theories and princples of motivation

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    THEORIES AND

    PRINCIPLES OF HUMANMOTIVATION

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    Derived from Latin word, movere,

    meaningto move

    is an inner drive that directs a persons

    behavior toward goals.

    Explains why people behave the way

    they do in organizations.

    MOTIVATION

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    1.Primary motivations

    are automatic, built-in processes

    (e.g., food and water)

    2. Secondary motivations

    develop as a result of specific learning

    experiences. You learn to perform these

    behaviors because they bring you closer tosatisfying primary motivations.

    TYPES OF MOTIVATION

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    1. Content Theories

    Focus on individual needs physiological or psychological

    deficiencies that individuals feels a compulsion to reduce or eliminate.

    a.

    MASLOWs Hierarchy of Needs

    b . ALDERFERs ERG Theory

    c HERZBERGs Motivator Hygiene Theory

    d McClellands

    Learned Needs Theory

    2. Process Theories

    Focus on how cognitive processes as thoughts and decisions with in

    the minds of people influence by their behavior

    a. EXPECTANCY Theory

    b. EQUITY Theory

    c. GOAL SETTING Theory

    d. REINFORCEMENT Theory

    TYPES OF MOTIVATION THEORIES

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    CONTENT THEORIES

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    People have needs.

    A need is a lack of

    something-

    something we want.

    This produces the

    drive and desirewhich motivates us

    to satisfy that need.

    1. MASLOWS HIERARCHY OF NEEDS

    Self-

    Actualization

    Needs

    Esteem Needs

    Social Needs

    Security Needs

    Physiological Needs

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    Maslows theory assumes that a person

    attempts to satisfy the more basic needs

    before directing behavior toward satisfying

    upper-level needs.

    Lower-order needs must be satisfied before

    a higher-order need begins to control a

    persons behavior.A satisfied need ceases to motivate.

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    Existence needs.

    Include all material and physiological desires (e .g., food, water, air,

    clothing, safety, physical love and affection).

    Relatedness needs.

    Encompass social and external esteem; relationships with

    significant others like family, friends, co -workers and employers .

    This also means to be recognized and feel secure as par t of a

    group or family.

    Growth needs.

    Internal esteem and self actualization; these impel a person to

    make creative or productive effects on himself and the

    environment (e.g., to progress toward one's ideal self). Maslow's

    fourth and fifth levels. This includes desires to be creative andproductive, and to complete meaningful tasks.

    2. ALDERFERS ERG THEORY

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    Alberger's ERG theory prioritises in terms of

    the categories' concreteness. Existence

    needsare the most concrete, and easiest to

    verify. Relatedness needsare less concretethan existence needs, which depend on a

    relationship between two or more people.

    Finally, growth needsare the least concrete in

    that their specific objectives depend on the

    uniqueness of each person.

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    a Hygiene factors focus on the work setting not the

    content of the work wages, working conditions,

    company policies, job security.

    b Motivational factors focus on content of the work

    itself achievement, recognition, involvement,

    responsibility, advancement

    3 HERZBERGS

    MOTIVATOR HYGIENE

    THEORY

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    Extrinsic factors Intrinsic factors

    Factors within the job

    context:

    Factors within the job

    content:

    Pay

    Status

    Working conditions

    Achievement

    Increased responsibility

    Recognition

    Dissatisfiers

    Hygiene factorsSatisfiers

    Motivators

    HERZBERGS TWO-FACTOR

    THEORY

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    McClellandsstheory elaborates on Maslows

    Hierarchy of needs. Both theories are very

    similar in explaining human motivation.

    According to McClelland, individuals possess

    three needs:

    4. MCCLELLANDS LEARNED NEEDS

    THEORY

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    a. The Needs for Achievement

    - drive to excel, to achieve in relation to a set ofstandards

    b. The Needs for Affiliation

    - the desire for friendly and close interpersonalrelationships

    c. The Needs for Power

    - need to make others behave in a way in whichthey would not have behaved otherwise (to havepower over them)

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    PROCESS THEORIES

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    The expectancy theory of Victor Vroom helps

    explain the choosing process among

    individuals in terms of the value of the reward

    and the expectancy of receiving the reward .

    What determines the willingness of an

    individual to work hard at tasks important tothe organization?

    1. EXPECTANCY THEORY

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    Motivation to work depends on the relationship among 3

    expectancy factors

    1. Expectancy : A persons belief that working hard will result in

    a desired level of task performance being achieved (effort =performance)

    2. Instrumentality: A persons belief that successful

    performance will be followed by rewards and other potential

    outcomes

    3. Valence: The value a person ass igns to the possible rewards

    and other work-related outcomes

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    Equity theory is not a new one but focuses on

    how individuals perceive their reward or pay

    compared to what others are receiving.

    Inequity = When people believe they have been

    unfairly treated in comparison to others

    2. EQUITY THEORY

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    Employees compare their efforts and rewards withthose of others in similar work situations.

    Individuals, who work in exchange for rewards from

    the organization, are motivated by a desire to beequitably treated at work.

    Equity exists when employees perceive that the

    ratios of their inputs (efforts) to their outcomes(rewards) are equivalent to the ratios of othersimilar employees.

    Inequity exists when these ratios are not

    equivalent.

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    Task goals can be highly motivating if they are

    properly set and if they are well managed. - Edwin

    Locke

    Goals:

    -give direction to people

    -clarify performance expectations

    -establish a frame of reference for feedback

    3. GOAL SETTING THEORY

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    Brings management & subordinates together

    in joint decision making process of goal

    setting

    Locke believes goal setting can enhance

    individual work performance and job

    satisfaction