Unit 5 motivation
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Transcript of Unit 5 motivation
MGT 162Fundamentals of
Management
Unit 5 – Motivating Organizational
MembersMOHAMMAD FIRDAUS BIN MOHAMAD
Learning outcome1. Define motivation2. Discuss the process of motivation.3. Explain and identify the theories of
motivation
Motivation • Process that account for an individual’s
intensity, direction and persistence of effort toward attaining a goal.
• The forces acting upon or within a person that cause that person to behave in a specific, goal-directed manner.
• A psychological process that gives purpose and direction to behavior.
• Motivation × Ability = PerformanceM × A = P
The Relationship between Motivation and Performance
Definition• Defined as the psychological forces
within a person that determine:1) direction of behavior in an organization;2) the effort or how hard people work;3) the persistence displayed in meeting goals.
– Intrinsic Motivation: behavior performed for its own sake.
• Motivation comes from performing the work.
– Extrinsic Motivation: behavior performed to acquire rewards.
• Motivation source is the consequence of an action.
Motivation processNEEDS (UNFUFILLED)
TENSION
DRIVE
SEARCH BEHAVIOR
SATISFIED NEEDS (NEEDS FULFILLED
REDUCE TENSION
© 2007 Thomson/South-Western. All rights reserved.
Needs-Based Approaches to Motivation
Acquired-Needs Model
Maslow’s Hierarchy of Needs
Herzberg’s Two-Factor Model
Motivation
1) Maslow Hierarchy of needs
• Founded by Abraham Maslow• He stated that people possess a set
of five needs in them.• Any deprived need will dominate the
attention of people and will determine their attitude & behavior.
Hierarchy of Needs
Self-Actualization
Realize one’s full potential
Use abilities to the fullest
Esteem Feel good about oneself
Promotions & recognition
Belongingness Social interaction, love
Interpersonal relations, parties
Safety Security, stability Job security, health insurance
Physiological Food, water, shelter
Basic pay level to buy items
Need Level Description Examples
Lower level needs must be satisfied before higher needs are addressed.
2) Herzberg - Factor Theory
Theory assume there are two group offactors; • Motivators account for high level of
job satisfaction and motivation• Hygiene factors can cause
dissatisfaction with work.
MOTIVATERS(Lead to job satisfaction)
HYGIENE FACTORS(Lead to job
Dissatisfaction)ACHIEVEMENT INTERPERSONAL
RELATIONSHIP
RECOGNITON COMPANY POLICY/ ADMINISTRATION
WORK ITSELF SUPERVISION
RESPONSIBILITY SALARY
ADVANCEMENT WORKING CONDITION
3) David McLelland Acquired
• Proposed that people develop a profile of needs that influence behavior.
• These needs are learned through life experiences.
• Employees with high achievement needs enjoy challenges and strive in stimulating environment.
Needs Elaboration 1 Need for
achievement
-A person’s desire to be independent, to accomplish complex tasks & to resolve problems.
2 Need for power
-A person’s desire to influence & control behavior in others, to complete and to exercise authority.
3 Need for affiliation
-A person’s desire to associate with others. To form friendly relationship and to avoid conflict.
© 2007 Thomson/South-Western. All rights reserved.
Process-Based Approaches to
MotivationExpectancy Model
Equity Model
Goal Setting
Reinforcement Theory
1) Expectancy Theory• Developed by Victor Vroom and is a
very popular theory of work motivation.
• Vroom suggests that motivation will be high when workers feel:– High levels of effort lead to high
performance. – High performance will lead to the
attainment of desire outcomes.• Consists of three areas:
– Expectancy, Instrumentality, & Valence.
Expectancy, Instrumentality, & Valence
Effort
Expectancy:Person’s
perception thattheir effort will
result inperformance
Instrumentalityperception that
performanceresults in outcomes
Valence:How desired
are the outcomesfrom a
job
Performance Outcomes
Expectancy Theory
High Expectancy
(Worker knows thatif they try, they can
perform)
High Instrumentality
(Worker perceives thathigh performanceleads to outcomes)
High Valence
(Worker desires theoutcomes resulting
from highperformance)
High Motivation
2) Equity TheoryConsiders worker’s perceptions of the
fairness ofwork outcomes in proportion to their
inputs.• Adams notes it is the relative rather
than the absolute level of outcomes a person receives.–The Outcome/input ratio is
compared by worker with another person called a referent.
–The referent is perceived as similar to the worker.
Equity exists when a person perceives
their outcome/input ratio to be equal to
the referent’s ratio.–If the referent receives more outcomes, they should also give more inputs to achieve equity.
Equity Theory
ADAM’S EQUITY THEORYPERCIEVED RATIO
COMPARISONEMPLOYEE’S ASSESSMENT
Outcomes A Outcomes B
<Inputs A Inputs
B
Inequity(Under rewarded)
Outcomes A Outcomes B
=Inputs A Inputs
B
Equity
Outcomes A Outcomes B
>Inputs A Inputs
B
Inequity(Over rewarded)
* Person A is the employee, and Person B is a relevant other or referent
Based on the idea that people learn to repeat behaviors that are positively rewarded (reinforced) and avoid behaviors that are punished (not reinforced).
Application of reinforcement theory (also called behavior modification) involves changing one’s own behavior or the behavior of another.
Managers should reward desirable employee behavior (e.g., high performance) and punish behavior (e.g., poor performance) that is not.
3) Reinforcement theory
© 2007 Thomson/South-Western. All rights reserved.
Increasing Desired Behavior
• Positive Reinforcement– The administration of positive and
rewarding consequences following a desired behavior.
• Negative Reinforcement– Also called avoidance learning,
strengthens desired behavior by allowing escape from an undesirable consequence.
© 2007 Thomson/South-Western. All rights reserved.
Decreasing Desired Behavior
• Extinction– The withdrawal of the positive reward
or reinforcing consequences for an undesirable behavior.
• Punishment– The administration of negative
consequences following undesirable behavior.
© 2007 Thomson/South-Western. All rights reserved.
Four Types of Reinforcers
4) Goal Setting Theory– A process intended to increase
efficiency and effectiveness by specifying the desired outcomes toward which individuals, groups, departments, and organizations work.
© 2007 Thomson/South-Western. All rights reserved.
Goals setting serves three purposes:
1. To guide and direct behavior toward overall organizational goals and strategies.
2. To provide challenges and standards against which the individual can be assessed.
3. To define what is important and provide a framework for planning.
© 2007 Thomson/South-Western. All rights reserved.
SMART Goal Setting• Effective goal setting should be:
– Specific– Measurable– Achievable– Results oriented– Time-related