motivation session 14

7/27/2019 Motivation Session 14

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MOTIVATION



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Motivation

Defined as the psychological forces within a person

that determine:

1) direction of behavior in an organization;

2) the effort or how hard people work;

3) the persistence displayed in meeting goals.

Intrinsic motivation: behavior performed for its

own sake.

Motivation comes from performing the work.Extrinsic motivation: behavior performed to

acquire rewards.

Motivation source is the consequence of an

action.



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Outcomes & InputsRegardless of the source of motivation, people seek

outcomes.

Outcome: anything a person gets from a job.

• Examples include pay, autonomy,

accomplishment.

Organizations hire workers to obtain inputs:

Input: anything a person contributes to their job.

• Examples include skills, knowledge, work

behavior.

Managers thus use outcomes to motivate workers to

provide inputs.



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Motivation Equation

Inputs from

Organizational

members

Performance

Outcomes

received by

members

Time

Effort

Education

Experience

SkillsKnowledge

Work Behav.

Contribute to

organization

efficiency,

effectivenessand

attain goals

Pay

Job Security

Benefits

VacationAutonomy

Responsibility



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MOTIVATION

Motivation is a general term applying to the entire class of drives, desires, needs, wishes and similar forces

Managers does those things to motivate their subordinates

which they hope will satisfy these drives and desires andinduce the subordinates to act in a desired manner

Need – want – satisfaction chain ( basic motivation chain)

Needs give rise to wants which cause tensions :

which result in actions



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MOTIVATORS

Are things that induce an individual to perform.

While motivations reflect wants, motivators are the identified

rewards or incentives that sharpen the drive to satisfy the wants

A manager can do much to sharpen motives by establishing an

environment to certain drives

Motivator refers to the drive and effort to satisfy a want or goal

Satisfaction refers to the contenment experienced when a want issatisfied

Motivation : carrot and the stick : reward and punishment remain

the strongest motivators



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Consumer Motivation

Why do consumers do what they do ?

The marketing concept says that marketersshould try to create products and services that

best meet the needs and wants of consumers

This means that the marketers must find outthe needs consumers have and what motivates

them to buy.

The field of motivation seeks to explain whybehaviour occurs



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Motivation

There are two major components of motivation

Energy : Refers to the fact that all behaviour –

thinking, moving, looking and so on – requires usto expend an internal supply of energy .

Direction : Is needed to channel our inner

energies into productive attractive behaviours

and to allow us to behave efficiently



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Motivation

Researchers who study the energy dimensionoften use Physiological measures of the body’sarousal – consumers pulse rate, blood pressures,brain waves and skin chemistries can offer cluesto the energy dimensions.

These measures are used to gauge consumers’reaction to advertising, brand names, and other marketing appeals

Intensity : Strength of the motivation is anextremely important issue



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Motivation

As consumers : We must constantly deal with questions :

At how many stores should I shop before buying

Is it worth the effort to read the warranty or the instructions

When consumer intensity is low, marketers face problems

in gaining attention for the products and promotions.

This consumer inertia makes it difficult to stimulateconsumers to act – even when the consumers themselves

would agree that the action is in their best interests



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Motivation

Direction : Refers to exactly which behaviour ischosen from all those possible and why

Purposive Behaviour : A behaviour determined by

the particular purposes we are trying to achieve in abehaviour

Motives : Strong and Persistent internal stimulus

around which behavior

Primary Motive : Involves the purposes behind theconsumers decisions to use or not to use the entire

classes of products



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Motivation

Selective Motives : Refers to consumersdecisions as to which stores, brands and model

features will be used or purchased

Multiple Motives : Different Motives might lead to

the same behaviour

Hidden Motives : Many consumers are unaware of many of their motivations but some of these

motivations can be brought out if the “fishing” is

skillfully done by qualitative research.



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Motivation

Internal and External Forces impact motivation

Motivation is sometimes sparked internally ( eg Hunger)

and sometimes sparked externally ( eg friends suggestion)

Once sparked, the direction the motivated behaviour will

take is also determined partially by internal and partially

factors

Prof Kurt Lewin developed his “Field Theory”. It is captured

in

B = f (P,E)



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Motivation

Behaviour is a function of both the personand the environment.

The person and environment comprise what

is called the life space.

The life space is the totality of all forces

acting on a person at a point in time.



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Motivation

Consumer Motive has Valance

The term Valance is a measure of the degree of

attractiveness that a particular object , such as a product,

holds for us.

A valence is either positive ( when the product is attractive

to us) or negative ( when it is unattractive to us)

Valence also reflects the strength of attraction – it can be

low or high, depending on how much we are attracted or

repelled by the product in question



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Motivation

Approach Avoidance : When a consumer isconsidering both positive and negative features of asingle alternative

Approach-Approach : Consumers are attempting todecide between two alternatives and are concentratingonly on the attractive features

Avoidance – Avoidance : They involve a choicebetween two behaviours with negative valences. Theconsumer is motivated to move away from bothalternatives and is not likely to purchase at all until all

his perceptions of the situation shift



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Motivation

Consumers have a thirst for Variety

Consumers are both Reactive and active. The optimallevel of tension ( of stimulation) is not zero but someslight positive level.

If the existing stimulation level is low, then too we feel atension ( we get bored) and will want to raise the level of stimulation ( do something interesting) to reduce thetension level in the system.

This has a broad array of interesting implications for

consumer behaviour including such cases as whyconsumers are so curious and interested in variety andadventure.



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MOTIVATION THEORIES



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MASLOW’S HIERARCHY OF NEEDS THEORY

Basic human needs of maslow in an ascending order of importance

Physiological needs : basic needs for sustaininghuman life itself such as food, water, warmth, shelter

and sleep

According to Maslow : unless these needs aresatisfied, other needs will not motivate people

Security : needs to be free of physical danger and of the fear of losing a job, property, food, etc

Acceptance : human beings being social animals;They need to belong or to be accepted by people



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MASLOW’S HIERARCHY OF NEEDS THEORY

Esteem needs : once their need of acceptance is fulfilled, they want to be held inesteem by both themselves and by others :seek power, prestige, status and self

confidence

Self actualization : highest need : desire tobecome what one is capable of becoming –

to maximize ones potential and to accomplishsomething



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Hierarchy of Needs

Self-

Actualization

Realize one’s

full potential

Use abilities

to the fullest

EsteemFeel good

about oneself

Promotions

& recognition

BelongingnessSocial

interaction, love

Interpersonal

relations, parties

Safety Security, stability

Job security,

health insurance

PhysiologicalFood, water,

shelter

Basic pay level

to buy items

Need Level Description Examples

Lower level needs must be satisfied before higher needs are addressed.



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FREDRICK HERZBERG FACTOR THEORY

MODIFICATION OF MASLOW THEORY

ONE GROUP ON NEEDS : COMPANY POLICY, ADMINISTRATION, SUPERVISION, WORKINGCONDITIONS , INTERPERSONAL RELATIONS, SALARY,STATUS, JOB SECURITY

THESE ARE ONLY DISSATISFIERS NOTMOTIVATORS

IF THEY EXIST IN A WORK PLACE IH QUANTITY ANDQUALITY ; THEY DO NOT MOTIVATE OR SATISFY APERSON.

BUT LACK OF THEIR EXISTENCE WOULD LEAD TO

DISSATISFACTION.



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Motivation-Hygiene Theory

Focuses on outcomes that can lead to highmotivation, job satisfaction, & those that canprevent dissatisfaction.

Motivator needs: related to nature of the workand how challenging it is.

• Outcomes are autonomy, responsibility,interesting work.

Hygiene needs: relate to the physical &psychological context of the work.

• Refers to a good work environment, pay, jobsecurity.

• When hygiene needs not met, workers aredissatisfied. Note: when met, they will NOTlead to higher motivation, just will prevent low

motivation.



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EARLY BEHAVIORAL MODEL :

MCGREGOR’S THEORY

Theory X

Human beings have an inherant dislike for work

Hence most people like to be coerced, controlled,directed and threatened by punishment

Average humans like to be directed, wish to avoidresponsibility and have relatively low ambition andwant security



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EARLY BEHAVIORAL MODEL :

MCGREGOR’S THEORY Theory Y

Expenditure of physical effort and mental effort is as natural asplay or rest

People will exercise self direction and self control in the serviceof objectives to which they are committed

Degree of commitment to objectives is directly proportional tothe size of rewards

Average human beings not only accept responsibility but alsoseek it

Under the conditions of modern indutrial era, the intellectualpotentialities are only partially utilised



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Need Theory

People are motivated to obtain outcomes atwork to satisfy their needs.

A need is a requirement for survival.

To motivate a person:

1)Managers must determine what needsworker wants satisfied.

2)Ensure that a person receives theoutcomes when performing well.

Several needs theories exist. McClelland’s Need Theory

Maslow’s Hierarchy of Needs.

Alderfer’s ERG.



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MCCLELLAND’S NEED THEORY OF MOTIVATION

Three basic types of motivating needs

1] need for power

People with high need for power have a great concernfor exercising influence and control

They seek positions of leadership

Good conversationalists

Can be argumentative

Forceful, outspoken, hardheaded and demanding

Enjoy teaching and public speaking



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2] need for affiliation

Derive pleasure from being loved and tend toavoid the pain of being rejected by a socialgroup

Concerned with maintaining pleasant socialrelationships

Enjoy sense of intimacy and understanding

Ready to console and help others in trouble



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3] Need for achievement

Have an intense desire for success and an equallyintense fear of failure

Want to be challenged

Set moderately difficult goals for themselves

Take realistic approach to life

Would analyse and assess problems and takepersonal responsibility of completing a job

Like specific and prompt feedback on how they are

doing



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How it applies to managers

Entrepreneurs : showed very high need for achievement ;

fairly high need for power ; low in their need for affiliation

In small companies : president has a very highachievement motivation

In large companies :

Chief executives to be average in achievement but

stronger in power and affiliation

Managers : rated higher in achievement motivation

G l S tti Th



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Goal Setting Theory

Focus worker’s inputs in the direction of highperformance & achievement of organizational goals.

Goal is what a worker tries to accomplish.

• Goals must be specific and difficult for highperformance results.

• Workers put in high effort to achieve such goals.

Workers must accept and be committed to them.

• Feedback on goal attainment also is important.

• Goals point out what is important to the firm.

Managers should encourage workers to develop

action plans to attain goals.



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Learning Theory

Focuses on the linkage between performance and

outcomes in the motivation equation

• Learning: permanent change in person’sknowledge or behavior resulting from practice or experience.

Operant Conditioning: people learn to do thingsleading to desired outcomes and avoid doing thingswith adverse outcomes.

Motivation can be increased by linking specificbehaviors with specific outcomes.

• Managers can use four tools of conditioning tomotivate high performance.



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Operant Conditioning Tools

Positive Reinforcement: people get desired

outcomes when they perform needed workbehaviors.

• Positive reinforcers: pay raises, promotions.

Negative Reinforcement: manager eliminatesundesired outcomes once the desired behavior occurs.

• Worker performs to avoid an undesired outcome

(Work harder or you are fired).

In both types of reinforcement, managers must becareful to link the right behaviors by workers to what the

organization needs.



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Operant Conditioning Tools

Extinction: used when workers are performing

behavior detrimental to the firm.

• Manager does not reward the behavior andover time, the worker will stop performing it.

Punishment: used when the manager does notcontrol the reward the worker receives (perhaps itis outside the job).

• Manager administers an undesiredconsequence to worker (verbal reprimands topay cuts).

• Punishment can lead to unexpected side-effects such as resentment, and should be

used sparingly.



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Social Learning Theory

Vicarious Learning: or observational learning,

occurs when a person is motivated to learn bywatching someone else work and be rewarded.

• People are motivated to imitate models whoare highly competent, expert and receiveattractive reinforcers.

Self- reinforcers: desired outcomes a person cangive themselves.

• Person can reward themselves for success.

Self-efficacy: refers to a person’s belief abouttheir ability to perform a behavior successfully.

• People will only be motivated if they think they

have the ability to accomplish the task.



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Pay and Motivation

Pay can help motivate workers.

Expectancy: pay is an instrumentality (and outcome),

must be high for motivation to be high.

Need Theory: pay is used to satisfy many needs.

Equity Theory: pay is given in relation to inputs.

Goal Setting Theory: pay linked to goal attainment.

Learning Theory: outcomes (pay), is distributed upon

performance of functional behaviors.

Pay should be based on performance, many firms do

this with a Merit Pay Plan.



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Merit Pay

Can be based on individual, group or organizationperformance.

Individual Plan: used when individual performance(sales) is accurately measured.

Group Plan: use when group works closely

together and is measured as a group. Organization Plan: When group or individual

outcomes not easily measured.

Bonus has a higher impact on motivation since

• Salary level not related to current performance.• Other items( base salary, cost of living,

seniority).

• Salary rarely goes down and usually changeslittle.

SPECIAL MOTIVATIONAL



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SPECIAL MOTIVATIONALTECHNIQUES

1] MONEY

BIGGEST MOTIVATOR

MORE IMPORTANT TO PEOPLE TO ARE STARTING

THEIR CAREER RATHER THAN PEOPLE AT HIGHERLEVELS OF MANAGEMENT

2] PARTICIPATION

IT IS A MEANS OF RECOGNITION

IT APPEALS TO THE NEED FOR AFFILIATION AND ACCEPTANCE

GIVES PEOPLE SENSE OF ACCOMPLISHMENT

SPECIAL MOTIVATIONAL TECHNIQUES



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SPECIAL MOTIVATIONAL TECHNIQUES

3] QUALITY OF WORKING LIFE

JOB ENRICHMENT

THE ATTEMPT TO BUILD INTO JOBS A

HIGHER SENSE OF CHALLENGE

GIVING WORKERS MORE FREEDOM

ENCOURAGING PARTICIPATION AMONGSTWORKERS

GIVING WORKERS A FEELING OF PERSONALRESPONSIBILITY FOR THEIR TASKS

motivation session 14

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