A leader is the one who knows the way, shows the way and goes the way

Motivation
Motive- an inner state that energizes, activates or

moves, and that directs or channels behaviors towards goals. Motivation- the willingness to exert high levels of effort to reach organizational goals, conditioned by the efforts ability to satisfy some individual need. Direction ----- Strength------ Persistence There is only one way to get people do what you would like them to do, and that is by making them want to do it.

McGregors Theory X and Theory Y

Theory X Theory Y
Mice are so small, with this I can shoot a raccoon

McGregors Theory X and Theory Y

Management is responsible for organizing the elements of productive enterprise money, materials, equipment, people in interest of economic ends.

Theory X
Without intervention from management , people would be passive even resistant to organization needs.

Theory Y
Carrot and Stick approach do not work
People are not by nature Passive, Organization turns them into one.

Management must ---Persuade ---Reward ---Punish ---Control

Motivation, potential for development, capacity to assume responsibility, readiness to direct behavior toward organization goals are all present in people. Management has to help people recognize and develop these human characteristics.

an average person who is

-

indolent- works as little as possible Lacks ambition, dislikes responsibility Self-centered Resistant to change Not very bright Prefers to be led

Help people direct their efforts

Self Control and Self direction Especially applicable for Knowledge workers and workers in Developed countries whose basic needs are already fulfilled

Only applicable to illiterate workers and is fading.

Content Vs. Process Theories

Content Theories Based on human needs and huma

efforts ( often unconscious) to satisfy them.

Process Theories assumes that behavioral choices are

made more rationally based on the expected outcomes.

Content Theories

Maslows Hierarchy of Needs

Scientist ??

Herzbergs two-factor theory

Motivator Factors Achievement Recognition Work Itself Responsibility Promotion Growth Hygiene Factors Pay and Benefits Company Policy and Administration Relationships with coworkers Supervision Status Job Security Working Conditions Personal life

Herzbergs two-factor theory

He came up with the factors after surveying with

various workers Hygiene factors = lower three of Maslows needs Motivator factors = upper two of Maslows needs
Job Enrichment Increase motivators in job and reduce hygiene factors

Motivation Seekers and Maintenance Seekers

Women

Herzbergs two-factor theory

High Hygiene + High Motivator = Ideal Situation
High Hygiene + Low Motivator = Employee are

satisfied but are unmotivated. Job is perceived as paycheck Low Hygiene + High Motivator = Employees are motivated but have high no. of complaints. Low Hygiene + Low Motivator = Worst situation

McClellands Trio of needs

Need for Achievement Desire to excel, to

accomplish something better than has been done in the past.

Need for Power Desire to control ones

environment, including resources and people.

Need for Affiliation Need for human

companionship and acceptance.

McClellands Trio of needs

People with different needs are motivated differently. High need for achievement - High achievers should be given challenging projects with reachable goals. They should be provided frequent feedback. While money is not an important motivator, it is an effective form of feedback. ( High GPA) High need for affiliation - Employees with a high affiliation need perform best in a cooperative environment. (Co-ordinator) High need for power - Management should provide power seekers the opportunity to manage others.(CR)

McClellands Trio of needs

High Need for achievement Entrepreneurs
High Need for Power ( Institutional and Personal )

Successful Managers ( Climb the corporate ladder quickly) High need for achievement (Coordinators, integrators, counselors, sales)

Thematic Apperception Test (TAT)

Process Theories
Equity Theory
Expectancy Theory The Porter- Lawler Extension

Behavior Modification

Equity Theory
Input/ Outcome Ratios must be equal
A person who is under rewarded with someone else

- put forth less effort - press for a higher salary or a bigger office -leave the situation ( quit or transfer) A person who is over rewarded maybe motivated to commit more.
University of Missouri

may

Equity Theory

INPUTS Time Effort Loyalty Hard Work Commitment Ability Adaptability Flexibility Tolerance Determination Enthusiasm Personal sacrifice Trust in superiors Support from co-workers and colleagues Skill

OUTCOMES Job security Esteem Salary Employee benefit Expenses Recognition Reputation Responsibility Sense of achievement Praise Thanks Stimuli

Equity Theory
Equity Theory consists of four propositions: Individuals seek to maximize their outcomes (where outcomes are defined as rewards minus costs) Systems of equity will evolve within groups, and members will attempt to induce other members to accept and adhere to these systems. The only way groups can induce members to equitably behave is by making it more profitable to behave equitably than inequitably.
When individuals find themselves participating in inequitable relationships, they become distressed. The more inequitable the relationship, the more distress individuals feel. According to equity theory, both the person who gets too much and the person who gets too little feel distressed. The person who gets too much may feel guilt or shame. The person who gets too little may feel angry or humiliated. Individuals who perceive that they are in an inequitable relationship attempt to eliminate their distress by restoring equity. The greater the inequity, the more distress people feel and the more they try to restore equity.

Expectancy Theory

Expectancy Theory
Environment

Effort
Effort- toPerformance Expectancy A

Performance

Outcomes

Ability

Performance -to-outcome expectancy B

Valence of Outcomes C

Motivation = A * B * C

Students Example

The Porter-Lawler Extension

Behavior Modification ( Reinforcement

Theory)
Behavior is followed by an event that affects the

probability that the behavior is repeated 1. Positive Reinforcement Reward to repeat desired behavior 2. Negative Reinforcement or Avoidance Ignore to repeat desired behavior 3. Punishment - Punish to decrease probability of repeating undesired behavior 4. Extinction Ignore to decrease probability of repeating undesired behavior