leadership motivation theories

7/30/2019 leadership motivation theories

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Motivation Theories


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Motivation Motivation is derived from Latin wordmovere which meansto move

a process that starts with physiological

or psychological deficiency or need thatactivates a behaviour or a drive that isaimed at a goal or incentive.(Luthans:1998).

The process that account for anindividuals intensity, direction andpersistence of effort toward attaining a

goal. (Robbins)


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Concept of Motivation

A need must be felt by an individualin such a way that it drives him/herto satisfy it.

The force underlying this behaviourmay be called motivation.

This force may vary depending upon

the intensity and importance of theneed to the individual.


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Contd.

Peoples behaviour is determined bywhat motivates them. Theirperformance is a product of both

ability level and motivation.Needs: a physiological or psychological

imbalance leads to the creation of aneed

Drives/motives: propel individual toattain their goals or satisfy their needs.

Incentives: that can fulfill a need and

decrease the intensity of a drive is


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Basic Motivational Model(Mullins:1996)

Needs or

expectations

Driving Force

(behaviour or

action)

Desired

Goals

result in to achieve

Fulfillment

whichprovidefeedback


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Types of MotivationTheories

Content Theories

Process Theories


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Content Theories

These theories attempt to explainthose specific things which actuallymotivate the individual at work.

These theories are concerned withidentifying peoples needs and theirrelative strengths, and the goals theypursue in order to satisfy theseneeds.

Content theories place emphasis onwhat motivates human behaviour i.e.the wants and needs that people aretrying to satisfy.


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Process Theories

These theories attempt to identifythe relationship among thedynamic variables which make up

motivation. They are concerned more with how

behaviors are initiated, directed

and sustained. Process theories place emphasis

on the actual process of

motivation, looking at how the


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Content Models

The Hierarchy of Needs Theory(Maslow:1943).

The ERG Theory (Alderfer:1972).

The Acquired NeedsTheory/Achievement MotivationTheory(McClelland:1961).

The Dual-Factor Theory(Herzberg:1968).


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Process Models

Theory X, Theory Y (McGregor:1960)

Expectancy Theory (Vroom:1964 andPorter & Lawler:1968)

Equity Theory (Adams:1965)


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Maslows Hierarchy of Needs Basic proposition is that people are

wanting beings, they always wantmore, and what they want depends

on what they already have. Hierarchy ranges through 5 levels

and is displayed in the form of apyramid implying a thinning out of

needs as people progress up thehierarchy.

Ascending order implies that it is the

next unachieved level that acts as


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Maslows Hierarchy ofNeeds

Self -

actualisation

Realisation of

full potential.

EsteemEgo needs.

Love

Social needs. Social and civilisational needs.

Safety

Protection and security needs.

Basic and instinctive needs.

Physiological

Basic needs.


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Alderfers ERG Theory

This is a modified need hierarchymodel and it condenses Maslows fivelevels of need into only three levels

based on the core needs of:

Existence

Relatedness

Growth


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Existence Relatedness Growth

Physiological and material needs. Social, interpersonal and friendship needs. Personal growth, development, self-respect.


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Existence needs are concernedwith sustaining human existence andsurvival and cover physiological and

safety needs of a material nature.

Relatedness needs are concernedwith relationships to the social

environment and cover love orbelonging, affiliation and meaningfulinterpersonal relations of a safety or

esteem nature.


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Alderfers ERG Model

Growth needs are concernedwith the development of potential

and cover self-esteem and self-actualization.

The theory propounds thata) The lower order needs must be satisfied to move on

to higher order needs (satisfaction progressions inprocess)

b) The frustration of higher order needs the person cango back to lower order needs ( frustration regressionprocess)

c) All three needs can operate simultaneously.


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Herzbergs Dual-FactorTheory

Herzbergs original study consistedof interviews with 203 accountantsand engineers.

The object of the research being todesign jobs that provided jobsatisfaction, thereby encouraging

higher levels of performance. This process developed into job

enrichment.

H b D l F


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Herzbergs Dual FactorTheory

Hygience or Maintenance Factors

Salary

Job Security

Working Conditions

Level and Quality of Supervision

Company Policy and Administration

Interpersonal Relations

The Dissatisfiers

MOTIVATION AND JOB SATISFACTION


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Herzbergs Dual FactorTheorycont.MOTIVATION AND JOB SATISFACTION

The Satisfiers

Sense of Achievement

Recognition

Responsibility

Nature of the Work

Personal Growth and Advancement

Motivators or Growth Factors


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Hygiene or MaintenanceFactors (Herzberg)

These are the factors, which ifabsent, cause dissatisfaction.

They are related to the job contextand concerned with the jobenvironment.

They serve to prevent dissatisfaction.

They act as a platform upon withthe satisfaction factors can be built.


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Motivators or GrowthFactors (Herzberg)

These factors, if present, serve tomotivate the individual to superioreffort and performance.

These factors are related to the jobcontent of the work itself.

The strength of these factors willaffect feelings of satisfaction or nosatisfaction, but not dissatisfaction.


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McClellands AchievementMotivation Theory

McClelland identified differentmotivational categories of people andif you could identify which category a

person fell into it would helpestablish which patterns ofmotivation would lead to effective

performance and success at work.


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McClellands AchievementMotivation Theory

Three motivesidentified byMcClelland:

Need forAchievement

Need for Power

Need for Affiliation


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1. Need for Achievement

The need for achievement is thedesire to consistently wantchallenging tasks demanding

responsibility and application.

McClelland sees this need as themost critical for the organisations

growth and success. This need is linked to entrepreneurial

spirit and the development of

available resources.


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2. Need for Power

The need for power is directed to themanager working for an organisationthat is concerned with group goals and

the power is exercised on behalf ofother people, this is socialised powerand should be distinguished frompersonalised power which ischaracterised by satisfaction fromexercising dominance over otherpeople.


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3. Need for Affiliation

This is the need for good social andpersonal relations with people.

It is related to Maslowsocial needs -the need to belong.

If an individual does not experienceany sense of belonging within the

organisation they will not bemotivated to perform well. .


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Theory X (McGregor)

Theory X represents the assumptionson which traditional organisationsare based, and was widely accepted

and practiced before thedevelopment of the human relationsapproach.

The central principle is direction andcontrol through a centralised systemof organisation and the exercise of

authority.


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Theory X Assumptions The average person is lazy and has an

inherent dislike of work. Most people must be coerced, controlled,

directed and threatened with punishment

if the organisation is to achieve itsobjectives. The average person avoids responsibility,

prefers to be directed, lacks ambition and

values security most of all. Motivation occurs only at the physiologicaland security levels.


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Theory Y (McGregor)

Theory Y represents the assumptionsconsistent with current researchknowledge.

The central principle is theintegration of the individual andorganisation goals.

It is recognised as the best way toelicit co-operation from workers.


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Theory Y Assumptions

For most people work is as natural asplay or rest.

People will exercise self-direction andself-control in the service ofobjectives to which they arecommitted.

Commitment to objectives is afunction of rewards associated withtheir achievement.


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Theory Y Assumptions cont.

Given the right conditions theaverage worker can learn to acceptand to seek responsibility.

The capacity for creativity in solvingorganisational problems isdistributed.

The intellectual potential of theaverage person is only partiallyutilised.

Motivation occurs at all of Maslows


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Expectancy Theory

Vrooms expectancy theory(1964)maintains that employees behave inways they expect will produce

positive outcomes. The model suggest that the persons

level of effort or force (motivation) is

not simply a function of rewards. It is a measure of the strength of a

particular outcome has for the

individual.


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Expectancy Theory

Vrooms expectancy theory is:

F = Sum (E * V) where,

F = Force - the motivation or the force used

to achieve it. E = Expectancy - the possibility of achieving

a certain outcome through certain actions.

V = Valency - the preference an individual

has for a particular outcome, the worthplaced on a particular result.


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Expectancy Theory

Porter and Lawler (1968) developVrooms expectancy theory bysuggesting that there are two factors

determining the effort people putinto their jobs.

The value of the reward to individuals in

so far as they satisfy their need forsecurity, social esteem, autonomy andself-actualization.


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Expectancy Theory

The probability that reward depends oneffort, as perceived by individuals - inother words their expectations of the

relationship between effort and reward. Thus the greater the value of a set

of rewards and the higher the

probability that receiving each ofthese rewards depends upon effort,the greater the effort that will bemade in a given situation.


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Adams Equity Theory

Adams states that people will bebetter motivated if they are treatedequitably.

The exchange variables are:

Inputs - what the individual brings totheir employment in terms of effort,

experience and skills.Outcomes - the range of factors the

employee receives in return for theirinputs i.e. all the financial and non-fi i l d

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leadership motivation theories