Assignment on Motiavtion

8/8/2019 Assignment on Motiavtion

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Assignment

OnMotivation theory

Submitted to -

Anwarul Azim Arif

Submitted by -

Mohammed Salahuddin # 101000406

Chowdhury Md. Zumlat Sultan # 101000

Mohammed Zakir

Yeasmin Rumi # 101000

East Delta University



Motivation Theory

The word motivation is coined from the Latin word "movere", which means to move.

Motivation is defined as an internal drive that activates behavior and gives it direction. The

term motivation theory is concerned with the processes that describe why and how human behavior is activated and directed. It is regarded as one of the most important areas of study

in the field of organizational behavior. There are two different categories of motivation

theories such as content theories, and process theories. Even though there are different

motivation theories, none of them are universally accepted.

Also known as need theory, the content theory of motivation mainly focuses on the internal

factors that energize and direct human behavior. Maslow's hierarchy of needs, Alderfer's

ERG theory, Herzeberg's motivator-hygiene theory (Herzeberg's dual factors theory), and

McClelland's learned needs or three-needs theory are some of the major content theories.

Of the different types of content theories, the most famous content theory is Abraham

Maslow's hierarchy of human needs. Maslow introduced five levels of basic needs through

his theory. Basic needs are categorized as physiological needs, safety and security needs,

needs of love, needs for self esteem and needs for self-actualization.

Just like Maslow's hierarchy of needs, ERG theory explains existence, relatedness, and

growth needs. Through dual factors theory, Herzeberg describes certain factors in the

workplace which result in job satisfaction. McClelland's learned needs or three-needs theoryuses a projective technique called the Thematic Aptitude Test (TAT) so as to evaluate people

based on three needs: power, achievement, and affiliation. People with high need of power

take action in a way that influences the other's behavior.

Another type of motivation theory is process theory. Process theories of motivation provide

an opportunity to understand thought processes that influence behavior. The major process

theories of motivation include Adams' equity theory, Vroom's expectancy theory, goal-

setting theory, and reinforcement theory. Expectancy, instrumentality, and valence are the

key concepts explained in the expectancy theory. Goal setting theory suggests that the

individuals are motivated to reach set goals. It also requires that the set goals should be

specific. Reinforcement theory is concerned with controlling behavior by manipulating its

consequences.





Self-Actualization

Self-actualization is the summit of Maslow's motivation theory. It is about the quest of reaching one's full potential as a person. Unlike lower level needs, this need is never fully

satisfied; as one grows psychologically there are always new opportunities to continue to

grow.

Self-actualized people tend to have motivators such as:

• Truth• Justice

• Wisdom

• Meaning

Self-actualized persons have frequent occurrences of peak experiences, which are energizedmoments of profound happiness and harmony. According to Maslow, only a small

percentage of the population reaches the level of self-actualization.

Esteem NeedsAfter a person feels that they "belong", the urge to attain a degree of importance emerges.Esteem needs can be categorized as external motivators and internal motivators.

Internally motivating esteem needs are those such as self-esteem, accomplishment, and self

respect. External esteem needs are those such as reputation and recognition.

Physiological

Safety and Security

Love (Social)

Esteem

SA



Some examples of esteem needs are:

• Recognition (external motivator)

• Attention (external motivator)

• Social Status (external motivator)

•

Accomplishment (internal motivator)• Self-respect (internal motivator)

Maslow later improved his model to add a layer in between self-actualization and esteemneeds: the need for aesthetics and knowledge.

Social Needs

Once a person has met the lower level physiological and safety needs, higher

level motivators awaken. The first level of higher level needs are social needs. Social needsare those related to interaction with others and may include:

• Friendship

• Belonging to a group

• Giving and receiving love

Safety Needs

Once physiological needs are met, one's attention turns to safety and security in order to be

free from the threat of physical and emotional harm. Such needs might be fulfilled by:

• Living in a safe area

• Medical insurance• Job security

• Financial reserves

According to the Maslow hierarchy, if a person feels threatened, needs further up the

pyramid will not receive attention until that need has been resolved.

Physiological Needs

Physiological needs are those required to sustain life, such as:

• Air

• Water

• Food

• Sleep



According to this theory, if these fundamental needs are not satisfied then one will surely be

motivated to satisfy them. Higher needs such as social needs and esteem are not recognized

until one satisfies the needs basic to existence.

Applying Maslow's Needs Hierarchy - Business Management

Implications

If Maslow's theory is true, there are some very important leadership implications to enhance

workplace motivation. There are staff motivation opportunities by motivating each employee

through their style of management, compensation plans, role definition, and company

activities.

• Physiological Motivation: Provide ample breaks for lunch and recuperation and

pay salaries that allow workers to buy life's essentials.

• Safety Needs: Provide a working environment which is safe, relative job security, and

freedom from threats.

• Social Needs: Generate a feeling of acceptance, belonging, and community by

reinforcing team dynamics.

• Esteem Motivators: Recognize achievements, assign important projects, and provide

status to make employees feel valued and appreciated.

• Self-Actualization: Offer challenging and meaningful work assignments which enable

innovation, creativity, and progress according to long-term goals.

Remember, everyone is not motivated by same needs. At various points in their lives and

careers, various employees will be motivated by completely different needs. It is imperative

that you recognize each employee's needs currently being pursued. In order to motivate their

employees, leadership must be understand the current level of needs at which the employee

finds themselves, and leverage needs for workplace motivation.

Maslow's Theory - Limitations and Criticism

Though Maslow's hierarchy makes sense intuitively, little evidence supports its strict

hierarchy. Actually, recent research challenges the order that the needs are imposed by

Maslow's pyramid. As an example, in some cultures, social needs are placed more

fundamentally than any others. Further, Maslow's hierarchy fails to explain the "starving

artist" scenario, in which the aesthetic neglects their physical needs to pursuit of aesthetic or



spiritual goals. Additionally, little evidence suggests that people satisfy exclusively one

motivating need at a time, other than situations where needs conflict.

While scientific support fails to reinforce Maslow's hierarchy, his thery is very popular, being

the introductory motivation theory for many students and managers, worldwide. To handle anumber of the issues of present in the Needs Hierarchy, Clayton Alderfer devised the ERG

theory, a consistent needs-based model that aligns more accurately with scientific research.

Today the theories are seldom used explicitly, largely because the insights they provided

have influenced and been incorporated by further generations of management theorists and

practitioners. More commonly, workplaces are described as "hard" versus "soft." Taken too

literally any such dichotomy including Theory X and Y seem to represent unrealistic

extremes. Most employees (and managers) fall somewhere in between these poles. Naturally,

McGregor was well aware of the heuristic as opposed to literal way in which suchdistinctions are useful. Theory X and Theory Y are still important terms in the field of

management and motivation. Recent studies have questioned the rigidity of the model, but

McGregor's X-Y Theory remains a guiding principle of positive approaches to management,

to organizational development, and to improving organizational culture.

Maslow said he "studied" and "discovered" characteristics of self-actualizers, and he

objected to complaints that he had merely invented the self-actualizer syndrome. But the

complaint seems valid. Maslow never presented data to prove that his lists of

characteristics of self-actualizers were accurate. He just said it was obvious, or that every

healthy person he knew acted this way, or that "my research showed me" how self-

actualizers acted. This does not mean Maslow was wrong, but it does mean that his

opinions were not validated in the normal scientific way, by finding independent sources

of evidence.

Motivational Theories X and Y

Theory X - A set of assumptions of how to manage individuals who are motivated by lower

order needs.

Theory Y - A set of assumptions of how to manage individuals who are motivated by higher

order needs.

http://www.envisionsoftware.com/articles/ERG_Theory.html


http://en.wikipedia.org/wiki/Organizational_development

http://en.wikipedia.org/wiki/Organizational_culture








TTheories Applied to Needs Hierarchy

McGregon’s assumptions about people based on theory X

y Naturally indolent

y Lack ambition, dislike responsibility, and prefer to be led

y Inherently self-centered and indifferent to organizational needs

y Naturally resistant to change

y Gullible, not bright, ready dupes

McGregor’s assumptions about people based on theory Y

y Passive and resistant behaviors not inherent; result of organizational experience

y People possess

• Motivation

Love (Social)

Esteem

SA

Safety and SecurityTheory X – a set of

assumptions of how to

manage individuals motivated

by lower order needsPhysiological

Theory Y – a set of

assumptions of how to manage

individuals motivated by higher

order needs



• Development potential

• Capacity for assuming responsibility

• Readiness to direct behavior toward organizational goals

Management’s task - Arrange conditions and operational methods so peoplecan achieve their own goals by directing efforts to organizational goals.

Criticisms

Today the theories are seldom used explicitly, largely because the insights they provided

have influenced and been incorporated by further generations of management theorists and

practitioners. More commonly, workplaces are described as "hard" versus "soft." Taken too

literally any such dichotomy including Theory X and Y seem to represent unrealistic

extremes. Most employees (and managers) fall somewhere in between these poles. Naturally,McGregor was well aware of the heuristic as opposed to literal way in which such

distinctions are useful. Theory X and Theory Y are still important terms in the field of

management and motivation. Recent studies have questioned the rigidity of the model, but

McGregor's X-Y Theory remains a guiding principle of positive approaches to management,

to organizational development, and to improving organizational culture.

Alderfer’s ERG Theory

A variation of Maslow's hierarchy of needs.

Three groups of needs.

o Existence needs: physical and material wants.

o Relatedness needs: desires for interpersonal relationships.

o Growth needs: desires to be creative and productive; to use one’s skills.

Both similar to and different from Maslow's need hierarchy.

Satisfied and unsatisfied needs operate in much the same way.

Movement upward is the same.

Movement downward is new.

Relationship of Maslow’s hierarchy to E.R.G. Theory.








McClelland’s Need Theory: Need for Achievement – A manifest (easily perceived) need that concerns individuals’ issues

of excellence, competition, challenging goals, persistence, and overcoming difficulties.

Need for Power – A manifest (easily perceived) need that concerns an individual’s need to

make an impact on others, influence others, change people or events, and make a difference

in life.

Need for Affiliation – A manifest (easily perceived) need that concerns an individual’s need

to establish and maintain warm, close, intimate relationships with other people.

Relationship of four Motivational Need Theories

Existence

Relatedness

Growth

Safety and Security

Love (Social)

Esteem

SA

Physiological

Self-actualization

Maslow Alderfer McClelland

Higher

Order

Needs

Lower

Order

Needs

Esteem

(Interpersonal)

Safety and Security

(interpersonal)

Need for

Achievement

Need for

Power

Relatedness Need for

Affiliation

Existence

Growth

Belongingness

(social and love)

Physical

Physiological

McGregor

Theory Y

Theory X



Herzberg’s Two-Factor Theory

Hygiene Factor – Work condition related to dissatisfaction caused by discomfort or pain.

y Maintenance factor.

y Contributes to employee’s feeling not dissatisfied.y Contributes to absence of complaints.

Motivation Factor – Work condition related to the satisfaction of the need for psychologicalgrowth.

y Job enrichment.

y Leads to superior performance & effort.

Motivation–Hygiene Theory of Motivation

Motivation–Hygiene Combinations

High M Low M

High H High motivationFew complaints

Low motivationFew compliants

Low H High motivationMany compliants

Low motivationMany compliants

(M = motivation, H = hygiene)

Hygiene factors avoid jobdissatisfaction

Company policy andadministrationSupervisionInterpersonal relationsWorking conditionsSalary

StatusSecurity

AchievementAchievement recognitionWork itself ResponsibilityAdvancement

GrowthSalary?

GrowthSalary?

Motivation factors increase job satisfaction



Questions on Herzberg’s Theory

y Is salary a hygiene or a motivational factor?y What role do individual differences (age, sex, social status, education) play?

y What role do intrinsic job factors (work flow process) play?

Expectancy Theory of Motivation: Key Constructs

Valence – value or importance placed on a particular reward

Expectancy – belief that effort leads to performance

Instrumentality – belief that performance is related to rewards

Expectancy model of motivaiton

International Aspects of the Need Theories of Motivation

Concept of needs holds across cultures

People from different cultures may express and satisfy needs differently

Importance of needs in Maslow's need hierarchy

United States: self-actualization

Latin America: security, affiliation

France and Germany: need for security

Performance RewardEffortEf f or t

Perceived effort –PerformanceProbability

Perceived effort –PerformanceProbability

PerceivedValue of reward

PerceivedPerformance –Reward

probability

“What rewardsdo I value?”

“What are mychances of gettingthe job done if I putforth the necessaryeffort?”

“What are my chancesof getting the rewards Ivalue if I satisfactorilycomplete the job?”



New Zealand: belongingness and love

See textbook for results of some large cross-country studies of McClelland'sAchievement Motivation Theory

Use caution when applying need theories of motivation in different countries

Strong evidence they are culture bound

Ethical Issues and the Need Theories of Motivation

Ethics of directly affecting employee behavior without informed consent

Consider the ethics of actions from the different ethical views in Chapter 3

Ethical Issues and the Need Theories of Motivation (Cont.)

Utilitarian analysis

Total effects of the manager's efforts

Do they produce a widespread net positive benefit for the organization?

Rights and justice analysis: Employees' rights to know their manager’s intent Ethical Issues and the Need Theories of Motivation (Cont.)

Ethical egoism

It is right for a manager to affect behavior because it meets the

manager's interests

Interests include unit’s work performance and the manager's career


Ethically required to create need satisfying work experiences?

Existing research does not always show higher performance and satisfaction fromwork designs aligned with people's needs

Ethical answer rests on the philosophy of each organization and its managers Ethical Issues and the Need Theories of Motivation (Cont.)

Should managers consider cultural differences in people’s needs?

Manage according to the needs of people in the host culture, or

Manage as if they were in their home culture?


Utilitarian and rights-based analyses answer "yes" to the first question and "no" to thesecond

Utilitarian view: managing a multinational operation so it aligns with

local people's needs

Rights view: people have the right of congruence with their needs in

their work experiences

Three Causes of Motivational Problems

Belief that effort will not result in performance



Belief that performance will not result in rewards

The value a person places on, or the preference a person has for, certain rewards.

Moral Maturity

The measure of a person’s cognitive moral development –

Morally mature people behave and act based on universal ethical principles. Morally immature people behave and act based on egocentric motivations.

Cultural Differencesy Motivational theories are culturally bound

y Research results differ among cultures

Ways to Motivate People

yTraining

y Coaching

y Task assignmentsy Rewards contingent on good performance

y Valued rewards available

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Assignment on Motiavtion