topic5 motivation

Copyright Houghton Mifflin Company. All rights reserved.4 - *TOPIC 5

MOTIVATION

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Copyright Houghton Mifflin Company. All rights reserved.4 - *DefinitionMOTIVATION??

is a set of forces that causes people to behave in certain ways.

is concerned with why people act or do things they do or why they refrain from doing things they do not want to do.


Componentsof Motivation

OrganizationalGoalsNeedsMotivationEffort

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The Motivation ProcessExhibit 10.1

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The Importance Of Motivation To attract people to join organization and remain in it;To induce employees to exert

energy and effort at an acceptable rate;To maintain and develop organizations human resources.

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The Relationship between Motivation and Performance

Motivation x Ability = Performance (M) (A)(P)Motivation = goals & desireAbility = capacity to perform various tasks i.e. mental skills, mechanical skills, psychomotor skills

*Motivation is highly related to performance, but it has to come together with ability.

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Early Views of MotivationTraditional Model

Frederick W. Taylor (Scientific Management)Human Relations Model

-Elton Mayo (Hawthorne studies)Human Resources Model

-Douglas Mc Gregor (Theory X & Y)

Copyright Houghton Mifflin Company. All rights reserved.4 - *Traditional ModelEconomic gain was the primary thing that motivated employees.Money was more important to employees that the nature of the job.Employees could be expected to perform any kind of job if they were paid.

Human Resources ModelEmployees strive to be more creative, have high self-direction and self-control.Employees focus on making contributions to their fullest ability.

Copyright Houghton Mifflin Company. All rights reserved.4 - *Contemporary Views of MotivationMotivation theories involved:-Maslows Hierarchy of NeedsTheory X & Y - Douglas McGregorTwo-Factor Theory - Frederick HerzbergLikerts Management SystemReinforcement TheoryEquity TheoryExpectancy TheoryGoal Setting TheoryDavid McClellands Theory of Needs


Maslows Hierarchy of NeedsLower-Order NeedsNeeds that are satisfied externally; physiological and safety needs.Higher-Order NeedsNeeds that are satisfied internally; social, esteem, and self-actualization needs.Source: Motivation and Personality , 2nd ed,, by A.H. Maslow, 1970. Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, NJ.

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Copyright Houghton Mifflin Company. All rights reserved.4 - *Physiological NeedsMost basic needs Needs for survival General example : food, water and shelterOrganizational examples : wages & work environmentSecurity / Safety Needs deals with physical and psychological safety from external threatsi.e. job security, freedom from threats, adequate insurance and retirement packageBelongingness /SocialNeed for companionship/friendship, personal sense of belongingi.e. to be loved, need for social interaction so that employees feel as part of the team or work groupSelf-EsteemGrowth needNeeds for self-image and self-respect and the need for recognition and respect from othersi.e. job titles, nice offices, opportunities for advancement, prestige, status, reward, recognitionSelf-actualizationThe company realized ones potential for continued growth and individual developmentManagers let the employees participate in decision making and opportunity to learn new things

Assumptions of Maslows HierarchyMovement up the Pyramid Individuals cannot move to the next higher level until

all needs at the current (lower) level are satisfied. Maslow Application:A homeless person will not be motivated tomeditate! Individuals therefore

must move up the hierarchy in order.

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Maslows Hierarchy of NeedsFigure 16.2

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Theory X and Theory Y (Douglas McGregor)Theory XAssumes that employees dislike work, lack ambition, avoid responsibility, and must be directed and coerced to perform.Theory YAssumes that employees like work, seek responsibility, are capable of making decisions, and exercise self-direction and self-control when committed to a goal.

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Prentice Hall, 2001*

*Douglas McGregor said that managers hold one of two sets of assumptions about human nature: either Theory X or Theory Y. Seeing people as irresponsible and lazy, managers who follow Theory X assume the following:1.Employees inherently dislike work and will try to avoid it.2.Since employees dislike work, they must be coerced, controlled, or threatened to achieve goals.3.Employees avoid responsibilities and seek formal direction, if possible.4.Most workers place security above all other work-related factors and will display little ambition.Since they see people as responsible and conscientious, managers who follow Theory Y assume the following:1.Employees can view work as being as natural as rest or play.2.When committed to their objectives, people will exercise self-direction and self-control3.The average person can learn to accept, even seek, responsibility. 4.Many workers besides managers have innovative decision-making skills. No hard evidence confirms that either set of assumptions is universally true. It is more likely that the assumptions of Theory X or Theory Y may or may not be appropriate, depending on the situation at hand.

Two-Factor Theory (Frederick Herzberg)Also known as Motivation-Hygiene theory.A theory that includes motivator factors and hygiene factors.

Two-Factor Theory (Frederick Herzberg)Motivator factors (intrinsic factors)- a factor related to job content : associated with an individuals positive feelings about the job, i.e. job itself, responsibility, achievement, growth.- when adequate give satisfactionHygiene factors (extrinsic factors)- a factor related to job context or the environment in which the job is performed, i.e. company policy, supervision, and salary- when inadequate feel dissatisfied

Two-Factor Theory (Frederick Herzberg)Bottom Line: Satisfaction and Dissatisfaction are not Opposite Ends of the Same Thing!

Separate constructsHygiene Factors---Extrinsic & Related to Dissatisfaction

Motivation Factors---Intrinsic and Related to Satisfaction

Hygiene Factors:SalaryWork ConditionsCompany Policies

Motivators: AchievementResponsibilityGrowth

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Copyright Houghton Mifflin Company. All rights reserved.4 - *Likerts Management SystemSystem 1 Exploitive authoritativedecisions are taken at the top of the hierarchical structure, there is a tight authoritarian control over performance and coercive power may be used.System 2 Benevolent authoritativeagain decisions are taken at the top of the hierarchical structure, but in return for their loyalty, employees will be treated reasonably well.System 3 Consultativemanagement retains the right to take all decision but discusses common problems with employees. The atmosphere is more one of co-operation and there is a 2-way exchange of information.System 4 Participative groupmore participative in terms of employee involvement in management decisions than System 3. mutual trust develops between employees and management. Decisions are often taken by group decision-making processes and supervision is supportive rather than authoritative.


Copyright Houghton Mifflin Company. All rights reserved.4 - *Likerts Management System

SystemDescription TrustMotivationInteractionSystem 1Threats from management serve as the motivation to those in the lower levelNo trustFear, threats, punishmentLittle interaction, always distrustSystem 2A less autocratic system than the first, but there is still significant lack of communication between lower and upper levels of the systemMaster/ servantReward, punishmentLittle interaction, always cautiousSystem 3Marked increase in communication between levels from the previous two groupsSubstantial but incomplete trustReward, punishment, some involvementModerate interaction, some trustSystem 4People on all levels of the system have responsibility and work together to achieve common goals. Complete trustBased on participation and improvementsExtensive interaction, friendly, high trust


Reinforcement Approach : *to add defBehavior ModificationTools for behavior modification:-

1. Positive reinforcement- the administration of positive and rewarding consequences or events following a desired behavior.2. Negative reinforcement/Avoidance Learning- strengthening desired behavior by allowing escape from an undesirable consequence.Copyright Houghton Mifflin Company. All rights reserved.4 - *


Behavior Modification3. Extinction- the withdrawal of the positive reward or reinforcing consequences for an undesirable behavior.4. Punishment- administering negative consequences following undesirable behavior.Copyright Houghton Mifflin Company. All rights reserved.4 - *


Equity TheoryReferent Comparisons:Self-insideSelf-outsideOther-insideOther-outsideEquity TheoryIndividuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

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Process Approach : Expectancy TheoryArgues that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual

Expectancy Theory cont.Focuses on 3 relationships:

1. Effort-performance relationship (expectancy)- the probability perceived by the individual that exerting a given amount of effort will lead to performance.

2. Performance-reward relationship (instrumentality)- the degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome.

Expectancy Theory cont. 3. Rewards-personal goals relationship (valence)- the degree to which organizational rewards satisfy an individuals personal goals or needs

Goal-Setting Theory- The process of increasing efficiency and effectiveness by specifying the desired outcomes toward which individuals, groups, departments, and organizations should work.

Goal-Setting TheoryHow Goal-Setting motivate employees?Employees are aware of their directions and know what is going to be accomplished.

Successful goal setting:SMART(S=specific, M=measurable, A=achievable, R=result oriented, T=time)

David McClellands Theory of NeedsNeed for AchievementThe drive to excel, to achieve in relation to a set of standards, to strive to succeed.Need for AffiliationThe desire for friendly and close personal relationships.Need for PowerThe need to make others behave in a way that they would not have behaved otherwise.

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Copyright Houghton Mifflin Company. All rights reserved.4 - *Popular Motivational StrategiesEmpowerment:The process of managers enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority.Participation:The process of giving employees a voice in making decisions about their own work.


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*Douglas McGregor said that managers hold one of two sets of assumptions about human nature: either Theory X or Theory Y. Seeing people as irresponsible and lazy, managers who follow Theory X assume the following:1.Employees inherently dislike work and will try to avoid it.2.Since employees dislike work, they must be coerced, controlled, or threatened to achieve goals.3.Employees avoid responsibilities and seek formal direction, if possible.4.Most workers place security above all other work-related factors and will display little ambition.Since they see people as responsible and conscientious, managers who follow Theory Y assume the following:1.Employees can view work as being as natural as rest or play.2.When committed to their objectives, people will exercise self-direction and self-control3.The average person can learn to accept, even seek, responsibility. 4.Many workers besides managers have innovative decision-making skills. No hard evidence confirms that either set of assumptions is universally true. It is more likely that the assumptions of Theory X or Theory Y may or may not be appropriate, depending on the situation at hand. *

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topic5 motivation

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motivated employees

selfactualization needs

importance of motivation

motivation processexhibit

organizations human

human resources modelemployees

mechanical skills

mental skills