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LO3UNDERSTAND WAYS OF USING MOTIVATIONAL
THEORIES IN ORGANISATIONS
Presented and Developed by:
Sandeep Singh Sikerwar
Associate Professor
Maldives Business School,
Mal, Maldives
POINTS TO BE COVERED
Discuss the impact that different leadership styles may have on motivation in
organizations in periods of change
Compare the application of different motivational theories and their application
within the workplace
Evaluate the usefulness of a motivation theory for managers
LEADERSHIP AND ORGANIZATIONAL CULTURE
Organizational culture components:
Flexibility Responsibility Standards
Rewards Clarity Commitment
CHOOSING A STYLE
A contingency
approach
The environment
Task or people?
Trust or control?
Liking or respect?
CONTINGENCY APPROACH
Handy (1987)
The leader
The subordinates
The task
Environment of management
THE ENVIRONMENT
Environmental constraints:
The position of power held by the leader in the organization and work group
Organizational norms, structure and technology
The variety of tasks and subordinates
TASK OR PEOPLE?
Main question for leader: what do I want to achieve?
Research at Michigan & Harvard: 2 types of leaders.
Task leaders
Concerned with results and the structuring of activities
Socio-emotional leaders
Concerned with supportive and satisfying group practices and relationships.
Blakes managerial grid (1964)
Manager is lazy, showing little effort or concern for either staff or work targets.
1.1:
Impoverished
Attentive to staff needs and has developed satisfying relationships
Pays correspondingly little attention to achieving results.
1.9:
Country club
Total concentration on achieving results
People's needs are virtually ignored
Conditions of work are specifically arranged.
9.1:
Task management
Achieves adequate performance through balancing.
Meet work targets with maintaining the unity and morale of the group.
5.5:
Middle of the road
Manager achieves high performance by leading people.
Committed to, and satisfied by, fulfilling task objectives9.9:
Team
TRUST OR CONTROL?
Trust-control dilemma- handy (1987)
T = the trust the superior has in the subordinate, and the trust which the
subordinate feels the superior has in him
C = the degree of control exercised by the superior over the subordinate
Y = a constant, unchanging amount, so that any increase in C leads to an
equal decrease in T and vice versa.
T + C = Y
LIKING OR RESPECT
Managerial effectiveness.
Team will give more to a manager they like, or to one they respect or even
fear.
The strength of the individual manager's need to be liked.
The attitude of the team members.
The nature of the task or decision.
MOTIVATIONAL THEORIES
MOTIVATION
Motivation refers to forces within an individual that account
for the level, direction, and persistence of effort expended at
work towards attaining a goal .
.
CHARACTERISTICS
Motivation is a
psychological phenomenon
Motivation is a continuous
process
Caused due to anticipated
perceived value from an
action.
There are unsatisfied
needs.
Individual is motivated by
positive motivation.
THEORIES OF MOTIVATION
Content theories
Human beings have a set of needs or desired outcomes and will act in such a way as to fulfil them.
Maslows Need Hierarchy.
Process theories
Assumes that people are able to select their goals and choose the paths towards them, by a conscious or unconscious process of calculation.
Vrooms Expectancy theory
Newer approaches to motivation in organization
Maccobys theory
Costa & McCraes Five Factor Theory
CONTENT THEORY
Approaches to motivation that try to answer the question, What factors in the
workplace motivate people?.
PROCESS THEORIES
Focus on the thought processes through which people choose among alternative
courses of action.
VICTOR VROOM EXPECTANCY THEORY
Strength of an individual's motivation to do something depends extent to which he
expects the results of his efforts to contribute towards his personal needs or goals..
Victor Vroom (1964)
Motivation = Valence x Expectation
Valence i.e. strength of his preference for a certain outcome.
Expectation i.e. his expectation that that outcome will in fact result from a certain
behavior. (Subjective probability & range between 0 & 1)
EITHER VALENCE OR EXPECTATION HAS 0 VALUE
High expectation that behavior X (increased productivity) will result in outcome Y
(promotion) i.e. E=1, but if he is indifferent (does not want increased responsibility
which comes with promotion) i.e. V=0.
0 X 1 = 0 (Not motivated)
Has a great desire for outcome Y (promotion) i.e V=1, but do not have high
expectations that X (increased productivity) will secure him i.e. E=0.
1 X 0 = 0 (Not motivated)
V= -1 (does not want responsibility and does not want to leave his work group),
motivation may be negative, may deliberately under-produce.
MACCOBYS SOCIAL CHARACTER TYPE THEORY
Explores the dominant values that determine motivation.
Type
Expert
Dominant values
Mastery, control, autonomy
Description
Work as an expert.
Want to provide high-quality work.
Exercise your skill and competence
Type
Helper
Dominant values
Caring for people, relatedness, sociability
Description
Work as a helper.
Want to help people.
Type
Defender
Dominant values
Dignity, power, self esteem, protection.
Description
Work as a defender.
defend against those who do not respect the law, who do harm, or who undermine the values
Type
Innovator
Dominant values
Competition, glory, creating, experimenting
Description
Work as an innovator.
Knows how to play the game of business.
Win by making the organization more successful.
Type
Self developer
Dominant values
Balancing mastery and play, knowledge and fun
Description
work as the means to a self fulfilling life
Work to further your own development.
NEW GENERATION WORK NEEDS
Clear management commitments on responsibilities and rewards
Opportunities for expression, challenge and development
Increased business understanding and development
Teamwork combined with individual growth
Fair and meaningful rewards
Reasons, information, to be included, to know why
COSTA & MCCRAE'S FIVE-FACTOR THEORY
Focused on the personality perspective of an individual.
Personality: The stability of a person's behavior and how a person is distinct from
other people.
'The Big Five' was developed by Robert McCrae and Paul Costa (2003).
OCEAN
Personality trait
Openness to experience
Qualities
Imaginative, curious, broadminded, intelligent behaviors
Facets
Fantasy, Aesthetics, Feelings, Actions, Ideas, and Values.
Personality trait
Conscientiousness
Qualities
Dependable, responsible, hardworking, achievement-oriented behaviors
Facets
Competence, Order, Dutifulness, Achievement-Striving, Self-Discipline, and Deliberation
Personality trait
Extraversion
Qualities
Sociable, gregarious, assertive and talkative behaviors.
Facets
Warmth, Gregariousness, Assertiveness, Activity, Excitement Seeking, and Positive Emotions
Personality trait
Agreeableness
Qualities
Courteous, flexible, good-natured, co-operative behaviors
Facets
Trust, Straightforwardness, Altruism, Compliance, Modesty, and Tender-Mindedness
Personality trait
Neuroticism or emotional stability
Qualities
Anxious, depressed, angry, worried, insecure actions
Facets
Anxiety, Anger, Hostility, Depression, Self-Consciousness, Impulsiveness, and Vulnerability
RELATION TO MOTIVATION
Openness
Associated with tolerance of ambiguity.
Capacity to absorb information
Being very focused.
Ability to be aware of more feelings, thoughts and impulses.
Motivated: Seek out the unfamiliar and to look for complexity.
Conscientiousness
Achievement, perseverance, organization and responsibility.
Motivated: Achievement through social conformity.
Extraversion
Interpersonal component & related to enthusiastic, energetic, interested and friendly.
Show less anxiety over negative feedback.
Motivated: Change, variety in their lives, challenge, and are easily bored.
RELATION TO MOTIVATION
Agreeableness
Interpersonal component.
Conformity in groups, toward modesty, toward not being demanding, and toward being sympathetic.
Motivated: Helping others and to sociable behavior in general.
Neuroticism
Viewed negatively and is associated with negative affect, being tense and nervous.
Motivate: An individual toward success in work situations.
MANAGERS AND MOTIVATION
IMPORTANCE OF MOTIVATION
High level of performance
Low employee turn over and absenteeism
Acceptance of organization change
Organizational image
TYPES OF MOTIVATION FACTORS AT WORK-PLACE
Profit sharing
Bonuses
Stock options
Occasion bonuses
Paid vacations
Fringe benefits
Transportation
Insurance
Pension funds
Monetary
Jon enrichment
Recognition
Rewards
Excellence certificate
Status
Designation
Flexible working hours
Training and development needs
Working environment
Empowerment and participation
Non-monetary