motivation & culture

7/29/2019 Motivation & Culture

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Organisation Objectives

Technology People

Performance

1Prof Krishnan Iyer


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Job Performance isAbility x Motivation

2Prof Krishnan Iyer


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Motivation

3Prof Krishnan Iyer


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The Greek Tragedy

A dicey situation

Brutus blame game

He claimed innocenceAnthony was in the know

yet cant instigate peopleagainst Brutus

Prof Krishnan Iyer4


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The Greek Tragedy

Friends , Romans andCountrymen. Attention

Brutus is an honorable

man Making ground

Prof Krishnan Iyer


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Motivation Concepts

Outline the motivation theories

Summarize the goals that increase

performanceDiscuss ways self-efficacy can be

increased

Clarify the key relationships in

expectancy theory

Prof Krishnan Iyer


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What is Motivation?

The processes that account for an

individuals intensity, direction and

persistence of effort toward attaining a

goal.

Intensity How intense is the effort

Direction Towards organizationalgoals

Persistence Sustenance of the effortProf Krishnan Iyer


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Needs Theories of Motivation

Maslows hierarchy of needs

Herzbergs two factor theory (motivation-

hygiene theory)

Alderfers ERG theory

McClellands theory of needs

Basic idea:

Individuals have needs that, when

unsatisfied, will result in motivationProf Krishnan Iyer


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Maslows Hierarchy of Needs

Theory

Prof Krishnan Iyer


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Maslows Hierarchy of Needs

Theory

Safety

Truth Justice wisdom

Achievement

recognition

Acceptance,

Affection,

Affiliation

RetirementMedical

SA

Self Esteem

Belongingness

Basic NeedProf Krishnan Iyer


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Theory X and Theory Y

Theory X

Inherent dislike for workand will attempt to avoid it

Must be coerced,controlled or threatenedwith punishment

Will avoid responsibilities

and seek formal direction Place security above all

factors and will displaylittle ambition

Theory Y

View work as being asnatural as rest or play

Will exercise self-directionand self-control ifcommitted to objectives

Can learn to accept, even

seek, responsibility Can make innovative

decisions on their own

Prof Krishnan Iyer


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12Two-Factor Theory

0

High HighJob Dissatisfaction Job Satisfaction

Hygiene factors Motivators

Quality ofsupervision

Compensation

Company policies

Physical workingconditions

Relations

Job security

Promotional

opportunities

Opportunities for

personal growth Recognition

Responsibility

Achievement

Necessary, but not

sufficient, for healthy

adjustment

Herzbergs Hygiene theory

The sources of

satisfaction

Prof Krishnan Iyer


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Herzbergs Two-Factor Theory

Managers who seek to eliminate factors

that can create job dissatisfaction may

bring about peace but not necessarilymotivation.

If a manager wants to motivate people on

their jobs, he should emphasize factorsassociated with the work itself or to

outcomes directly derived from it.

Prof Krishnan Iyer


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McClelland's Theory of Needs

Need for achievement (nAch) - drive to

excel

Need for power (nPow) - the need to makeothers behave in a way they would not

have behaved otherwise

Need for affiliation (nAff) - the desire forfriendly and close interpersonal

relationships

Prof Krishnan Iyer


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McClelland's Theory of Needs

High achievers prefer jobs with personalresponsibility, feedback,and intermediate degree of risk.

High achievers are not necessarily goodLeaders.

Affiliation and power closelyrelated to managerial success

Employees can be trained to stimulatetheir achievement need.

Prof Krishnan Iyer15


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Relationship of Needs Theories

1. .

Hygiene

Factors

Need for Achievement

Need for Power

Need for Affiliation

Self-Actualization

Esteem

Affiliation

Security

Physiological

Motivators

Relatedness

Existence

Growth

Maslow Alderfer Herzberg McClelland

Prof Krishnan Iyer


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Cognitive Evaluation Theory

Proposes that the introduction of extrinsic

rewards for work that was previously

intrinsically rewarding tends to decreaseoverall motivation

Verbal rewards increase intrinsic

motivation, while tangible rewardsundermine it

Prof Krishnan Iyer


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Process Theories

Looks at the actual process of

motivation

Expectancy theory

Goal-setting theory

Prof Krishnan Iyer


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Expectancy Theory

IndividualEffort

IndividualPerformance

OrganizationalRewards

PersonalGoals

12 3

31. Effort -performance relationship (expectancy)

2. Performance -reward relationship (instrumentality)

3. Rewards - personal goals relationship (valence)

Prof Krishnan Iyer19


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Goal-Setting Theory

Specific goals lead to increased performance.

Difficult goals, when accepted, result in higher

output than easy goals. Self-generated feedback is a more powerfulmotivator than externally generated feedback.

Influences on goal-performance relationship:

Commitment Task characteristics

National culture

Prof Krishnan Iyer


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Self-Efficacy Theory

Refers to an individuals belief that they are

capable of performing a task

Ways self-efficacy can be increased:

Enactive mastery

Vicarious modeling

Verbal persuasion

Get energized

Prof Krishnan Iyer


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Equity Theory

Employees weigh what they put into a job

situation (input) against what they get from

it (outcome). Then they compare their input-outcome

ratio with the input-outcome ratio of

relevant others.

Prof Krishnan Iyer


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Equity Theory

Prof Krishnan Iyer


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Choices when perceived inequity

Change their inputs

Change their outcomes

Distort perceptions of self

Distort perceptions of others

Choose a different referent

Leave the field

Prof Krishnan Iyer


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Expectancy Theory

Prof Krishnan Iyer


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Theories are Often Culture-Bound

Most motivation theories were developed in

the U.S. by Americans and about

Americans Not all cultures have the same

characteristics as American culture

Many cultures desire interesting work andother factors

Prof Krishnan Iyer


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Lessons Learnt

Intrinsic is more effective than extrinsic

Autonomy - people need to feel the origin

of their actions Self-confidence and self-belief matter

Challenge is critical

Goals are key

Feedbacks necessary

Social approval

motivation & culture

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