lec-12 to 16 motivation
TRANSCRIPT
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A Harsh Bhargava Enterprise
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Recap
Perception
Factors influencing perception
Perception and behaviour Perceptual errors
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Motivation
Harsh Bhargava
mailto:[email protected]:[email protected] -
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Agenda (3 sessions)
Motivation
Early and Contemporary Theories
Motivating employees
Game
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What is Motivation?
The result of the interaction between theindividual and the situation
The processes that account for anindividuals intensity, direction, and
persistence of effort toward attaining a
goal specifically, an organizational goal
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Motivation
Three key elements:
Intensity how hard a person tries
Direction effort that is channelised toward,
and consistent with, organizational goals
Persistence how long a person can maintain
effort
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Motivation-
Another View
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acknowledged
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Early Theories of Motivation
Maslows Hierarchy of Needs Theory
Alderfers ERG (Existence, Relatedness, and
Growth)
McGregors Theory X and Theory Y
Herzbergs Two-Factor Theory
McClellands Theory of Needs
Early theories may not be valid, but still used.
Basis for contemporary theories
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Maslows Hierarchy of Needs
There is a hierarchy of five needs. As each need is substantiallysatisfied, the next need becomes dominant.
Assumptions
Individuals cannot
move to the next
higher level until all
needs at the
current (lower)
level are satisfied
Must move in
hierarchical order
Self-Actualization
Esteem
Social
Safety
Physiological
Lower Order
External
Higher OrderInternal
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Alderfers ERG Theory
A reworking of Maslow to fit empiricalresearch.
Three groups of core needs:
Existence (Maslow: physiological and safety) Relatedness (Maslow: social and status)
Growth (Maslow: esteem and self-actualization)
Removed the hierarchical assumption
Can be motivated by all three at once
Popular, but not accurate, theory
E
GR
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McGregors Theory X and Theory Y
Two distinct views of human beings: Theory X(basically negative) and Theory Y (positive).
No empirical evidence to support this theory.
Theory X
Workers have littleambition
Dislike work
Avoid responsibility
Theory Y
Workers are self-directed
Enjoy work
Accept responsibility
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Herzbergs Two-Factor Theory
HygieneFactors
Motivators
Achievement
Responsibility
Growth
WorkConditions
Salary
CompanyPolicies
Key Point: Satisfaction and dissatisfaction are not opposites
but separate constructs
Extrinsic andRelated to
Dissatisfaction
Intrinsic andRelated to
Satisfaction
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Source: Stephen Robbins
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McClellands Three Needs Theory
Need for Achievement (nAch)
The drive to excel, to achieve in relation to a set of
standards, to strive to succeed
Need for Power (nPow)
The need to make others behave in a way that
they would not have behaved otherwise
Need for Affiliation (nAff)
The desire for friendly and close interpersonal
relationships
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McClellands (Contd)
People have varying levels of each of the three
needs.
Hard to measure
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Cognitive Evaluation Theory
Goal-Setting Theory
Management by Objectives (MBO)
Self-Efficacy Theory
Also known as Social Cognitive Theory or Social
Learning Theory
Reinforcement Theory
Equity Theory
Expectancy Theory
Contemporary Theories of
Motivation
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Lockes Goal-Setting Theory
Basic Premise:
Specific and difficultgoals, with self-generated feedback, lead to higher
performance Difficult Goals: Raise the bar
Focus and direct attention
Energize the person to work harder Difficulty increases persistence
Force people to be more effective and efficient
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MBO is a systematic way to utilise goal-setting.
Goals must be: SMART
Corporate goals broken down into smaller,more specific goals at each level of org
Four common ingredients to MBO programs:
Goal specificity Participative decision making
Explicit time period
Performance feedback
Implementation: Management by
Objectives
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Vrooms Expectancy Theory
The strength of a tendency to act in a certainway depends on the strength of an
expectation that the act will be followed by a
given outcome and on the attractiveness ofthe outcome to the individual.
See diagram: Effort-Performance-Reward-Goals
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Motivating Employees
Recognise individual differences
Use goals and feedback
Allow employees to participate in decisionsthat affect them
Link rewards to performance
Check the reward system for equity
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Managerial Implications
Need Theories (Maslow, Alderfer, McClelland,
Herzberg)
Well known, but not very good predictors of
behavior
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Managerial Implications (Contd)
Goal-Setting Theory While limited in scope, good predictor
Equity Theory
Best known for research in organizational
justice
Expectancy Theory
Good predictor of performance variables
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Next 3 Sessions
Leadership
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Closing Thought
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People Pulse
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