeedback, lead to higher performance.

Self-Efficacy

The individuals belief that he orshe is capable of performing a task.

Factors influencing the goalsperformance relationship:

Goal commitment, adequate self-efficacy, task characteristics, and

national culture.


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Reinforcement TheoryReinforcement Theory

Concepts:

Behavior is environmentally caused.

Behavior can be modified (reinforced) byproviding (controlling) consequences.

Reinforced behavior tends to be repeated.

The assumption that behavior is a function of its

consequences.


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Equity TheoryEquity Theory

ReferentComparisons:

Self-inside

Self-outside

Other-inside

Other-outside

ReferentComparisons:

Self-inside

Self-outside

Other-inside

Other-outside

Equity Theory

Individuals compare their job inputs and outcomeswith those of others and then respond to eliminateany inequities.


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Equity Theory (contd)Equity Theory (contd)



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Choices for dealing with inequity:

1. Change inputs (slack off)

2. Change outcomes (increase output)

3. Distort/change perceptions of self

4. Distort/change perceptions of others

5. Choose a different referent person6. Leave the field (quit the job)


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Propositions relating to inequitable pay:

1. Overrewarded hourly employees producemore than equitably rewarded employees.

2. Overrewarded piece-work employeesproduce less, but do higher quality piecework.

3. Underrewarded hourly employees producelower quality work.

4. Underrewarded employees produce largerquantities of lower-quality piece work thanequitably rewarded employees


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Distributive Justice

Perceived fairness of theamount and allocation ofrewards among individuals.

Procedural Justice

The perceived fairness of

the process to determinethe distribution ofrewards.


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Expectancy TheoryExpectancy Theory

Expectancy Theory (Victor Vroom)

The strength of a tendency to act in a certain waydepends on the strength of an expectation that theact will be followed by a given outcome and on theattractiveness of that outcome to the individual.



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Expectancy Theory RelationshipsExpectancy Theory Relationships

EffortPerformance Relationship

Theprobability that exerting a given amount of

effort will lead to performance.

PerformanceReward Relationship

The belief that performing at a particular level will

lead to the attainment ofa desired outcome.

RewardsPersonal Goals Relationship

Thedegree to which organizational rewards

satisfy an individuals goals or needs and theattractiveness ofpotential rewardsfor the

individual.


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Developed by Americans for Americans

Japan, Greece and Mexico Security

needs Denmark, Sweden, Norway, Netherlands-

Social needs

Equity theory - U S style reward systems

Motivation theories are culture

bound

Motivation theories are culture

bound

motivation bk

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