MOTIVATION. Defined as the psychological forces within a person that : determine 1 Intensity The...
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Transcript of MOTIVATION. Defined as the psychological forces within a person that : determine 1 Intensity The...
MOTIVATIONMOTIVATION
Defined as theDefined as the psychological forcespsychological forces within a person that :within a person that :
determinedetermine 1 1 Intensity Intensity The effort of how hard people workThe effort of how hard people work
2 2 Direction Direction Of business in an OrganizationOf business in an Organization
3 3 Persistence Persistence How long one can maintain the effort.How long one can maintain the effort.
Intrinsic motivationIntrinsic motivation: Behavior performed for it’s own sake.: Behavior performed for it’s own sake.
: Motivation comes from perform the work: Motivation comes from perform the work
Extrinsic MotivationExtrinsic Motivation: Behavior performed to acquire : Behavior performed to acquire rewards.rewards.
Motivation source is the consequence of an actionMotivation source is the consequence of an action
OUTCOMES & INPUTSOUTCOMES & INPUTS Regardless of the source of motivation, people seek Regardless of the source of motivation, people seek
outcomesoutcomes
OutcomeOutcome: Any thing a person gets from a job: Any thing a person gets from a job
Organizations hire workers to obtain inputsOrganizations hire workers to obtain inputs
Inputs Inputs Any thing a person contributes to his jobAny thing a person contributes to his job
eg. Skills. Knowledge , work-behavioreg. Skills. Knowledge , work-behavior
Manager thus use outcomes to motivate workers to Manager thus use outcomes to motivate workers to provide inputsprovide inputs
Motivation EquationMotivation Equation
Inputs from Organization Members—Time, Effort, Skills,Education, knowledge,Work-Behavior
PerformanceContribute to OrganizationalEfficiency,Effectiveness &Attain goals
Outcomes received by members.Job security, BenefitsVacations
Need TheoryNeed Theory
People are motivated to obtain outcomes at work to People are motivated to obtain outcomes at work to satisfy their needs.satisfy their needs.
A need is a requirement for survivalA need is a requirement for survival To motivate a personTo motivate a person
--- --- Managers must determine what needs workers Managers must determine what needs workers want satisfiedwant satisfied
--- Ensure that a person receives the outcomes when --- Ensure that a person receives the outcomes when performing well.performing well.
There are several needs theories:There are several needs theories: Maslow’s hierarchy of needsMaslow’s hierarchy of needs Alderfer’s ERGAlderfer’s ERG
Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs
E X H I B I T 6-1
Hierarchy of NeedsHierarchy of Needs
Need LevelNeed Level DescriptionDescription ExamplesExamples
Self Self ActualizationActualization
Realize one’s full Realize one’s full potentialpotential
Use abilities to the Use abilities to the fullestfullest
EsteemEsteem Feel good about Feel good about ones selfones self
Promotions & Promotions & RecognitionsRecognitions
BelongingnessBelongingness Social interaction, Social interaction, lovelove
Interpersonal Interpersonal relationrelation
SafetySafety Security, StabilitySecurity, Stability Job security, Job security, health, insurancehealth, insurance
PhysiologicalPhysiological Food, shelter etc.Food, shelter etc. Basic pay levelsBasic pay levels
Theory X and Theory Y (Douglas McGregor)Theory X and Theory Y (Douglas McGregor)
Two-Factor Theory (Frederick Herzberg)Two-Factor Theory (Frederick Herzberg)
CompaComparison rison
of of SatisfieSatisfiers and rs and DissatiDissatisfierssfiers
E X H I B I T 6-3
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 SatisfactionContrasting Views of Satisfactionand Dissatisfactionand Dissatisfaction
E X H I B I T 6-4
Presence Absence
ERG Theory (Clayton Alderfer)ERG Theory (Clayton Alderfer)
Core Needs
Existence: provision of basic material requirements.
Relatedness: desire for relationships.
Growth: desire for personal development.
Core Needs
Existence: provision of basic material requirements.
Relatedness: desire for relationships.
Growth: desire for personal development.
Concepts:
More than one need can be operative at the same time.
If a higher-level need cannot be fulfilled, the desire to satisfy a lower-level need increases.
Concepts:
More than one need can be operative at the same time.
If a higher-level need cannot be fulfilled, the desire to satisfy a lower-level need increases.
Alderfer’s ERGAlderfer’s ERG
GrowthGrowth Self -Self -developmentdevelopmentCreative Creative workwork
Work Work continually continually improves improves skillsskills
RelatednessRelatedness Interpersonal Interpersonal relations, relations, feelingsfeelings
Good Good relations,relations,
Feed backFeed back
ExistenceExistence Food, shelter Food, shelter etcetc
Basic pay Basic pay level to buy level to buy itemsitems
lowest
Highest
Motivation – Hygiene TheoryMotivation – Hygiene Theory
Focuses on outcomes that can lead to high Focuses on outcomes that can lead to high motivation, job satisfaction & those that can motivation, job satisfaction & those that can prevent dissatisfaction.prevent dissatisfaction.
Motivator needs Motivator needs Related to nature of the work & how Related to nature of the work & how challenging it ischallenging it is
-- Outcomes are autonomy, responsibility , interesting work-- Outcomes are autonomy, responsibility , interesting work Hygiene NeedsHygiene Needs Relate to the physical and psychological Relate to the physical and psychological
context of the workcontext of the work
-- Refers to a good work environment, pay , job security-- Refers to a good work environment, pay , job security
-- When hygiene not met , workers are dissatisfied -- When hygiene not met , workers are dissatisfied
David McClelland’s Theory of NeedsDavid McClelland’s Theory of Needs
nAch
nPow
nAff
Matching Achievers and Matching Achievers and JobsJobs
E X H I B I T 6-5
Cognitive Evaluation TheoryCognitive Evaluation Theory
Goal-Setting Theory (Edwin Locke)Goal-Setting Theory (Edwin Locke)
Reinforcement Reinforcement Theory (Carrot & stick theory)Theory (Carrot & stick theory)
Concepts:
Behavior is environmentally caused.
Behavior can be modified (reinforced) by providing (controlling) consequences.
Reinforced behavior tends to be repeated.
Concepts:
Behavior is environmentally caused.
Behavior can be modified (reinforced) by providing (controlling) consequences.
Reinforced behavior tends to be repeated.
Equity theoryEquity theory
Distributive JusticeDistributive Justice
(perceived fairness of (perceived fairness of
outcome)outcome)
Procedural JusticeProcedural Justice
(Perceived fairness of process(Perceived fairness of process
Used to determine outcome)Used to determine outcome)
InteractionalInteractional Justice Justice
(Perceived degree to which one is (Perceived degree to which one is
Treated with dignity & respect) Treated with dignity & respect)
Organizational Justice
(Overall perception of what is fair in the
Workplace)
Expectancy TheoryExpectancy Theory
E X H I B I T 6-8
Motivation - ApplicationsMotivation - Applications
1)1)Motivating by Job DesignMotivating by Job Design: The Job characteristics model: The Job characteristics model Skill varietySkill variety Task identityTask identity Task significanceTask significance AutonomyAutonomy FeedbackFeedback
How can Jobs be redesigned?How can Jobs be redesigned? Job rotationJob rotation Job enlargementJob enlargement Job enrichmentJob enrichment
Alternative Work ArrangementsAlternative Work Arrangements Flexi timeFlexi time Job sharingJob sharing TelecommutingTelecommuting
Ability & OpportunityAbility & Opportunity
2) 2) Employee involvementEmployee involvementExamples: - Participative ManagementExamples: - Participative Management
- Representative Participation- Representative Participation
- Quality Circles- Quality Circles
3) 3) Using Rewards to Motivate EmployeesUsing Rewards to Motivate Employees What to PayWhat to Pay How to Pay: - Piece - Rate PayHow to Pay: - Piece - Rate Pay - Merit - Based pay- Merit - Based pay - Bonuses- Bonuses - Skill – Based Pay- Skill – Based Pay - Profit-Sharing Plans- Profit-Sharing Plans - Gain sharing- Gain sharing - Employee Stock ownership Plans- Employee Stock ownership Plans Flexible BenefitsFlexible Benefits Intrinsic Rewards Intrinsic Rewards