Unit 5 motivation

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MGT 162 Fundamentals of Management Unit 5 – Motivating Organizational Members MOHAMMAD FIRDAUS BIN MOHAMAD

Transcript of Unit 5 motivation

Page 1: Unit 5 motivation

MGT 162Fundamentals of

Management

Unit 5 – Motivating Organizational

MembersMOHAMMAD FIRDAUS BIN MOHAMAD

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Learning outcome1. Define motivation2. Discuss the process of motivation.3. Explain and identify the theories of

motivation

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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

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The Relationship between Motivation and Performance

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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.

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Motivation processNEEDS (UNFUFILLED)

TENSION

DRIVE

SEARCH BEHAVIOR

SATISFIED NEEDS (NEEDS FULFILLED

REDUCE TENSION

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Needs-Based Approaches to Motivation

Acquired-Needs Model

Maslow’s Hierarchy of Needs

Herzberg’s Two-Factor Model

Motivation

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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.

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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.

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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.

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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

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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.

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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.

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Process-Based Approaches to

MotivationExpectancy Model

Equity Model

Goal Setting

Reinforcement Theory

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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.

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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

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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

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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.

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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

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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

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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

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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.

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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.

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Four Types of Reinforcers

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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.

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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.

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SMART Goal Setting• Effective goal setting should be:

– Specific– Measurable– Achievable– Results oriented– Time-related