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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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Acquired needs theory
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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Acquired needs theory
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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