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8/8/2019 Achievement Motivation Final
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MOTIVATION
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The Nature of Motivation
The Basic Motivation Process
Unsatisfied
need
Drive toward goal to
satisfy need
Attainment of goal
(need satisfaction)
Motivation
is a psychological
process through whichunsatisfied wants or needs
lead to drives that that
are aimed at goals or
incentives
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Maslows Hierarchy of Needs
Self - Actualization
Esteem
Social
Safety
Physiological
Desire to reach ones full potential
Need for power and status
Need to interact and feel wanted by others
Desire for security and stability
Need for food, clothing, and shelter
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Maslow and Management
Self - Actualization Stress human potential, set andachieve attainable goals
Esteem People need to feel important, promotion, awards
Social Stress social interaction within work groups, peoplebecome friends
Safetystress safety programs/ equipment, medical insurance,unemployment benefits
Physiological stress salary, wages paid by
organization
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Some needs are more basic than others
The individual will seek to satisfy these
more basic needs before becoming awareof higher order needs
Once a need has been met, it ceases tobe motivating so the behaviour of the
individual changes
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Clayton AlderferERG Theory
Existence
Relatedness
Growth
Frustration Regression
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Herzbergs Two Factor Theory
Salary
Technical
Supervision CompanyPolicies
and Administration
Interpersonal
Relations WorkingConditions
JobContext
Achievement
Recognition
Responsibility
Advancement
The WorkItself
JobContent
Hygiene Factors Motivators
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Views of Satisfaction/Dissatisfaction
Absent Pr esent
(nosatisfaction) (dissatisfaction)
(motivators)
Absent Pr esent
(dissatisfaction) (nodissatisfaction)
(hygiene factors)
Two-FactorTheory
Satisfaction Dissatisfaction
Traditional View
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International Findings on Herzbergs
Theory
Motivators are more important to job satisfaction
than hygiene factors
Job content is more important than job context in
motivating employees
Managers from different cultures differ regardingperceived importance of job outcomes and level
of satisfaction
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McClellandss Theory of Needs
Need for Achievement
Need for Power
Need for Affiliation
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Achievers prefer jobs that offer
Personal Responsibility
Feedback
Moderate risks
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Achievement Motivation Theory
Characteristicsof HigherAchievers
1. Like situationswhere theytake personal responsibility forfinding
solutionstoproblems
2. Moderate risk-takersratherthanhighrisk-takers
3. Want concrete feedbackontheirperformance4. Tendtobe loners
WaystoDevelop High Achievers
1. Obtain feedbackonperformance
2. Emulate people whohave beensuccessful achievers3. Developaninternal desire forsuccessand challenge
4. Daydream inpositive termsbypicturingoneselfassuccessful
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Achievement Motivation Theory
AchievementMotivation
Canteachpeople the need forachievement
HOW? Obtain job feedback, emulate successful
achievers,developdesire forsuccessLeadersnotalwaysgood managers - lackhuman
skills
Herzberg
Highachievement motivationpeople are more
interestedin job motivators(content)
Low achievement motivationpeople are more
interestedwithhygiene factors(context)
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MASLOW
SELF
ACTUALIZATION
ESTEEM
SOCIAL
SAFETY
PHYSIOLOGICAL
HERZBERG
MOTIVATORS
HYGIENE
MCCLELLAND
HIGH
ACHIEVERS
LOWACHIEVERS
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Process Theories
Equity Theory
When people perceive they are being treated
equitably, it will have a positive effect on their job
satisfaction
Not universal due to cultural and status differences
Goal Setting Theory
Focuses on how individuals go about setting goals
and responding to them and the overall impact ofthis process on motivation
Depends on goal difficulty, feedback, importance of
objective
Not universal
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Equity Theory
Job Inputs-effort,experience,education,competence
Job Outcomes-salary,raises,recognition
Four referent comparisons
Self-inside
Self-outside
Other-inside
Other-outside
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If inequity
is perceived Change their inputs
Change their outcomes
Distort perceptions of self Distort perceptions of others
Choose a different referent
Leave the field
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Three Theories of job satisfaction
Affectivity
1. Negative affectivity2. Positive affectivity
Herzbergs Two Factor Theory
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Organizational Justice
Distributive justice
Procedural justice
Interactional justice
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Distributive justice concerns followers
perception of whether the level of reward
or punishment is commensurate with an
individuals performance or infraction.
Dissatisfaction occurs when followers
believe someone has received too little or
too much reward or punishment
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Procedural justice involve the process inwhich rewards or punishment areadminstered. If someone is to be
punished, then followers will be moresatisfied if the person has been givenadequate warnings and has had theopportunity to explain his or her actions
and if the punishment has beenadminstered in a timely and consistntmanner
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Interactional justice---reflects the degree to
which people are given information about
different reward procedures and are
treated with diginity and respect
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Process Theories
Expectancy Theory
A process theory that infers that motivation is
influenced by a persons belief that
Effort will lead to performance
Performance will lead to specific outcomes, and
The outcomes will be of value to the individual
Theory appears to be culture bound
Best in cultures where the locus of control is
high
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SOMETIPS
The recognition must supply the employer and employee with
specific information about what behaviors or actions are being
rewarded and recognized.
Anyone who then performs at the level or standard stated in the
criteria receives the reward.
The recognition should occur as close to the performance of theactions as possible, so the recognition reinforces behavior the
employer wants to encourage.
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You don't want to design a process in which managers "select"
the people to receive recognition.
Identify and communicate the criteria by which the proposed
recipients will be judged or assessed, so people are clear about
what they need to do to qualify for recognition.
Announce and communicate the recognition and the criteria that
you have established for the awards.
Design and communicate the process by which employees will
be selected for recognition so that all employees clearly
understand the selection process.
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Allow time for people to qualify for the recognition.
Every entry that qualifies for the recognition should receive the
recognition.
If financial constraints are an issue, either present recognition
amounts you can afford. Or, announce all eligible employees,
publicly praise them for their contribution, and then, place all
names in a drawing to select the lucky winner.
Magnify the value of the recognition by these methods: name theemployees publicly, place employee names in the newsletter,
send out a company-wide email announcement, and so on.