topic 4 - motivation(1)

8/17/2019 Topic 4 - Motivation(1)

1/31

Motivation


2/31

Motivation isaccomplishing things

through the efforts ofothers.

If you cannot do this,

you will fail as amanager.


3/31

Work performance =

function (ability, motivation, organizational support)

Why Motivation:

Work performance is dependent on level of

motivation in an organization


4/31

Why is Motivation Important?

• To incite employees to exert and maintain more effort

• Employees can become self-motivated

• Motivated employees can provide competitive advantage by offering

suggestions & working to satisfy customers


5/31

M!"# T$E"#%E "' M"T%(T%")

%* )eed pproaches:- Maslow+s $ierarchy of )eeds

%%* ,ognitive pproaches:

- Expectancy Theory

- Euity Theory. ocial ,omparison

- /oal etting Theory

%%%* #E%)'"#,EME)T T$E"#0:

How Rewards & Reinforcements Sustain Motivation Over Time


6/31

Maslow+s $ierarchy of )eeds Model

SELF

ACTUALIZATION

ESTEEM

SOCIAL/AFFILIATION

SAFETY/SECURITY

PHYSIOLOGICAL


7/31

1%ssues2 with Maslow+s )eed Model

. !usinesses typically do well satisfying lowerorder needs.

". Model stipulates that there are # needs and

that the order is $fi%ed&. 'esearch indicates

some may only have " need hierarchy*

others #+. he order may also be inverted

and meeting needs outside of work notaccounted for.

. Model not developed from average employees


8/31

Herzberg’s 2-Factor Theory

-ccording this theory, work

performance is effected by two

factors.

hese are*

Hygiene actors

Motivator actors


9/31

Herzberg’s 2-Factor Theory

/eterminants of 0ob/issatisfaction are

$ygiene3 actors1

•

Pay, fringe benefits• Working conditions

• 2uality of supervision

• Interpersonal relations

!ob Environment 'actors

3 4oor hygiene can make you, sick, butgood hygiene won5t necessarily make

you healthy

4eterminants of !ob

atisfaction are

Motivator 'actors:

• Work itself5

responsibility• dvancement

• #ecognition


10/31

$er6berg+s Theory #ests on 7 ssumptions

8*9 !eing satisfied with one5s 6ob is e7uivalent to

being motivated* $a satisfied worker is a motivated worker&

".) 0ob satisfaction and dissatisfaction are

separate concepts with uni7ue determinants

based on work with accountants and engineers


11/31

ssessment of Herzberg Theory

,ontributions

• 8erzberg was first to argue that 6ob content and

6ob design was important

• 0ob enrichment (the work itself) acts as a 6ob

satisfaction strategy

• Model appealing and easy to understand


12/31

ssessment of Herzberg Theory

,riticisms

• May be 1method-bound2 by self-serving bias

• ome individual differences5 like desire for pay5

reected as a motivator*

• lso5 not everyone wants an enriched ob

• ssumes ob itself as a source of satisfaction


13/31

irst 9ognitive heory1 Expectancy Theory

Involves cognitions:perceptions1

. ;%pectancy the perceived probability that effort will

lead to task performance.

". Instrumentality the perceived probability that performance will lead to rewards.

.


14/31

Motivation to

Exert

Effort

;evel of

89E;ink

%;ink

!"#!$T%$& TH!'(&

If I e%ert effort on 0ob - and my performance level is

e%cellent, then I will get

Money (> out of ? chances)

4romotion (+ out of ? chances)

0ob @atisfaction ( out of ? chances)


15/31

What Managers sho)*+ +o accor+ing to

!,pectancy Theory?

• Aeed to offer employees valued rewards (highvalences)

• Aeed to insure that if people are willing to put fortheffort that you help them succeed by providing themtools, information, support.

• Aeed to make sure that you follow through withreward system that is tied to performance.


16/31


17/31

Euity Theory: The decision to exert effort is a function

of social comparisonInvolves relevant perceptions1

. 4erceptions of rewards received from performing a task.

(e.g., pay)

". 4erceptions of inputs re7uired to perform a task.

. 4erceptions of the rewards and inputs of a ';;';A9;

4;'@=A.

If1

hen Eui ty e%ists.

rewards 'ewards of 'eferrant 4erson inputs Inputs of 'eferrant 4erson

My My

= ÷ ÷


18/31

Ho0 +oes e/)ity theory 0ork?

• ;mployees mentally construct rewardtoinput ratios for

themselves and their referent person and “socially compare”

• If e7uity e%ists, you e%perience no tension and persist at your

current level of effort

• When

hen Tension is created and employers are $motivated&

to restore euity

'ewards 'ewards

self referant

self referant Job nput Job nput ≠


19/31

Euity Theory

Euitable ituation:

'ewards @elf B 'ewards'eference 4erson0ob Inputs @elf 0ob Inputs 'eference 4erson

%neuitable ituations:

-. Under-rewarded or $9heated& (from @elf5s point of view)

=utcomes:Inputs @elf C:# D =utcomes:Inputs 'eference 4erson #:#

!. Over-rewarded or $Euilty& (from @elf5s point of view)

=utcomes:Inputs @elf #:C F =utcomes:Inputs 'eference 4erson #:#

9. ;ither way, a person is $motivated& to restore e7uity.


20/31

Examples: A)4E#-#EW#4E4

0ou #ef*


21/31

Examples: "(E#-#EW#4E4

0ou #ef*


22/31

#estoring Euity

%f a worker is Ander-rewarded:

Increase his rewardsor, 'educe his inputs

%f a worker is "ver-rewarded:

Increase his inputs

or, 'educe his reward (H)

criticism of e7uity theory

"ther "ptions:

eave situation (do nothing to change)

-lter perceptions

(tell workers that each 6ob is different and rewards are granted

based on the nature of 6ob)

Change reference person


23/31

Thir+ $ognitive Theory.

1oa* etting Theory


24/31

hy 1'2 -!TTI%1

%t gives direction

specific goals direct your focus to relevant activities

%t focuses on effort need to devote more intense levels

of effort toward difficult goals assumes people are goal

driven

%t encourages persistence specific, difficult goals

encourage you to persist longer at a task than would be the

case withoutsuch goals


25/31

#epresentative /oal etting tudy

Jou would e%ert effort in accomplishing ask if

Eoal 9hallenge are clear (my full range of ability must be used to reach my goals)

Eoal 9larity(he goals for my 6ob are easy to understand)

Eoal eedback(he feedback I receive concerning my goal progress is helpful)


26/31


27/31

(einforcement Theory

• @ome view 'einforcement heory as an e%planationof motivation* others say that this theory e%plainshow motivation is sustained over time.

• his theory states that Managers can design workenvironment to provide $reinforcers& that strengthendesired behaviors K weaken undesired behaviors.

• -ccording to this theory

“Motivation is a function of the environment”.


28/31

Motivation as a Form of earning.

The a0 of !ffect

• %f you are duly rewarded for your

effort5 you would repeat Gehavior

of making more E''"#T in

future• %f you are punished for a

behavior5 you will avoid that

behavior in future

• The type of reinforcer & thetiming of reinforcement are key


29/31

(einforcers Which trengthen 3ehavior. What managers can +o toincrease the probabi*ity of behavior in the f)t)re

a.


30/31

(einforcers Which Weaken 3ehavior.

What managers can +o to+ecrease

the probabi*ity of behavior in the f)t)re

a. 4unishmentadministering unpleasant conse7uences

following an undesirable behavior.

b. ;%tinctionwhen there are no rewards for a behavior which was previously rewarded.


31/31

ummary of Motivation Theories

-.

topic 4 - motivation(1)

Documents