Top Banner
Motivation
22
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Page 1: Motivation

Motivation

Page 2: Motivation

Defining Motivation

Key Elements

1. Direction: toward beneficial goal

2. Intensity: how hard a person tries

3. Persistence: how long a person tries

Key Elements

1. Direction: toward beneficial goal

2. Intensity: how hard a person tries

3. Persistence: how long a person tries

Motivation

The processes that account for an individual’s Direction, Intensity, and Persistence of effort toward attaining a goal.

Page 3: Motivation

Motivation Process

NeedGoal

Directed Behavior

Goal Achievement

New Need Sets

Page 4: Motivation

Importance

Quality oriented employees Higher productivity Higher attraction and retention of Talent Responsible employees – ready to take

additional tasks, bigger challenges Ready to accept change

Page 5: Motivation

Theories of Motivation

Content Theories Maslow’s Hierarchy of Needs (Abraham Maslow) Theory X and Theory Y (Douglas McGregor) Two Factor Theory (Frederick Herzberg) McClelland’s Theory of Needs (David McClelland) ERG Theory (Clayton Alderfer)

Process Theories Equity Theory (J. Stacy Adams) Expectancy Theory (Victor Vroom) Goal Setting Theory (Edwin Locke)

Page 6: Motivation

Hierarchy of Needs Theory (Maslow)

Hierarchy of Needs Theory

There is a hierarchy of five needs—physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant.

Page 7: Motivation
Page 8: Motivation

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.

Page 9: Motivation

Two-Factor Theory (Frederick Herzberg)

Two-Factor (Motivators-Hygiene) Theory

Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction.

Factors leading to Job satisfaction are separate and distinct from those leading to Job dissatisfaction.

Page 10: Motivation

Hygiene Factors

Factors—such as company policy and administration, supervision, salary, relationship with seniors, peers and subordinates etc—that, when adequate in a job, placate workers. When factors are adequate, people will not be dissatisfied.Motivators

Factors—such as the work itself, achievement, recognition, promotions, responsibility, growth opportunities, salary etc – that when adequate in a job, leads to higher satisfaction level of the workers.

Page 11: Motivation

Contrasting Views of Satisfaction and Dissatisfaction

Page 12: Motivation

ERG Theory (Clayton Alderfer)

Core Needs

Existence: Basic material requirements.

Relatedness: Desire for relationships.

Growth: Desire for personal development.

Core Needs

Existence: Basic material requirements.

Relatedness: Desire for relationships.

Growth: Desire for personal development.

Concepts:

More than one need can be operative at the same time.

If a higher-level need cannot be fulfilled, the desire to satisfy a lower-level need increases.

Concepts:

More than one need can be operative at the same time.

If a higher-level need cannot be fulfilled, the desire to satisfy a lower-level need increases.

ERG Theory

There are three groups of core needs: Existence, Relatedness, and Growth.

Page 13: Motivation
Page 14: Motivation

David McClelland’s Theory of Needs

nAch

nPow

nAff

Need 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.

Page 15: Motivation

Equity Theory (J. Stacy Adam)

Referent Comparisons:

Self-inside

Self-outside

Other-inside

Other-outside

Referent Comparisons:

Self-inside

Self-outside

Other-inside

Other-outside

Equity Theory

Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

Page 16: Motivation

Inputs are Typically: Effort, Loyalty, Hard work, Commitment, Skill, Flexibility, Tolerance, Determination, Enthusiasm, Trust in our boss and superiors, Support of colleagues and subordinates, etc.

Outputs are Typically - Salary, Benefits, Pension, Bonus and Commission , Recognition, Reputation, Praise, Responsibility, Training & Development, Sense of Achievement and Advancement etc.

Page 17: Motivation

Self-inside : An employee’s experience in a different position inside his present organization.

Self-outside : An employee’s experience in a situation outside the present organization.

Other-inside : Another employee or group of employees inside the employee’s present organization.

Other-outside : Another employee or employees outside the employee’s present organization.

Page 18: Motivation

Equity Theory (cont’d)

Choices for dealing with inequity:

1. Change inputs (slack off)

2. Change outcomes (increase output)

3. Distort/change perceptions of self

4. Distort/change perceptions of others

5. Choose a different referent person

6. Leave the field (quit the job)

Choices for dealing with inequity:

1. Change inputs (slack off)

2. Change outcomes (increase output)

3. Distort/change perceptions of self

4. Distort/change perceptions of others

5. Choose a different referent person

6. Leave the field (quit the job)

Page 19: Motivation

Equity Theory (cont’d)

Distributive Justice

Perceived fairness of the amount and allocation of rewards among individuals.

Procedural Justice

The perceived fairness of the process to determine the distribution of rewards.

Page 20: Motivation

Expectancy Theory

Expectancy Theory (Victor Vroom)

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.

Page 21: Motivation

Expectancy Theory Relationships

Effort–Performance Relationship (Expectancy) The probability that exerting a given amount of effort

will lead to performance. Performance–Reward Relationship

(Instrumentality) The belief that performing at a particular level will

lead to the attainment of a desired outcome. Rewards–Personal Goals Relationship (Valence)

The degree to which organizational rewards satisfy an individual’s goals or needs and the attractiveness of potential rewards for the individual.

Page 22: Motivation

Goal Setting Theory (Edwin Locke) A Goal is a desirable objective, the achievement of

which is the uppermost in the mind of a person. Goals are used as: Motivational Device : helps employees to focus on work A Control Device: to monitor the performance

Setting S.M.A.R.T. Goals

Goal

Desire to meet the Goal

Self-Efficacy Belief

Goal Commitmen

t

TaskPerformance

GoalAchievemen

t