Motivation Concept 9724949948

8/7/2019 Motivation Concept 9724949948

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prince dudhatra-9724949948

Motivation ConceptsPrepared by: prince dudhatra


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What Is Motivation?

Direction

PersistenceIntensity


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Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Motivation

The processes that account for an individual sintensity, direction, and persistence of effort toward attaining a goal.

What is Motivation?


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H ierarchy of Needs Theory (Maslow)

Hierarchy of Needs Theory

There is a hierarchy of fiveneeds physiological, safety,social, esteem, and self-actualization; as each need issubstantially satisfied, the next need becomes dominant.

S elf-Actualization

The drive to become what one is capable of becoming.


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Maslows H ierarchy of Needs

E X H I B I T 61

Lower-Order NeedsN eeds that are satisfiedexternally; physiologicaland safety needs.

Higher-Order NeedsN eeds that are satisfied

internally; social, esteem,and self-actualization

needs.Self Self

EsteemEsteem

SocialSocial

SafetySafety

PhysiologicalPhysiological


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A ssumptions of Maslows H ierarchy

Movement up the Pyramid

Individuals cannot move to the next higher level untilall needs at the current (lower) level are satisfied.

Maslow Application:

A homeless person

will not be motivated to

meditate!

Individualstherefore mustmove up thehierarchy in order


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Theory XTheory XManagers S ee Workers AsManagers S ee Workers As

Disliking WorkDisliking Work

Avoiding ResponsibilityAvoiding Responsibility

Having Little AmbitionHaving Little Ambition

Theory YTheory YManagers S ee Workers AsManagers S ee Workers As Enjoying WorkEnjoying Work

Accepting ResponsibilityAccepting Responsibility

S elf S elf--DirectedDirected


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H erzbergs Two-Factor Theory

Bottom Line: S atisfaction andDissatisfaction are not Opposite Ends of the

S ame Thing!

S eparate constructs

H ygiene Factors---Extrinsic & Related toDissatisfaction

Motivation Factors---Intrinsic and Related to

Satisfaction

HygieneFactors:

S alaryWork

Conditions

CompanyPolicies

Motivators:

AchievementResponsibility

Growth


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C omparison of Satisfiersand Dissatisfiers

Factors characterizingevents on the job that led toextreme job dissatisfaction

Factors characterizingevents on the job that

led to extreme jobsatisfaction

E X H I B I T 62Source: R eprinted by permission of Harvard Business Review . A n exhibit from One More Time:How Do You Motivate Employees? by Frederick H erzberg, SeptemberOctober 1987. C opyright

1987 by the President and Fellows of H

arvardC

ollege:A

ll rights reserved.


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C ontrasting Views of Satisfaction and Dissatisfaction

E X H I B I T 63


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David Mc C lellands Theory of Needs

Need for Achievement

The drive to excel, to achievein relation to a set of standards, to strive to

succeed.

Need for Affiliation

The desire for friendlyand close personalrelationships.

Need for Power

The need to make others

behave in a way that theywould not have behavedotherwise.

Bottom Line:Individuals have

different levels of needs in each of theseareas, and those

levels will drive their behavior


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Matching H igh A chievers and Jobs

E X H I B I T 64


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C ognitive Evaluation Theory

Cognitive Evaluation Theory

P roviding an extrinsic reward for behavior that had been previously only intrinsically rewardingtends to decrease the overall level of motivation.

The theory may only be relevant tojobs that are neither extremelydull nor extremely interesting.

Hint: For this theory,think about how fun itis to read in thesummer, but oncereading is assigned toyou for a grade, youdont want to do it!


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E X H I B I T 65

What Would H erzberg Say? What Would Maslow Say?


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G oal-Setting Theory (Edwin Locke)

B asic Premise: That specific and difficultgoals, with self-generated feedback, lead to

higher performance.

But, the relationship between goals and

performance will depend ongoal commitment

I want to do it & I can do it

task characteristics (simple, well-learned)national culture


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G oal Setting in A ction: MBO Programs

Management By Objectives Programs

Company wide goals & objectives

Goals aligned at all levels

Based on Goal S etting Theory


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What is MBO?

Key Elements

1. Goal specificity

2. Participative decision making3. An explicit time period

4. Performance feedback

Management by Objectives (MBO)

A program that encompasses specific goals,participatively set, for an explicit time period,with feedback on goal progress.


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C ascading of Objectives

E X H I B I T 61


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Linking MBO and G oal-Setting Theory

MBO Goal- S etting Theory

Goal S pecificity Yes Yes

Goal Difficulty Yes Yes

Feedback Yes Yes

Participation Yes No(qualified)


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Why MBOs Fail

U nrealistic expectations about MBO resultsLack of commitment by top management

Failure to allocate reward properly

Cultural incompatibilities


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Self-Efficacy and G oal Setting


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Four Ways of Increasing Self Efficacy(Bandura)

1. Enactive Mastery

2. Vicarious Modeling

3. Verbal Persuasion

4. Arousal

Note: Basic Premise/Mechanism of Pygmalion andGalatea Effects


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R einforcement Theory

Assumptions:Behavior is environmentally caused.

Behavior can be modified (reinforced) byproviding (controlling) consequences.

Reinforced behavior tends to be repeated.

Argues that behavior is a function of itsconsequences.


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Equity Theory

ReferentComparisons:S elf-inside

S elf-outsideOther-inside

Other-outside

Equity Theory

Individuals compare their job inputs and outcomeswith those of others and then respond to eliminateany inequities.


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Equity Theory (contd)

E X H I B I T 68


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Choices for dealing with inequity:

1. Change inputs (slack off)

2. Change outcomes (increase output)3. Distort/change perceptions of self

4. Distort/change perceptions of others

5. Choose a different referent person6. Leave the field (quit the job)


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Propositions relating to inequitable pay:

1. Overrewarded hourly employees producemore than equitably rewarded employees.

2. Overrewarded piece-work employeesproduce less, but do higher quality piecework.

3. U nderrewarded hourly employees producelower quality work.

4. U nderrewarded employees produce larger quantities of lower-quality piece work thanequitably rewarded employees.


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Justice and Equity Theory


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Distributive JusticeP erceived fairness of the

outcome (the finaldistribution).

W ho got what?

Procedural JusticeThe perceived fairness of

the process used todetermine the outcome(the final distribution).

How was who gets what decided?

Interactional Justice

The degree to which oneis treated with dignity

and respect.

W as I treated well?

Three types of Justice


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E thical Values andE thical Values andB ehaviors of LeadersB ehaviors of Leaders

Bot tom line

All three links between the boxes must be intact or motivation will not occur. Thus,

Individuals must feel that if they try, they can performA nd If they perform, they will be rewarded

A nd When they are rewarded, the reward will be somethingthey care about

Expectancy Theory


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E lizabeths boss starts out the day

each morning saying, Bet you

wish you didnt have to be here,huh? Knowing this, which theory

gives us insight as to why

E lizabeth may not be motivated at

work?

Chapter Check-Up: Motivation


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E lizabeths boss my well be a

Theory X manager, as s/he

assumes employees dont like

work and/or want to be there.



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If you study really hard and

only get a B on an exam, but

your classmate barely studiesat all and gets an A , what

theory will help explain why

you feel less motivated to go

to class?



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What theory would say that this man, who knowshe works hard and is performing well, will be

motivated by a gym membership for being a high

performer?



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Expectancy Theory.

Would a gym membershipbe considered a motivator or hygiene factor,according to Herzberg?

Discuss with a classmate.



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Putting It A ll Together

Documents

Motivation Concept 9724949948