mgt 386 section 5- motivation

7/27/2019 MGT 386 Section 5- Motivation

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Motivation

Section 5

Why are people motivated to do thosethings? VIDEO
http://www.youtube.com/watch?v=mdOMmJKOsa0http://www.youtube.com/watch?v=mdOMmJKOsa0


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Leaders are Readers

Peter Drucker

The Effective Executive (1967)

Morale in an organization does not mean thatpeople get along together; the test is

performance, not conformance.


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Elements of

Work Motivation

Direction of Behavior

When faced with obstacleshow hard does a person keep

trying to perform a

chosen behavior successfully?

How hard does a person

work to perform a

chosen behavior?

Which behaviors does a

person choose to perform

In an organization?

Level of Effort

Level of Persistence


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Motivation

Directly or Indirectly Dominates OrganizationalBehavior

Personality, PsyCap, etc.motivational

propensities

Psychological contracts

Goal Setting Theory

O.B. Modification

Compensation

Social Identity Theory

WHY do people do what they do?

What drives motivation to engage, motivation to

withdraw, motivation to perform, motivation touit?


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Catch 22

Motivation is rarely the core issueAbilities

Job Design

Tools at Work

Leadership

All problems are not solved by having motivated

employees


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The Process of Motivation


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Individual Approaches


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Primary Motives

Human motives are variously calledphysiological, biological, unlearned, orpr imary .

Two criteria must be met in order for a motive to

be included in the primaryclassification: It must beunlearned, and it must be physiologicallybased.

Even though the brain pathways will be

developed in different ways and people develop

different appetites for the various physiologicalmotives, they will all have essentially the same

primary needs.

What are some examples of Primary Motives?


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General and Secondary Motives

General Motives The Curiosity, Manipulation, and Activity Motives

The Affection Motive

Secondary Motives

The Power Motive

The Achievement Motive

The Affiliation Motive

The Security Motive The Status Motive

Intrinsic versus Extrinsic Motives

Intrinsic- Behavior for its own sake

Extrinsic- Based on acquisition of material or social rewards or


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McClellands Need Theory:

Need for Achievement

Need for Achievement -a

manifest (easily perceived)

need that concerns

individuals issues of

excellence, competition,

challenging goals,

persistence, and overcoming

difficulties


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Need for PowerNeed for Power -a manifest

(easily perceived) need that

concerns an individuals needto make an impact on others,

influence others, change

people or events, and make a

difference in life

Different than the importance

of control in the workplace

(e.g., Univ of Texas Study on


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Need for Affiliation

Need for Affiliation -a manifest (easily

perceived) need that concerns an individuals

need to establish and maintain warm, close,

intimate relationships with other people
http://www.goalmanager.com/


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(e.g., from psychology to Org Behavior)

From Individual to Work Motivation

Approaches


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Work-Motivation Approaches


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Content Theories of Motivation


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The Content Theories

of Work Motivation

Maslows Hierarchy of Needs- Why are we talking aboutthis anymore?

Alderfer- Existence, Relatedness, Growth

Herzbergs Two-Factor Theory of Motivation

Hygiene Factor - work condition related to dissatisfaction

caused by discomfort or pain maintenance factor

contributes to employees feeling not dissatisfied

contributes to absence of complaints Motivation Factor - work condition related to the

satisfaction of the need for psychological growth job enrichment

leads to superior performance & effort


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MotivationHygiene

Theory of Motivation

Hygiene factors avoid

job dissatisfaction

Company policy &

administration

Supervision

Interpersonal relations Working conditions

Salary

Status

Security

Achievement

Achievement recognition

Work itself

Responsibility

Advancement

Growth

Salary?

Motivation factorsincrease job satisfaction


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Motivation-Hygiene

Combinations

High M Low M

High Hhigh motivationfew complaints

low motivationfew complaints

Low Hhigh motivation

many complaintslow motivation

many complaints

(Motivation = M, Hygiene = H)


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Motivation

(Continued)


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Process Theories of Motivation


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Vrooms Expectancy Theory of

Motivation: Key Constructs

Valence - value or importance placed on a

particular reward

Instrumentality - belief that performance is related

to rewards

Expectancy - belief that effort leads toperformance


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Expectancy Model of Motivation

Performance

(Instrumentality)

Reward

(Valence)

EffortEffort

(Expectancy)

Perceived effort

performance

probability

Perceived

value of reward

Perceived

performance

reward probability

If I work hard,

will I get the job

done?

What rewards

will I get when

the job is well

done?

What rewards

do I value?


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Assumptions Underlying

Expectancy Theory: 3 Causes ofMotivational Problems

Belief that effort will not result in performance

Belief that performance will not result in rewards

The value a person places on, or the preference

a person has for, certain rewards
http://www.nceo.org/


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Putting Expectancy Theory

Together


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The Process Theories

of Work Motivation(Continued)


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Adamss Theory of Inequity

Inequity - the situation in which a person

perceives he or she is receiving less thanhe or she is giving, or is giving less than he

or she is receiving


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Motivational Theory

of Social Exchange

Equity Outcomes = OutcomesInputs Inputs

Negative Outcomes < Outcomes

Inequity Inputs Inputs

Positive Outcomes > Outcomes

Inequity Inputs Inputs

Person Comparison

other


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Strategies for

Resolution of Inequity

Alter the persons outcomes

Alter the persons inputs

Alter the comparison others outputs

Alter the comparison others inputs

Change who is used as a comparison other

Rationalize the inequity Leave the organizational situation


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New Perspectives

on Equity TheoryEquity Sensitive

I prefer an equity ratio

equal to that of mycomparison other


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New Perspectives

on Equity Theory

Benevolent I am comfortable withan equity ratio less

than that of mycomparison other


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New Perspectives

on Equity TheoryEntitled

I am comfortable with

an equity ratio greater

than that of mycomparison other


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Equity Theory and Justice

Equity Theory Involves a Perception ofDistributive Justice

Distributive Justice

Perceived fairness in the distribution of outcomes.

Procedural Justice

Perceived fairness of the procedures used to make

decisions about the distribution of outcomes (NOT

distribution of outcomes)

Greenberg 2008 SIOP Conference

Procedural justice can substitute for distributive

justice

One t e of ustice is not necessaril more


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Perception and Attribution

Fundamental attribution error and self serving bias

(more when we talk about optimism)


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Questions

mgt 386 section 5- motivation

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