principles on the theories of motivation

7/27/2019 Principles on the Theories of Motivation

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What is Motivation?

Defined as a set of forces that causesan individual to behave in a particular

way

It is generally what energizes, maintainsand controls behavior

Acts as a stimulus for desirable actions


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The Importance of Motivation

The difference between highly effectiveorganizations and less effective ones often lies

in the motivation of their members.

Managers should strive to motivate people inthe organization to perform high levels.

Getting them to work hard

Come to work regularly

Make positive contributions to the

organizations mission.


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But job performance depends on the ability and environmentas well as motivation. This relationship can be stated as:

P = M + A + E

Where

P = performance M = motivation

A = ability E = environment

To reach high levels of performance, an employee must

Want to do the job well (motivation)

Be able to the job effectively (ability)

Have the materials, resources, equipment, and information tothe job (environment)

A manager should strive to ensure that all three conditionsare met.


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PRINCIPLES OF MOTIVATION

People are already motivated but we can determine

what motivates them and use this knowledge to directenergies towards the organizations goal.

Few Basic Principles of Motivation:

1. Empowering employees process of enabling workers to set their own work goals make decisions and solve problems within their sphere of

responsibility and authority.

2. Providing reward system

may take the form of financial incentives, prizes or simplypublic recognition of a job well done.


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Few Basic Principles of Motivation:

3. The best way to get people to pay attention to

you is to pay attention to them listening to others and not just hearing them

Communication allows managers to establish and

maintain interpersonal relationships

gain information needed to create an inspirationalworkplace.

4. Delegating authority

can be a significant motivator in retaining members

it gives them a sense of accomplishment when atask is successfully completed

It allows others to grow.


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Historical Perspective On Motivation

Historical views on motivation, although not always

accurate, are of interest for several reasons Provide a foundation for contemporary thinking aboutmotivation

They were based on common sense and intuition

Traditional Approach Frederick Taylor, developed a method called scientific

management

People are motivated exclusively by money

Work is unpleasant for most people and that moneythey earn is more important than the nature of the job

Urges managers to structure jobs so that workers coldincrease their earnings by producing at a higher level.


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The Human Relations Approach

employees want to feel useful and important

Favorable employee attitudes result in motivationto work hard

The Human Resource ApproachTook the concepts of human relations approach

one step farther

it assumes that people want to contribute and are

able to make genuine contributions.


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Classification of Motivation Theories

(Content vs. Process)

Motivation theories are intended to explain oneingredient in the determination of individualperformance. They explain the amount of efforts andthe direction of that effort exhibited by organizationalmember.

CONTENT THEORIESdeal with what motivatespeople and are concerned with individual needs andgoals

PROCESS THEORIESdeal with the process ofmotivation and are concerned with how motivationoccurs.


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Content Theories About Motivation

Focus on the question of what arouses, sustains

and regulates goal-directed behavior, and attemptto explain specific things that actually motivate

the individual to work

Concerned with identifying peoples needs and

their relative strengths and goals

1. Abraham Maslows Hierarchy of Needs Theory

2. Alderfers ERG Theory3. The Dual-Structure Theory

4. McClellands Need Theory


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Process Theories About Motivation

Process based theories are concerned with how

motivation occurs. They focus on why people choose certain

behavioral options to satisfy their needs and how

they evaluate their satisfaction after they have

attained their goals.

1. The Expectancy Theory of Motivation

2. The Equity Theory of Motivation

3. Reinforcement Theory

4. Goal Setting Theory


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Content Theories of Motivation

Abraham Maslows Hierarchy of Needs

Developed by psychologist Abraham Maslow in1943, which he introduced in his article A Theory

of Human Motivation

According to his theory, individual strives to seek

a higher need when lower needs are fulfilled

Once a lower-level need is satisfied, it no longer

serves as a source of motivation.

Needs are only motivators only when they areunsatisfied.


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1st level, include the most basic

needs for humans to survive,

such as air, water, food and sex

2nd level, include personal

security, health, well-being and

safety against accidents such

as adequate housing and

clothing and freedom fromanxiety and worry.

3rd level, a need to feel a sense

of belonging and acceptance

4rd level, the need for positive

self-image, self-respect and theneed to be respected by others

Top level, pertain to realizing

the persons full potential.


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Organizational Example 1st level, rest and refreshment

breaks, physical comfort on

the job, reasonable works 2nd level, safe working

conditions, job security, basecompensation and benefits

3rd level, friendly co-workers,interaction with customers,pleasant supervisor

4th level, responsibility of animportant job, promotion tohigher status job, praise andrecognition from boss

5th

level, creative andchallenging work,participation in decisionmaking


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Maslows theory is based on the following two

principles:1. Deficit Principle a satisfied need no longer

motivates behavior because people act tosatisfy deprived needs.

2. Progression principle the five needs heidentified exist in a hierarchy, this escalation upthe hierarchy continues until self-actualizationneeds become the primary motivators

Maslows ideas can help managers understandand satisfy the needs of employees


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Alderfers ERG Theory

Developed by Yale psychologist Clayton Alderfer

The ERG (Existence, Relatedness, Growth) Theory is

build upon Maslows hierarchy of needs theory

Alderfercollapses Maslows five level of needs into

three categories:

Existence needs desires for physiological and

material well-being

Relatedness needs desires for satisfying

interpersonal relationships

Growth needs desires for continued pyschological

growth and development


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Managers should provide opportunities to capitalize on the

importance of higher level needs.

Suggests that more than onekind of need may motivate aperson at the same time.

Includes a satisfaction-progression and frustration-regression principles.

Satisfaction-progressionsuggests that after satisfying

one category of needs, aperson progresses to the nextlevel

Frustration-regressionsuggests that a person who is

frustrated in satisfying ahigher level of needs willregress to the preceding level


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The Dual-Structure Theory

Also known as the Two Factor Theory, HerzbergsMotivation and Motivation-Hygiene Theory

Frederick Herzberg introduced his Two Factor Theoryin 1959

Two kinds of factors affect motivation:1. Hygiene Factors extrinsic to the work itself and

include factors such as pay and job security. Theycan cause dissatisfaction if they are inadequate.

2. Motivators or Satisfiers intrinsic to the work andinlcude factors such as achievement andrecognition, which are key to job satisfaction andmotivation.


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Factors Affecting Job Attitudes

Leading to Dissatisfaction

(Hygiene)

Leading to Satisfaction

(Motivators)

Company policies Achievement

Supervision Recognition

Interpersonal Relationships The Work Itself

Pay and Job Security Responsibility

Working Conditions Advancement and Growth

Because the factors using satisfaction are different from those

causing dissatisfaction, the two cannot be treated as opposite of

one another

One observes that the factors that determine whether there isdissatisfaction or no dissatisfaction are not part of the work itself

but external factors

Managers need to ensure that hygiene factors are adequate and

then build satisfiers into jobs.


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McClellands Need Theory

David McClelland theorizes in his book named TheAchieving Society that everyone prioritizes needsdifferently

He also believes that individuals are not born withthese needs but are actually learned through life fromexperiences:

McClelland identifies three specific needs:

1. Needs for achievement the drive to excel

2. Need for affiliation

The desire for friendly, close interpersonal3. Need for power

The desire to cause others to behave in a way that theywould not have behaved otherwise


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High Achievers People with the need

for affiliation

Individual with a high

need of power

Seek personalresponsibility for

finding solutions to

problems

Seekcompanionship,

social approval and

satisfying

interpersonal

relationships

Enjoys being incharge and wants to

influence others

Want rapid feedback

on their

performances so

that they can tell

easily whether they

are improving or not

Prefer cooperative

situations rather

than competitive

ones

Prefer to be placed

into competitive and

status-oriented

situations

Set moderately

challenging goals

and perform best

when they perceive

their probability of

success as 50-50

Desire relationships

involving a high

degree of mutual

understanding

Tend to be more

concerned with

prestige and gaining

influence over others

than with effective

performance


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Process Theories about Motivation

The Expectancy Theory of Motivation

Victor Vroom introduced one of the most widelyaccepted explanations of motivation

Employee will be motivated to exert a high level

of effort when he or she believes that:

1. Effort will lead to a good performance appraisal

2. A good appraisal will lead to organizational

rewards

3. The organizational rewards will satisfy his or her

personal goals.


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Expectancy Theory

1. Effort-Performance Relationship = Expectancy

2. Performance-Rewards Relationship = Instrumentality

3. Rewards-Personal Goals Relationship = Valence


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The three components of Expectancy Theory:

1. Expectancy: effort to performance the belief

of the person that his effort will result in theattainment of desired performance goals

2. Instrumentality: performance to reward the

belief of the person that he will receive a reward

if the performance expectation is met

3. Valence - the value of the reward according to

the person (e.g. Is the reward attractive to the

person?)


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The Expectancy Theory of Motivation

When an employee has a high level ofexpectancy and the reward is attractive,

motivation is usually high.

Managers must strengthen workers perceptionsof their efforts as both possible and worthwhile,

clarify expectations of performances, tie rewards

to performances and make sure rewards are

desirable.


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The Equity Theory of Motivation

Developed by John Stacey Adams in 1963

Based on the simple premise that people in

organizations want to be treated fairly

Employee constantly assess their level of effort

against fellow workers and the reward they

receive for their effort

If they perceive there is a significant difference,

they will endeavor to bring about equality byadjusting up or down their own performance


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Responses to Perceptions of Equity and Inequity

1. Put more or less efforts

into the job

2. Demand a pay raise, seekadditional avenues for

growth and devt. or resort

to stealing

3. Decide that we are really

contributing less butreceiving more

4. Decide that the others are

working more hours than

we originally believed

5. A different person wouldprovide a more valid basis

of comparison.

6. The only way to feel better

about thing is to be in a

different situation.


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Every manager needs to ensure that anynegative consequences from equity comparisons

are avoided or at least minimized when rewards

are allocated

Managers should carefully communicate theintended values of rewards being given, clarify

the performance appraisals and suggest

appropriate comparison points


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Reinforcement Theory

Based on E.L. Thorndikes law of effect Simply looks at the relationship between behavior and its

consequences

Focuses on modifying an employees on-the-job behaviorthrough these techniques:

1. Positive reinforcement rewards desirable behavior

2. Avoidance an attempt to show an employee what theconsequences of improper behavior will be

3. Extinction ignoring the behavior of a subordinate and

not providing either positive or negative reinforcement4. Punishment attempt to decrease the likelihood of a

behavior recurring by applying negative consequences


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The reinforcement theory has the following

implications for management: Managers who are trying to motivate employees

should be sure to tell individuals what they are

doing wrong

Managers must tell individuals what they can doto perceive positive reinforcement

Managers must be sure to administer the

reinforcement as closely as possible to the

occurrence of the behavior Managers must recognize the failure to reward

can also modify behavior.


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Goal-setting Theory

Introduced in the late 1960s by Edward Locke Intentions to work toward a goal are a major

source of work motivation

In general, the more difficult the goal, the higher

the level of performance expected

Managers can set the goals for their employees

or employees and managers can develop goals

together.


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Other factors influence the goals-performancerelationship

The employee must be committed

The employee must believe that he is capable of

performing task Tasks involved in achieving goal should be

simple, familiar and independent

Managers need to work with their employees indetermining goal objectives in order to providetargets for motivation.


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Happiness is the #1 productivity booster.

Happy people work better with others, fix

problems rather than complain about them andmake better decisions, they have more energy

and get sick less often.

Happiness comes from work experiences that

yield positive emotions and thoughts and peoplewho function, work, approach a task with

positivity are more productive.


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Thank You

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