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Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-2
The Motivation Process – Defining MotivationThe Motivation Process – Defining MotivationThe Motivation Process – Defining MotivationThe Motivation Process – Defining MotivationMotivation: is the inner state that causes an individual to behave
in a way that ensures the accomplishment of some goals.
Manager understand members’ behavior
Manager is able to influence members’ behavior
Accomplish Organizational Objectives
Motivation Influence Behavior
↑Productivity Reach Org Goals
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-3
The Motivation ProcessThe Motivation ProcessThe Motivation ProcessThe Motivation ProcessTypes of motivation theories:
1. Process theories of motivation: explains how individuals are motivated (steps when an individual is motivated)
2. Content theories of motivation: explains people’s internal characteristics (people’s needs and how they can be satisfied)
We will focus & study the “Content theories of motivation”.
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-4
Content Theories of Motivation: Human NeedsContent Theories of Motivation: Human NeedsContent Theories of Motivation: Human NeedsContent Theories of Motivation: Human NeedsMost people have strong needs for self-respect, respect from
others, promotion, and psychological growth.
It is impossible to identify all human needs.
Some theories help managers to better understand human needs, such as:
1. Maslow’s Hierarchy of Needs
2. Alderfer’s ERG Theory3. Argyris’s Maturity-Immaturity Continuum4. McClelland’s Acquired Needs Theory
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-5
Content Theories of Motivation: Maslow’s Hierarchy of NeedsContent Theories of Motivation: Maslow’s Hierarchy of NeedsContent Theories of Motivation: Maslow’s Hierarchy of NeedsContent Theories of Motivation: Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs:
Physiological needs (Explain?) Security needs (Explain?) Social needs (Explain?) Esteem needs (Explain?) Self-actualization needs (Explain?)
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-6
The Motivation ProcessThe Motivation ProcessThe Motivation ProcessThe Motivation Process
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-7
Content Theories of Motivation: Maslow’s Hierarchy of NeedsContent Theories of Motivation: Maslow’s Hierarchy of NeedsContent Theories of Motivation: Maslow’s Hierarchy of NeedsContent Theories of Motivation: Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs:Developed by Abraham Maslow.Most widely accepted theory / popular.States that human beings possess(have) five basic needs.These needs are arranged in a hierarchy of importance “the order in which people strive(try) to satisfy”.The theory has no research base → the arrangement of needs is questionable
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-8
Content Theories of Motivation: McClelland’s Acquired Needs TheoryContent Theories of Motivation: McClelland’s Acquired Needs TheoryContent Theories of Motivation: McClelland’s Acquired Needs TheoryContent Theories of Motivation: McClelland’s Acquired Needs Theory
McClelland’s Acquired Needs Theory:1. Need for achievement (nAch) (Explain?)
2. Need for power (nPower) (Explain?)
3. Need for affiliation (nAff) (Explain?)
This theory focuses on the needs that people acquire through their life experiences.
The individual’s early life experiences determine which of these needs will be highly developed, therefore dominate the personality.
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-9
Motivating Organization MembersMotivating Organization MembersMotivating Organization MembersMotivating Organization MembersStrategies for Motivating Organization Members:
Managerial CommunicationTheory X–Theory YJob DesignBehavioral modificationLikert’s Management SystemsMonetary incentivesNonmonetary incentives
Each strategy is aimed at satisfying subordinates’ needs (mentioned previously) through appropriate organizational behavior.
Most managers combine some of these strategies to be more effective, because no single strategy will always be the best.
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-10
Strategies for Motivating Organization MembersStrategies for Motivating Organization MembersStrategies for Motivating Organization MembersStrategies for Motivating Organization MembersManagerial Communication:
To communicate well & often with organization members is the most basic motivation strategy.
Why? Because effective manager-subordinate communication can satisfy basic human needs (e.g. recognition, sense of belonging, security…etc) (beside that communication is the primary means of conducting organizational activities)
Example 1: if a manager tries to be know better about the subordinates.
Example 2: a praising message to a subordinate for a job well done
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-11
Strategies for Motivating Organization MembersStrategies for Motivating Organization MembersStrategies for Motivating Organization MembersStrategies for Motivating Organization MembersTheory X –Theory Y:
Theory X:Negative (bad) assumptions about people (e.g. assume that they
dislike work, and will avoid it whenever they can).Managers often use it.
Theory Y:Positive (good) assumption about people (e.g. assume that they
have self-direction, and self-control in meeting their objectives).Managers should strive (try their best) to use it.Why? Because it is more successful in satisfying the human needs
of most organizational members. Therefore, more motivational
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-12
Strategies for Motivating Organization MembersStrategies for Motivating Organization MembersStrategies for Motivating Organization MembersStrategies for Motivating Organization MembersTheory X –Theory Y:
Production might be increase by using either Theory X or Theory Y depending on the situation a manager faces.
Theory Z:
An effectiveness dimension
It implies that managers who use either Theory X or Theory Y can be successful, depending on their situation
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-13
Strategies for Motivating Organization MembersStrategies for Motivating Organization MembersStrategies for Motivating Organization MembersStrategies for Motivating Organization MembersLikert’s Management Systems
System 1—Lack of confidence or trust (in subordinates)
System 2—Condescending confidence and trust System 3—Substantial confidence System 4—Complete trust and confidence
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-14
Likert’s Management SystemsLikert’s Management SystemsLikert’s Management SystemsLikert’s Management SystemsSystem 1 System 2 System 3 System 4
Confidence & Trust
Lack (NO) Condescending (master-to-servant)
Substation (but not complete)
Complete
Discussing Jobs with Superiors
Not free to discuss Not free to discuss Fairly free Completely free
Motivation By fear, threat, punishments, and occasional rewards
By rewards, and actual or potential punishment
Rewards, occasional punishment, and some involvement
Economic rewards based on compensation system, developed through participation & involvement in goal sitting
Information Flow
Downward Downward Upward & downward Upward, downward, & horizontally
Decision Making
At top of the organization
- Policies: at top of the organization- Decisions within a prescribed framework: at lower levels
- Broad policies & general decisions: at top of the organization- Specific decisions: at lower levels
Spread widely throughout the organization, and is well coordinated
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