MOTIVATION

is the set of internal and external forces that cause an employee to choose a course of action and engage in certain behaviors

WORK MOTIVATION

Three Elements of Work Motivation

1. Direction and Focus of the Behavior

2. Level of effort provided3. Persistence of the behavior

A MODEL OF

MOTIVATION Needs and

Drives Tension

Ability

Need Satisfaction

Performance

Opportunity

Goals and incentives

Effort Rewards

Environment

Needs and

Drives

Environment

Human Needs Primary Needs - Basic Physical needs

Secondary Needs - Social and Psychological needs

Human Needs Primary Needs - Basic Physical needs

Secondary Needs - Social and Psychological needs

Human Needs Primary Needs - Basic Physical needs

Secondary Needs - Social and Psychological needs

Motivational DrivesAchievement

Affiliation

Power

Motivational DrivesAchievement

Affiliation

Power

A drive to accomplish objectives and get ahead

Motivational DrivesAchievement

Affiliation

Power

A drive to relate people effectively.

Motivational DrivesAchievement

Affiliation

Power

A drive to influence people and situations.

Motivational DrivesAchievement

Affiliation

Power Institutional

power Personalized

Power

Needs and

Drives

Tension

Environment

Needs and

Drives

Tension

Ability

Performance

Opportunity

Goals and incentives

Effort Rewards

Environment

Three Major Rewards Fair

Treatment

Sense of Achievement

Camaraderie

Three Major Rewards Fair Treatment

Sense of Achievement

Camaraderie

Three Major Rewards Fair

Treatment

Sense of Achievement

Camaraderie

Three Major Rewards Fair

Treatment

Sense of Achievement

Camaraderie

Needs and

Drives

Tension

Ability

Need Satisfaction

Performance

Opportunity

Goals and incentives

Effort Rewards

Environment

Maslow’sHierarchyofNeeds

PHYSIOLOGICAL OR SURVIVAL NEEDS

SAFETY NEEDS

LOVE, AFFECTION, AND BELONGINGNESS NEEDS

ESTEEM NEEDS

SELF-ACTUALIZATION

Self-actualization and fulfillment

needs

Safety and Security Needs

Belonging and Social Needs

Esteem and Status Needs

Physiological Needs

Work itselfAchievementPossibility of GrowthResponsibility

AdvancementRecognition

Status

Relations with supervisorsPeer relationsRelations with subordinatesQuality of Supervision

Company Policy and administrationJob security

Working conditionsPay

Growth Needs

Relatedness needs

Existence Needs

Moti

vati

on

al

Fact

ors

Main

tenan

ce

fa

ctors

MASLOW model HERZBERG model ALDERFER model

by: Jacel

BEHAVIOR MODIFICATION

Organizational Behavior Modification or OB Mod

→ Is the application in organizations of the principles of behavior modification.

→ state that a person tends to repeat behavior that is accompanied by favorable consequences (reinforcement) and tends not to repeat behavior that is accompanied by unfavorable consequences.

Law of Effect

“we learn best under pleasant surroundings”

-learning theory-

“internal needs lead to behavior”-content

theory-

“external consequences tend to determine behavior”

-OB Mod-

Social Learning

also known as vicarious learning.suggest that employees do not always have to learn directly from their own experiences.

©2005 Prentice Hall

Positive reinforcement

Reinforcement Approaches

ReinforcementManagerial Approach Action Effect Example

Provide desirable consequence

Increase probability of behavior being repeated

Highway construction supervisor receives bonus for each day a project is completed ahead of schedule.Negative

reinforcement

Remove undesirable consequence

Increase probability of behavior being repeated

Management stops raising output quotas each time workers exceed them.

Punishment Provide undesirable consequence

Decrease probability of behavior being repeated

Habitually tardy crew member is fined the equivalent of one hour’s pay each day he is late to work.

Adapted from Exhibit 12.11: Reinforcement Approaches and Their Effects

©2005 Prentice Hall

Extinction

Reinforcement Approaches

Adapted from Exhibit 12.11: Reinforcement Approaches and Their Effects

Remove desirable consequence

Decrease probability of behavior being repeated

Group member stops making unsolicited suggestions when team leader no longer mentions them in group meetings.

ReinforcementManagerial Approach Action Effect Example

Schedule of Reinforcement

Variable

FixedVariableFixed

RatioInterv

al

Intermittent

Continuous

Major Benefit of Behavior modification

1. Makes managers become more conscious motivators.

2. Encourages manager to analyze employee behavior, explore why it occurs and how often.

3. Identify specific consequences that will help change it when those consequences are applied systematically.

by: julyanne

THE EQUITY MODEL

THE EQUITY MODEL

→ developed on the belief that fair treatment or perception thereof, motivates people to keep such fairness maintained within the relationships of their colleagues and the organization.

Formula…

One’s own outcomes = Others’ outcomes One’s own inputs Others’ inputs

Equity Sensitivity→ suggest that individuals have different preference for equity.

Procedural Justice

Interpersonal TreatmentClarity of Expectation

Distributive JusticeAllocation of reward