As Motivation

8/12/2019 As Motivation

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Motivation


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What Is Motivation?

Direction

PersistenceIntensity


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It's better to hang out with people better than

you. Pick out associates whose behavior is

better than yours and you'll drift in that direction.

Warren Buffett

Direction


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I was saying

"I'm the greatest

long before

I believed it.

Intensity


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It's not that I'm

so smart, it's just

that I stay withproblems longer.

Persistence


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Key Concepts

Motivationthe forces within the individual thataccount for the level, direction, and persistence of

effort expended at work.

Reward a work outcome of positive value to theindividual

Extrinsic Rewards valued outcomes given tosomeone by another person.

Intrinsic Rewards valued outcomes that occurnaturally as a person works on a task.


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Why Motivation?

To achieve maximum motivational potential in

linking rewards to performance

Respect diversity and individual differences to

best understand what people want from work.

Allocate rewards to satisfy the interests of both

individuals and the organization.


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To Motivate

having high expectations of employees,

providing rewards that are valued,

relating rewards to performance,

treating employees as individuals,

encouraging employee participation, and

providing feedback, including praise.


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Relationship between

Motivation and Performance

Motivation: Giving people incentives that

cause them to act in desired ways.

The objective of motivating employees is to

lead them to perform in ways that meet thegoals of the department and the organization.

Because supervisors are largely evaluated on

the basis of how well their group as a whole

performs, motivation is an important skill for

supervisors to acquire.


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Motivational Theories

Types of motivation theories Content theories

Human needs and how people with different needs

may respond to different work situations.

Process theories

How people give meaning to rewards and make

decisions on various work-related behaviors.

Reinforcement theory

How peoples behavior is influenced by

environmental consequences.


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Content theories of motivation focuson the content of the motivator.

Three researchers whose content

theories of motivation are widely usedare

Abraham Maslow,

David McClelland, and

Frederick Herzberg.


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Hierarchy of Needs Theory

Abraham Maslow

There is a hierarchy of 5 needs---Physiological,

Safety, Social, Esteem, & Self-Actualization---

and as each need is sequentially satisfied, thenext need becomes dominant

Review:1.intuitively logical, ease ofunderstanding, receiving wide recognition,

particularly among practicing managers. 2. little

empirical support


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Principles

Hierarchy of needs theory

Def ic i t p r incip le

A satisfied need is not a motivator of behavior. Prog ression pr inc ip le

A need at one level does not become activated

until the next lower-level need is satisfied.


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ERG Theory

Developed by Clayton Alderfer.

Three need levels:

Existence needs desires for physiologicaland material well-being.

Relatedness needs desires for satisfying

interpersonal relationships.

Growth needs desires for continuedpsychological growth and development


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Self

Esteem

Social

Safety

Physiological

ERG Theory of Motivation


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E.R.G. Theory (Cont.)

Satisfaction-progression: move up thehierarchy as needs are satisfied

Frustration-regression: move down the

hierarchy when a need is frustrated

Deficiency cycle: more strongly desireexistence needs when they are unsatisfied

Enrichment cycle: more strongly desiregrowth needs when they are satisfied


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David McClelland

Acquired needs theory Developed by David McClelland.

People acquire needs through their life

experiences. Needs that are acquired:

1. Need for Achievement(nAch)

2. Need for Power(nPower)

3. Need for Affiliation(nAff)


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Acquired needs theory

Need for Achievement(nAch) Desire to do something better or more

efficiently, to solve problems, or to master

complex tasks.

People high in (nAch) prefer work that:

I. Involves individual responsibility for results.

II. Involves achievable but challenging goals.III. Provides feedback on performance.

People with achievement motives are motivated by

standards of excellence, delineated roles and


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Need for Power (nPower) Desire to control other persons, to influence

their behavior, or to be responsible for otherpeople.

Personal power versus social power.

People high in (nPower) prefer work that:I. Involves control over other persons.

II. Has an impact on people and events.

III. Brings public recognition and attention.

Those with power motive is activated when peopleare allowed to have an impact, impress those in

power, or beat competitors.


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Need for Affiliation (nAff)

Desire to establish and maintain friendly and

warm relations with other persons.

People high in (nAff) prefer work that:

I. Involves interpersonal relationships.

II. Provides for companionship

III. Brings social approval.

Those with affiliation motives are motivated when

they can accomplish things with people they know

and trust.


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Frederick Herzberg

Two-factor theory Developed by Frederick Herzberg.

Hygiene factors:

Elements of the job context. Sources of job dissatisfaction.

Satisfier factors:

Elements of the job content.

Sources of job satisfaction and motivation.


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Herzberg's Two Factor Theory, also known as

the Motivation-Hygiene Theory, was derived

from a study designed to test the conceptthat people have two sets of needs:

1. Their needs as animals to avoid pain

2. Their needs as humans to grow

psychologically


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Herzberg study

Herzberg's study consisted of a seriesof interviews that sought to elicit

responses to the questions:

1. Recall a time when you felt exceptionally goodabout your job. Why did you feel that way about

the job? Did this feeling affect your job

performance in any way? Did this feeling have an

impact on your personal relationships or your

well- being?

2. Recall a time on the job that resulted in negative

feelings? Describe the sequence of events that

resulted in these negative feelings.


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Research Results:

It appeared from the research, that the thingsmaking people happy on the job and thosemaking them unhappy had two separatethemes.

1)SATISFACTION 2)DISSATISFACTION

(MOTIVATION) (HYGIENE)

Achievement Recognition

Work itself

Responsibility

Advancement

Company policy

Administrative policies

Supervision Salary

Interpersonal relations

Working conditions


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Herzbergs two-factor theory


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People are motivated by Hygiene

factors(external) and Motivation factors(internal).

Combining these factors we get 4 scenarios

as,

1. High Hygiene + High Motivation (ideal condition:highly motivated and few complaints)

2.High Hygiene + Low Motivation (few complaintsbut not very motivated)

3. Low Hygiene + High Motivation(very motivated buthave complaints)

4. Low Hygiene + Low Motivation(worst situation:

very little motivation and many complaints)


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McGregor's X-Y theory is a salutary and

simple reminder of the natural rules formanaging people, which under thepressure of day-to-day business are alltoo easily forgotten.

McGregor's ideas suggest that there aretwo fundamental approaches tomanaging people.1. Many managers tend towards theory x, and

generally get poor results.2. Enlightened managers use theory y, which

produces better performance and results,and allows people to grow and develop.


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McGregor: Theory X, Theory

YThere are two ways of perceiving people at work:Theory Y:

Work is as natural as play or rest- not disliked..

Workers will exercise self-direction and

self-control

Meeting goals is satisfying and motivating. .

Workers seek responsibility. ...

Workers will be creative and are willing to do more.

Theory X:

The average human inherently dislikes to work So, people must be coerced, controlled, directed.

Workers prefer thisbut want security.

The average worker is only partially utilized.


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Conclusion

Theory of X assumes Maslows lower

level needs dominate in employees.

Whereas Theory of Y, assumes

Maslowshigher level needs dominate in

employees.


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Theory Z - William Ouchi

First things first - Theory Z is not aMcgregor idea and as such is not

Mcgregor's extension of his XY theory.

By William Ouchi, in his book 1981 'Theory

Z: How American management can Meet

the Japanese Challenge'. William Ouchi is

professor of management at UCLA, Los

Angeles, and a board member of severallarge US organisations.


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Nevertheless, Theory Z essentially

advocates a combination of all that'sbest about theory Y and modern

Japanese management, which places

a large amount of freedom and trust

with workers, and assumes that

workers have a strong loyalty and

interest in team-working and the

organisation


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It places more reliance on the attitude and

responsibilities of the workers, whereas

Mcgregor's XY theory is mainly focused onmanagement and motivation from the

manager's and organisation's perspective.

There is no doubt that Ouchi's Theory Z

model offers excellent ideas, albeit it lacking

the simple elegance of Mcgregor's model,

which let's face it, thousands oforganisations and managers around the

world have still yet to embrace.


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