Motivation chapter v
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Transcript of Motivation chapter v
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MOTIVATION
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is the set of internal and external forces that cause an employee to choose a course of action and engage in certain behaviors
WORK MOTIVATION
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Three Elements of Work Motivation
1. Direction and Focus of the Behavior
2. Level of effort provided3. Persistence of the behavior
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A MODEL OF
MOTIVATION Needs and
Drives Tension
Ability
Need Satisfaction
Performance
Opportunity
Goals and incentives
Effort Rewards
Environment
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Needs and
Drives
Environment
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Human Needs Primary Needs - Basic Physical needs
Secondary Needs - Social and Psychological needs
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Human Needs Primary Needs - Basic Physical needs
Secondary Needs - Social and Psychological needs
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Human Needs Primary Needs - Basic Physical needs
Secondary Needs - Social and Psychological needs
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Motivational DrivesAchievement
Affiliation
Power
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Motivational DrivesAchievement
Affiliation
Power
A drive to accomplish objectives and get ahead
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Motivational DrivesAchievement
Affiliation
Power
A drive to relate people effectively.
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Motivational DrivesAchievement
Affiliation
Power
A drive to influence people and situations.
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Motivational DrivesAchievement
Affiliation
Power Institutional
power Personalized
Power
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Needs and
Drives
Tension
Environment
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Needs and
Drives
Tension
Ability
Performance
Opportunity
Goals and incentives
Effort Rewards
Environment
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Three Major Rewards Fair
Treatment
Sense of Achievement
Camaraderie
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Three Major Rewards Fair Treatment
Sense of Achievement
Camaraderie
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Three Major Rewards Fair
Treatment
Sense of Achievement
Camaraderie
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Three Major Rewards Fair
Treatment
Sense of Achievement
Camaraderie
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Needs and
Drives
Tension
Ability
Need Satisfaction
Performance
Opportunity
Goals and incentives
Effort Rewards
Environment
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Maslow’sHierarchyofNeeds
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PHYSIOLOGICAL OR SURVIVAL NEEDS
SAFETY NEEDS
LOVE, AFFECTION, AND BELONGINGNESS NEEDS
ESTEEM NEEDS
SELF-ACTUALIZATION
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Self-actualization and fulfillment
needs
Safety and Security Needs
Belonging and Social Needs
Esteem and Status Needs
Physiological Needs
Work itselfAchievementPossibility of GrowthResponsibility
AdvancementRecognition
Status
Relations with supervisorsPeer relationsRelations with subordinatesQuality of Supervision
Company Policy and administrationJob security
Working conditionsPay
Growth Needs
Relatedness needs
Existence Needs
Moti
vati
on
al
Fact
ors
Main
tenan
ce
fa
ctors
MASLOW model HERZBERG model ALDERFER model
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- on the basis of research with engineers and accountants, Frederick Herzberg in the 1950’s developed the Two Factor Model for Motivation
Herzberg’s Two-Factor Model
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Herzberg’s Two-Factor Model
Maintenance & Motivational Factors
• Maintenance or Hygiene Factors
Their presence generally brings employees only to a neutral state. The factors are not strongly motivating.
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Herzberg’s Two-Factor Model
Maintenance & Motivational Factors
• Motivational Factors
Other job conditions operate primarily to build this motivation, but their absence rarely is strongly dissatisfying.
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Herzberg’s Two-Factor Model
Effects of Maintenance & Motivational Factors
(Absence) Motivational Factor (Presence)
(Absence) Maintenance Factor (Presence)
High negative feelings Neutral High positive feelings
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Herzberg’s Two-Factor Model
Job Contents and Context
• Job Content
These are the motivational factors such as achievement and responsibility are related, for the most par, directly to the job itself. The employees’ performance and the personal recognition and growth that the employee experiences.
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Herzberg’s Two-Factor Model
Job Contents and Context
• Job Context
-Maintenance factors are mainly related-Employees are more related to the
environment surrounding the job.
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Herzberg’s Two-Factor Model
Intrinsic and Extrinsic Motivators
• Intrinsic Motivators
These are internal rewards that a person feels when performing a job.
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Herzberg’s Two-Factor Model
Intrinsic and Extrinsic Motivators
• Intrinsic Motivators
These are internal rewards that a person feels when performing a job.
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Herzberg’s Two-Factor Model
Intrinsic and Extrinsic Motivators
• Extrinsic Motivators
These are external rewards that occur apart from the nature of work providing no direct satisfaction at the time the work is performed.
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Herzberg’s Two-Factor Model
Interpreting the Two-Factor Model
Herzberg’s model provides a useful distinction between maintenance factor which are necessary but not sufficient and motivational factor which have the potential for improving employee effort.
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Alderfer’s E-R-G Model
• Existence Need
Combine physiological and security factors pay, physical working conditions, job security, and firing benefits can also address these needs.
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Alderfer’s E-R-G Model
• Relatedness Needs
These involve being understood and accepted by people above, below and around the employee at work and away from it.
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Alderfer’s E-R-G Model
• Growth Needs
These involve the desire for both self-esteem and self actualization.
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Comparison of the Maslow, Herzberg, and Alderfer’s Model
The similarities among the three models of human needs are quite apparent. But there are also important contrasts: Maslow and Alderfer focuses on the internal needs of the employees. “Whereas” Herzberg also identifies and differentiates the conditions (job content or job context) that could be provided for need satisfaction.
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by: Jacel
BEHAVIOR MODIFICATION
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Organizational Behavior Modification or OB Mod
→ Is the application in organizations of the principles of behavior modification.
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→ state that a person tends to repeat behavior that is accompanied by favorable consequences (reinforcement) and tends not to repeat behavior that is accompanied by unfavorable consequences.
Law of Effect
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“we learn best under pleasant surroundings”
-learning theory-
“internal needs lead to behavior”-content
theory-
“external consequences tend to determine behavior”
-OB Mod-
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Social Learningalso known as vicarious learning.suggest that employees do not always have to learn directly from their own experiences.
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©2005 Prentice Hall
Positive reinforcement
Reinforcement Approaches
ReinforcementManagerial Approach Action Effect Example
Provide desirable consequence
Increase probability of behavior being repeated
Highway construction supervisor receives bonus for each day a project is completed ahead of schedule.Negative
reinforcement
Remove undesirable consequence
Increase probability of behavior being repeated
Management stops raising output quotas each time workers exceed them.
Punishment Provide undesirable consequence
Decrease probability of behavior being repeated
Habitually tardy crew member is fined the equivalent of one hour’s pay each day he is late to work.
Adapted from Exhibit 12.11: Reinforcement Approaches and Their Effects
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©2005 Prentice Hall
Extinction
Reinforcement Approaches
Adapted from Exhibit 12.11: Reinforcement Approaches and Their Effects
Remove desirable consequence
Decrease probability of behavior being repeated
Group member stops making unsolicited suggestions when team leader no longer mentions them in group meetings.
ReinforcementManagerial Approach Action Effect Example
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Schedule of Reinforcement
Variable
FixedVariableFixed
RatioInterv
al
Intermittent
Continuous
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Major Benefit of Behavior modification
1. Makes managers become more conscious motivators.
2. Encourages manager to analyze employee behavior, explore why it occurs and how often.
3. Identify specific consequences that will help change it when those consequences are applied systematically.
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GOAL SETTING Prepared by: Jay Daileg
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Goal Targets and objectives for future
performance Provides a sense of direction and
purpose
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2 types of goal attainability
0 63 52 41
SHORT-TERM GOALS
LONG-TERM GOALS
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Goal setting Involves establishing specific,
measurable and time-targeted objectives
Illustrative example:want
s
To extend his business by opening 25 branches
of his food chain nationwide for 10 years
businessman
Self-efficacy
An internal belief
regarding one’s job
capabilities and
capabilities
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ELEMENTS OF A GOAL SETTING
Goal setting
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Elements of a goal setting Goal acceptance Specificity Challenge Performance monitoring and
feedback
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ASPECTS FOR GOAL SETTING
The S.M.A.R.T. F.O.R. M.E. goal setting process
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S- M- A- R- T- F- O- R- M- E-
specific
measurable
attainable
realistic
timed
focused
optimistic
ready
meaningful
exciting
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END OF GOAL SETTINGGoal setting
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EXPECTANCY THEORYJulyanne Erese
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Expectancy theory Developed by
Victor H. Vroom Estates, a worker expects to receive(reward pay) for efforts produced. The rewards, wages, or incentives are usually agreed upon by employer and employee.
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3 FACTORS OF MOTIVATION ON EXPECTANCY THEORY
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1.valence Refers to the value the individual’s
preference on the reward.
Strongavoidance indifference
Strongpreference
-1 10
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2.Expectancy Is the strength of belief one’s work
related effort will result on the completion of the task.
Range expectancy:Low probability Low probability
0 1
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3 bases Past experience Self-confidence perceived difficulty
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3.instrumentality It is the belief that if one does meet the
performance expectations, he or she will receive a greater reward
Low probability Low probability
0 1
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Summary
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Advantages of expectancy theory Expectancy is a valuable tool for helping
managers think about the mental processes through which motivation occurs.
Values human dignity Encourages manager to design the motivational
climate that will stimulate appropriate employee behaviour.
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End of expectancy theory
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by: julyanne
THE EQUITY MODEL
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THE EQUITY MODEL
→ developed on the belief that fair treatment or perception thereof, motivates people to keep such fairness maintained within the relationships of their colleagues and the organization.
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Formula…
One’s own outcomes = Others’ outcomes One’s own inputs Others’ inputs
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Equity Sensitivity→ suggest that individuals have different preference for equity.
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Procedural Justice
Interpersonal Treatment
Clarity of Expectation
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Distributive JusticeAllocation of reward