Motivation Theory and Practice
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Transcript of Motivation Theory and Practice
7/27/2019 Motivation Theory and Practice
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MOTIVATION THEORY AND
PRACTICE
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ENGAGEMENT
• One of the hot topics in management.
• A person is truly engagement when that
person is says “I’m willing to give a little bit
more; I’m willing to help my team member
when I see they’re in need.”
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SIGNS OF HIGH ENGAGEMENT
• Willing to look for problems and fix them.
• Willing to do more than just meeting jobrequirements.
•
Willing to stay late, start early, do the “extras”.• Willing to help others who are stuck or
overwhelmed.
• Willing to do things better; not accept the status
quo• Willing to think ahead, craft ideas and plans for
future.
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INDIVIDUAL NEEDS AND MOTIVATION
• Motivation – accounts for the level, direction
and persistence of effort expended at work.
• Need – unfulfilled physiological desire.
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LOWER ORDER NEEDS
HIGHER ORDER NEEDS
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MASLOW’S HIERARCY OF NEEDS
• Deficit Principle – states that a satisfied need
does not motivate behavior.
• People are expected to act in ways that satisfy
deprived needs.
• Progression Principle – state that a need isn’t
activated until the next lower-level need is
satisfied.
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What Satisfied Lower Order Needs?
Social Needs
Safety Needs
Physiological Needs
• Friendly Coworkers
•Interaction with customers
•Pleasant Supervisors
• Safe working conditions
•Job Security
•Based Compensations & Benefits
• Rest and refreshments breaks
• Physical comfort on the job
•Reasonable work hours
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What Satisfied Higher Order Needs?
Self Actualization
Needs
Esteem Needs
• Creative and Challenging Job
•Participation in decision making
•Job flexibility and autonomy
• Responsibility of an important job
• Promotion to higher status job
• Praise and recognition from boss
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ERG THEORY
• Proposed by Clayton Alderfer.
• This theory collapses Maslow’s five needs intothree categories:
• Existence needs – desires for physical wellbeing
• Relatedness needs – desires for good
interpersonal relationships.• Growth needs – desires for continued
psychological growth and development
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ERG THEORY
• Frustration-regression principle – states that
an already satisfied need can become
reactivated when a higher-level need is
blocked.
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TWO FACTOR THEORY
• Frederick Herzberg
• Created through a pattern of 4,000 interviews.
• Satisfier factor – found in job content, such as
sense of achievement, recognition,responsibility, advancement, or personalgrowth.
•Hygiene factor – found in the job context,such as working conditions, interpersonalrelations, organizational policies and salary
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Influenced byHygiene
Factors
• Working Conditions
• Coworker Relations
• Policies and rules
• Supervisor quality
• Base wage, salary
Influenced bySatisfied
Factors
• Achievement
• Recognition
• Responsibility
• Work itself
• Advancement
• Personal Growth
Job Dissatisfaction Job Satisfaction
Improving the satisfierfactors increases job
satisfaction
Improving the hygiene
factors decreases job
dissatisfaction
TWO FACTOR THEORY
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ACQUIRED NEEDS THEORY
• David McClelland
• Ask people by asking people to view pictures
and write stories about what they see.
• Need for achievement – desire to do
something better, to solve problems or to
master complex task.
• Need for power – desire to control, influence,
or be responsible for other people.
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ACQUIRED NEEDS THEORY
• Needs for affiliation – desire to establish and
maintain good relations with people.
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PROCESS THEORIES OF MOTIVATION
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EQUITY THEORY
• What do you think about news?
• Company Abercrombie and Fitch’s stock declined
79% in value and 9% of employees lost their jobs.
• But the CEO’s pay went up to 39%.
• In 1965, the average CEO is paid 24 times than
the average worker.
• In 1994 its 90 times.
• By 2006, its 364 times.
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EQUITY THEORY
• Developed by J. Stacy Adams.
• Based on the logic of social comparisons and the
idea that perceived inequity is a motivating state.
• “How fairly am I paid at work?”s
• Equity theory says that when people believe that
they have been unfairly treated in comparison to
others, they will be motivated to eliminate thediscomfort and restore a sense of perceived
equity to the situations.
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Equity and Social Comparisons
Personal rewards
Vis-à-vis
Personal Inputs
Others’ rewards
Vis-à-vis
Other’s inputs
PERCEIVED EQUITY
The individual is satisfied
and does not changebehavior
PERCEIVED INEQUITY
The individual feels
discomfort and acts to
eliminate the inequity
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Equity and Social Comparison
• A person who is treated unfairly compared toothers will be motivated to act in ways thatreduce the perceived inequity.
• If that’s all I’m going to get, I’m going to do alot less.
• Next, stop the boss office. I should get what I
deserved.• Compared to his situation, I’m better off.
• I’m quitting if this is how I am treated.
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EXPECTANCY THEORY
• Victor Vroom
• People will do what they can do when they
want to do it.
• Expectancy – a person’s belief that working
hard will result in high task performance.
• Instrumentality – a person’s belief that
various outcomes will occur as a result of task
performance.
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EXPECTANCY THEORY
EXPECTANCY
“If I work hard, will I
succeed?”
INSTRUMENTALITY
“If I succeed will I be
rewarded?”
VALENCE
“What does the
reward for this hard
work and performance
achievement mean to
me?”
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EXPECTANCY THEORY
• To maximize expectancy, people must believe
in their abilities.
• To maximize instrumentalities, people must
see the link between high performance and
work outcomes.
• To maximize positive valence, people must
value the outcomes associated with high
performance.
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LOCKE’S GOAL SETTING THEORY
• Set specific goals
• Set challenging goals
•
Build goal acceptance and commitment• Clarify goal priorities.
• Provide feedback on goal accomplishments
•Reward goal accomplishments.
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SELF-EFFICACY THEORY
• A person’s belief that they are capable of
performing a task.
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REINFORCEMENT THEORY
• E.L. Thordike
• Law of effect – states that behavior followed
by pleasant consequences is likely to be
repeated; behavior followed by unpleasant
consequences is not.
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REINFORCEMENT STRATEGIES
• Operant Condition – the control of behaviorby manipulating is consequences.
• Positive Reinforcement – strengthens
behavior by making a desirable consequencecontingent on its occurrence.
• Negative Reinforcement – strengthens
behavior by making the avoidance of anundesirable consequence contingent on itsoccurrence.
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REINFORCEMENT STRATEGIES
• Punishment – discourages behavior by making
an unpleasant consequence contingent on its
occurrence.
• Extinction – discourage behavior by making
the removal of a desirable consequence
contingent on its occurrence.
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Manager’s
Objectives
Individual
Behavior
Reinforcement
Strategy
Type of
Reinforcement
Meets production
goals with zero
defects
Praise employee
and give rewards
Positive
Reinforcement
High Quality
Production
Stop complaining
to employee
Negative
Reinforcement
Reprimand
Employee
Punishment
Meets production
goals but with
many defects
Withhold praise
and rewards
Extinction
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REINFORCEMENT STRATEGIES
• Shaping – positive reinforcement of successive
approximations t the desired behavior.
• Continuous reinforcement – rewards each
time a desired behavior occurs.
• Intermittent reinforcement – rewards
behavior only periodically.
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GUIDELINES FOR POSITIVE
REINFORCEMENT
• Clearly identify desired work behaviors
• Maintain a diverse inventory of rewards
• Inform everyone what must be done to get
rewards.
• Recognize individual differences when
allocating rewards.
• Follow the laws of immediate and contingent
reinforcement.
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GUIDELINGS FOR PUNISHMENT
• Tell the person what is being done wrong.
• Tell the person what is being done right.
• Make sure the punishment matches the
behavior.
• Administer the punishment in private.
•
Follow the laws of immediate and contingentreinforcement.
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MOTIVATION AND JOB DESIGN
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JOB DESIGN
• Arranging work task for individuals and
groups.
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JOB SIMPLIFICATION
• Employs people in clearly defined and
specialized tasks with narrow job scope.
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AUTOMATION
• Total mechanization of a job.
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JOB ROTATION
• Increases tasks variety by periodically shifting
workers between different jobs.
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JOB ENLARGEMENT
• Increases task variety by combining two or
more jobs that are previously done separate
workers.
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JOB ENRICHMENT
• Increases job depth by adding work planning
and evaluating duties normally performed by
supervisor.
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NARROW WIDER WIDE
LOW LOW HIGH
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JOB CHARACTERISTICS MODEL
• Skill variety – the degree to which a jobrequires a variety of different activities tocarry out the work, and involves the use of a
number of different skills and talents of theindividual.
• Task Identity – the degree to which the jobrequires completion of a “whole” and
identifiable piece of work, one that involvesdoing a job from beginning to end with avisible outcome.
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JOB CHARACTERISTICS MODEL
• Task Significance – the degree to which the
job has substantial impact on the lives or work
of others people elsewhere in the
organization, or in the external environment.
• Autonomy – the degree to which the job gives
the individual freedom, independence, and
discretion in scheduling work and in choosingprocedures for carrying it out.
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JOB CHARACTERISTICS MODEL
• Feedback from the job itself – the degree to
which work activities required by the job
result in the individual obtaining direct and
clear information on their performance.
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Experienced meaningfulness of
the work
Experienced Responsibility foroutcomes of the work
Knowledge of actual results of
the work.
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback
•High internal
work
motivation
• High growth
satisfaction•High general
job
satisfaction
•High work
effectiveness
Employee growth-need strength
• Knowledge and skill
• Context satisfaction
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IMPROVING
JOBCHARACTERISTICS
VERTICAL
LOADING
INCREASE JOB
DEPTH
HORIZONTAL
LOADINGEXPAND JOB
SCOPE
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• Form natural units of work
• Combine tasks
• Establish Client Relationships
• Open Feedback Channels
• Practice Vertical Loading
JOB CHARACTERISTICS MODEL
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ALTERNATIVE WORK SCHEDULES
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FLEXIBLE WORKING HOURS
• Gives employees some choice in daily work
hours
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COMPRESSED WORKWEEK
• Allows a fulltime job to completed in less than
five days.
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JOB SHARING
• Splits one job between two people.
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TELECOMMUTING
• Involves using IT to work at home or outside
the office.
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CONTINGENCY AND PART TIME WORK
• Permatempts
• People are employed on a part-time and
temporary basis to supplement a permanent
workforce.
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