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Motivation is a psychological process that causes the arousal, direction, and persistence of voluntary actions that are goal directed.
Need, Drive
Goal
Motivation is internal. A single motive can lead to many. Different motives may result in a single behaviour. Motives come and go. Motives interact with the evironment.
that leads to
Choice of behavior
that results in
Needs or expectations
Result in
To Achieve
Desired Goals
Feedback
fulfillments
Which Provides
Need theories
Expectancy theory Maslows Hierarchy of Needs Theory E.R.G. Theory McClellands Achievement Motivation Theory Herzbergs Motivator-Hygiene Theory
Selfactualization
Safety
Physiological
Five groups of basic needs Healthy adults try to satisfy these needs So basic that they motivate behavior in many cultures
Physiological needs: basic requirements of the human body; food, water, sleep, sex Safety needs: desires of a person to be protected from physical and economic harm Belongingness and love needs (social): desire to give and receive affection; be in the company of others
Maslow: . . . the desire to become more and more what one is, to become everything that one is capable of becoming.
Dislike work will avoid it Theory Y Assumptions Must be coerced, controlled, Do not dislike work directed, or threatened with Self direction and self punishment control Prefer direction, avoid Seek responsibility responsibility, little Imagination, creativity ambition, want security
Theory X Manager: A manager who believes that people are basically lazy and that coercion and threats of punishment often are necessary to get them to work. Theory Y Manager: A manager who believes that under the right conditions people will work hard and will seek increased responsibility and challenge.
1.
2. 3. 4. 5.
Long-Term Employment Collective Decision-making Individual Responsibility Slow Evaluation/ Promotion Implicit Informal Control with Explicit, Formalized Control Specialized Career Path Holistic Concern for Employees
10-14
6. 7.
Theory Z Manager: A manager who believes that workers seek opportunities to participate in management and are motivated by teamwork and responsibility sharing.
Combination of Theory Y and Japanese management techniques Emphasizes mutual commitment between the organization and the employee Theory developed by William Ouchi
Growth
Relatedness
Existence
Existence needs: physical and material wants Relatedness needs: desires for interpersonal relationships Growth needs: desires to be creative and productive; to use ones skills
Both similar to and different from Maslow's need hierarchy Satisfied and unsatisfied needs operate in much the same way Movement upward is the same Movement downward is new
Salary?
Emphasized the Need for Achievement, although they investigated all three needs
Assumptions:
If performance results in equitable and fair rewards, people will be more satisfied. High performance can lead to rewards and high satisfaction.
Types of rewards:
Extrinsic rewards are outcomes set and awarded by external parties (e.g., pay and promotions). Intrinsic rewards are outcomes internal to the individual (e.g., selfesteem and feelings of accomplishment).
Determine the outcomes employees value. Identify good performance so appropriate behaviors can be rewarded. Make sure employees can achieve targeted performance levels. Link desired outcomes to targeted levels of performance. Make sure changes in outcomes are large enough to motivate high effort. Monitor the reward system for inequities.
Reward people for desired performance, and do not keep pay decisions secret. Design challenging jobs. Tie some rewards to group accomplishments to build teamwork and encourage cooperation. Reward managers for creating, monitoring, and maintaining expectancies, instrumentalities, and oucomes that lead to high effort and goal attainment. Monitor employee motivation through interviews or anonymous questionnaires. Accommodate individual differences by building flexibility into the motivation program.
Utilitarian analysis
Total effects of the manager's efforts Do they produce a widespread net positive benefit for the organization?
Rights and justice analysis: Employees' rights to know their managers intent
Ethical egoism
It is right for a manager to affect behavior because it meets the manager's interests Interests include units work performance and the manager's career