MOTIVATION

What Is Motivation?
Motivation
The processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal

Key Elements 1. Intensity: How hard a person tries 2. Direction: Toward beneficial goal 3. Persistence: How long a person tries

Types of Motivation
Money and Motivation
No one works for free, nor should they. Pursuing money with hard work to provide security and comfort for oneself and their family is not the same pursuing money with a negative motive. Obviously, employees want to earn fair wages and salaries, and employers want them to know this is what they are getting for their hard work. Unsurprisingly, this all leads to the fact that employees and employers would all view money as the fundamental incentive for satisfactory job performance. Two general suggestions can be provided to managers: 1. Financial incentives are very important but their effectiveness also depends on organizational conditions. 2. Group incentive systems can also be very effective in private sector settings

Hierarchy of Needs Theory (Maslow)

Hierarchy of Needs Theory
There is a hierarchy of five needs: physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant.

Self-Actualization The drive to become what one is capable of becoming

Maslows Hierarchy of Needs

Lower-Order Needs
Needs that are satisfied externally; physiological and safety needs

Higher-Order Needs
Needs that are satisfied internally; social, esteem, and self-actualization needs

Self Esteem Social Safety Physiological

Assumptions of Maslows Hierarchy

Movement Up the Pyramid
Individuals cannot move to the next higher level until all needs at the current (lower) level are satisfied. Individuals therefore must move up the hierarchy in order.

Maslow Application A homeless person will not be motivated to meditate!

Theory X and Theory Y (Douglas McGregor)

Theory X
Assumes that employees dislike work, lack ambition, avoid responsibility, and must be directed and coerced to perform.

Theory Y
Assumes that employees like work, seek responsibility, are capable of making decisions, and exercise self-direction and self-control when committed to a goal.

Two-Factor Theory (Frederick Herzberg)

Two-Factor (Motivation-Hygiene) Theory Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction. Hygiene Factors Factorssuch as company policy and administration, supervision, and salarythat, when adequate in a job, placate workers. When factors are adequate, people will not be dissatisfied.

Comparison of Satisfiers and Dissatisfiers

Factors characterizing events on the job that led to extreme job dissatisfaction

Factors characterizing events on the job that led to extreme job satisfaction

Contrasting Views of Satisfaction and Dissatisfaction

David McClellands Theory of Needs

Need for Achievement
The drive to excel, to achieve in relation to a set of standards, to strive to succeed

Need for Affiliation

The desire for friendly and close personal relationships

Need for Power

The need to make others behave in a way that they would not have behaved otherwise

Bottom Line

Individuals have different levels of needs in each of these areas, and those levels will drive their behavior.

Matching High Achievers and Jobs

Equity Theory
Equity Theory
Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities

Referent Comparisons:
Self-inside Self-outside Other-inside Other-outside

Equity Theory (contd)

Equity Theory (contd)

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 person

6. Leave the field (quit the job)

Equity Theory (contd)

Propositions relating to inequitable pay:
1. Overrewarded hourly employees produce more than equitably rewarded employees.

2. Overrewarded piece-work employees produce less, but do higher quality piece work.
3. Underrewarded hourly employees produce lower quality work. 4. Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees.

Expectancy Theory

Ethical Values and Behaviors of Leaders

Bottom 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 perform and If they perform, they will be rewarded and When they are rewarded, the reward will be something they care about.

Motivational Techniques

1. Monetary Incentives
2. Non-Monetary Incentives 3. Participation in Management 4. Modified Work Schedules 5. Quality of Work Life 6. Job Enrichment.

Job Enrichment
Job Enrichment The vertical expansion of jobs.

Guidelines for Enriching a Job