Motivation in Organization 2

MOTIVATION IN MOTIVATION IN ORGANIZATIONORGANIZATION

MOTIVATIONMOTIVATION

““Motivation refers to the force that cause Motivation refers to the force that cause people to behave in a certain way.”people to behave in a certain way.”

*(Psychological) forces acting on a person that initiate (begin) and direct behavior

REWARDSREWARDS

INSTRINSIC REWARDSINSTRINSIC REWARDS

The satisfaction received in the process of The satisfaction received in the process of performing an action.performing an action.

Completion of complex task may give Completion of complex task may give pleasant feelings or solving a problem that pleasant feelings or solving a problem that benefits other may fulfill person’s mission.benefits other may fulfill person’s mission.

EXTRINSIC REWARDEXTRINSIC REWARD

A reward given by another person.A reward given by another person.

PromotionPromotion

Pay increasePay increase

A SIMPLE MODEL OF MOTIVATIONA SIMPLE MODEL OF MOTIVATION

NEED creates desire to fulfill needs

BEHAVIORSResult in action to fulfill needs

REWARDS Intrinsic or extrinsic

rewards

FEED BACKReward inform person

that the behavior was

good and used again

FOUNDATION OF MOTIVATIONFOUNDATION OF MOTIVATION

Different perspective to motivate employeesDifferent perspective to motivate employees

TRADITIONAL APPROACHTRADITIONAL APPROACH HUMAN RELATION APPROACHHUMAN RELATION APPROACH HUMAN RESOURCES APPROACHESHUMAN RESOURCES APPROACHES CONTEMPORARY APPROACHESCONTEMPORARY APPROACHES

TRADITIONAL APPROACHTRADITIONAL APPROACH

According to F,Taylor ,Money is only one factor to motivate employees

People would work harder for higher pay

work is inherently unpleasant for most people and the money they earn is more important to employees than is the nature of the job they are performing.

HUMAN RELATION APPROACHHUMAN RELATION APPROACH

Worker were treated as people Alton Mayo called the father of human

relation the need for belongingness and the need to

feel useful are more important than money in motivating employees.

HUMAN RESOURCES APPROACHES Employees are complex and motivated by

many factors. people want to contribute to organizational

effectiveness and are able to make genuine contributions. The organization's responsibility is to create a work environment that makes full use of available human resources.

CONTEMPORARY APPROACHES The most recent theories

CONTENT THEORIES PROCESS THEORIES REINFORCEMENT THEORIES

CONTENT THEORIESA group of theories that emphasize the needs

that motivate people.

Emphasize the needs that motivate people. Specify the kinds of needs people have and

the conditions under which the need will motivate employee performance.

Concerned with "WHAT" motivates individuals.

What outcomes is the individual motivated to obtain from a job & organization

HIERARCHY OF NEEDS THEORYHIERARCHY OF NEEDS THEORY

A content theory that proposes that people are motivated by five categories. that exist in a

hierarchical order..

According to Maslow, lower needs take priority. They must be fulfilled before the others are activated.

Lower need take priority they must be fulfilled before next level need activated.

Needs satisfied in sequences.

Copyright © 2002 by SouthCopyright © 2002 by South--WesternWestern 77——1414

Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs

Egoand Esteem

SelfActualization

Social

Safety and Security

Physiological and Survival

FIGURE 7FIGURE 7––22Source: Based on A. H. Maslow. 1943. A theory of human motivation. Psychological Bulletin 50:370–396.

PHYSIOLOGICAL NEEDPHYSIOLOGICAL NEED

OFF THE JOB FOOD WATER OXYGEN, CONSTANT BODY

TEMPERATURE SLEEP

ON THE JOB SALARY

SAFTETY NEEDSAFTETY NEED

OF THE JOBOF THE JOB FREEDOM FROM

WAR POLLUTION VIOLENCE FEEL SAFE SECURE STABLE

ON THE JOBON THE JOB WORK SAFETY, JOB SECURITY HEALTH

INSURANCE FINANCIAL

RESERVES FRINGE BENEFIT

BELONGINGNESS OR SOCIAL NEED

OFF THE JOB

FAMILY, FRIENDS CLUBS NEED TO LOVE AND

BE LOVED,

TO BELONG AND BE ACCEPTED;

NEED TO AVOID LONELINESS

ON THE JOB

WORK GROUP CLIENT COWORKER SUPERVISORS

ESTEEM NEEDSESTEEM NEEDS

OFF THE JOB

APPROVAL OF FAMILY, FRIENDS, COMMUNITY

NEED FOR RECOGNITION AND RESPECT FROM OTHERS..

ON THE JOB RECOGNITION , HIGH STATUS, RESPONSIBILITIES ACHIEVEMENT, COMPETENCE, INDEPENDENCE REPUTATION RECOGNITION

self-actualizationself-actualization

OFF THE JOB EDUCATION, RELIGION , HOBBIES, PERSONAL GROWTH NEED TO LIVE UP TO

ONE'S FULLEST AND UNIQUE POTENTIAL

ON THE JOB TRAINING, ADVANCEMENT, GROWTH, CREATIVITY

ERG THEORYERG THEORY

Clayton Alderfer proposed a modification of Maslow’s theory

“ “ a modification of the needs hierarchy theory that proposes three categories of needs.”.”

EXISTENCE: needs for physical well-being RELATEDNESS: needs for satisfactory

relationship with others. GROWTH: : development of personal growth


Alderfer’s ERG TheoryAlderfer’s ERG Theory

Growth Needs1. Internal Self-Esteem Needs2. Self-Actualization Needs

Relatedness Needs1. Social Needs2. Social Esteem Needs3. Interpersonal Safety Needs

Existence Needs1. Physiological Needs2. Material Safety Needs

FIGURE 7FIGURE 7––33


SatisfyingSatisfyingExistence, Existence, Relatedness, Relatedness, and Growth and Growth NeedsNeeds

Existence Opportunities• Heat • Air Conditioning • Clean Air• Lighting • Rest Rooms • Drinking Water• Base Salary • Cafeteria • Safe Conditions• Insurance • Job Security • No Layoffs• Retirement • Health Programs • Time Off

Relatedness Opportunities• Friendship • Quality Supervision• Interpersonal Security • Work Teams• Athletic Teams • Social Events• Social Recognition • Merit Pay

Growth Opportunities• Challenging Job • Autonomy• Creativity • Interesting Work• Organizational Advancement • Achievement• Responsibility • Participation

FIGURE 7FIGURE 7––44

ERG THEORYERG THEORY

Differences between ERG & Maslow'sDifferences between ERG & Maslow's not a rigid hierarchy; does not assume a not a rigid hierarchy; does not assume a

lower levels must be filled before one lower levels must be filled before one moves to a higher level moves to a higher level

· if higher level needs are ungratified, it · if higher level needs are ungratified, it will increase desire for gratification of will increase desire for gratification of lower level needs. lower level needs.

ERG THEORYERG THEORY Frustration-Regression Principle Failure to meet a higher-order need may trigger a

regression to an already fulfilled lower-order need

if needs remain unsatisfied at some high level, the individual will become frustrated, regress to a lower level, and begin to pursue lower-level needs again.

Example: Worker who cannot fulfill a need for personal growth may revert to a lower-order social need and redirect efforts toward making money.

TWO FACTOR THEORYTWO FACTOR THEORY

-The dual-structure approach was -The dual-structure approach was developed by Frederick Herzberg and is developed by Frederick Herzberg and is often referred to as the two-factor theory often referred to as the two-factor theory

He believed that two entirely separate He believed that two entirely separate dimension contribute to an employee’s dimension contribute to an employee’s behavior at workbehavior at work

Hygiene factors:Hygiene factors: MotivatorsMotivators

TWO FACTOR THEORYTWO FACTOR THEORYHygiene FactorsHygiene Factors · Usually associated with negative · Usually associated with negative

feelings of job and related more to feelings of job and related more to environment in which the job is environment in which the job is performed. performed.

the job context, which results in the job context, which results in dissatisfaction among employeesdissatisfaction among employees

E.G: working condition, pay ,company, E.G: working condition, pay ,company, policies, interpersonal relationshippolicies, interpersonal relationship

TWO FACTOR THEORYTWO FACTOR THEORYMotivatorsMotivators · work itself recognition, responsibility, · work itself recognition, responsibility,

advancement advancement

· positive feeling about the job and · positive feeling about the job and content of job. Lasting achievement content of job. Lasting achievement directly related to job, largely internaldirectly related to job, largely internal

.E.G: achievement, recognition,.E.G: achievement, recognition, responsibility, opportunity for growth,responsibility, opportunity for growth,

Acquired Needs TheoryAcquired Needs TheoryDavid McClellandDavid McClelland

People motivated according to strength People motivated according to strength of their desire either to perform in of their desire either to perform in terms of a standard of excellence or to terms of a standard of excellence or to succeed in competitive situationsucceed in competitive situation

certain types of needs are acquired certain types of needs are acquired during individual’s lifetime.during individual’s lifetime.

People are not born with these needs People are not born with these needs but learn through environment and life but learn through environment and life experiences,experiences,

Acquired Needs TheoryAcquired Needs Theory

Need for AchievementNeed for Achievement To accomplish something difficultTo accomplish something difficult Attract high standard of successAttract high standard of success Solving complex problemsSolving complex problems Caring out a challenging assignment Caring out a challenging assignment

successfullysuccessfully Developing a better way to do somethingDeveloping a better way to do something


Need for AffiliationNeed for Affiliation Being like by many peopleBeing like by many people Form close personal relation shipForm close personal relation ship Participating in pleasant social activitiesParticipating in pleasant social activities Avoiding conflictAvoiding conflict Working with friendly and cooperative Working with friendly and cooperative

people.people.


Need for PowerNeed for Power Desire to Influence and control others. Desire to Influence and control others. Being in a position of authority over othersBeing in a position of authority over others Defeating an opponent or enemyDefeating an opponent or enemy be responsible for othersbe responsible for others

Adams' Equity Theory How fairly you think you are being How fairly you think you are being

treated in comparison with peers; treated in comparison with peers; motivation results from a comparison motivation results from a comparison of the inputs one invests in a job and of the inputs one invests in a job and outcomes received in comparison with outcomes received in comparison with the inputs and outputs of another the inputs and outputs of another person or group. person or group.

· Compare effort and rewards with · Compare effort and rewards with those of others in similar situations those of others in similar situations

Adams' Equity Theory Equity is an individual's beliefs that he or she is

being treated fairly relative to the treatment of others.

The single most important thing to remember about equity theory is that if rewards are to motivate employees, they must be perceived as being equitable and fair.

a. Equity exist when persons perceives they being

treated equally or fairly when compared to others who behave in a similar way.

The most common reaction towards inequity

CHANGE INPUT Person may choose it increase or decrease his or her input to

organization. E.G: increase absenteeism

CHANGE OUT COME A person may change his or her out come

E.g. ask more salary

DISTROT PERCEPTION Change the perception OF Equity as if unable to change the inputs or

out puts

LEAVE THE JOB May decided to leave the job.

EXPECTANCY THEORY

Motivation depends on individuals' expectations about their ability to perform

tasks and receive desired rewards

motivation is based on how much we want something and how likely we think we are to get

it.

Based on a relationship between effort performance outcomes

Based on a relationship between

EXPECTANCY THEORY

E P E P Effort-to-performance expectancy

Is the individual's perception of the probability that effort will lead to high performance.

This expectancy lead individual must have ability previous experience and opportunity to perform being a strong belief that effort will lead to high performance.

EXPECTANCY THEORY

P O Performance-to-outcome expectancy

is is the individual's perception that performance will lead to a desire outcome.

If P O is high high individual will be highly motivated.

EXPECTANCY THEORY

Valance Valance

refers to value person attaches to various outcomes that result. Which

outcomes are preferred

OR

Value or attraction an individual has for an outcome.

REINFORCEMENT THEORIES

a motivation theory based on the relationship b/w a given behavior and

its out comes.

Reinforcement any thing that cause a given behavior to

be repeated or inhibited

REINFORCEMENTREINFORCEMENT TOOLS TOOLS

BEHAVIOR MODIFICATION a set of techniques by which the reinforcement

theory is used to modify human behavior

Law of effectThe assumption that behavior which is positively

reinforced tends to be repeated

And not reinforced tends not to be repeated.


Positive reinforcement is a reward or a positive outcome after a desired

behavior is performed; it serves to strengthen behavior.

Avoidance learning or Negative reinforcement

occurs when the individual chooses a behavior to avoid unpleasant consequences; it can strengthen desired behavior. .


Punishment

is unpleasant consequences used to weaken undesired behavior.

Extinction

is ending undesired behavior by ignoring and not reinforcing

SCHEDULE OF REINFORCEMENT

The frequency with which and intervals over which reinforcement occurs.

CONTINUOUS REINFORCEMENT:

A schedule in which every occurrence of the desires behavior is reinforced.

PARTIAL REINFORCEMENT:A schedule in which only some occurrences or

desired behavior are reinforcement

PARTIAL REINFORCEMENTPARTIAL REINFORCEMENT

A fixed-interval schedule

provides reinforcement at fixed intervals of time, regardless of behavior.E.G weekly pay check

A variable-interval schedule provides reinforcement at varying time

intervals E.G. appraisal awards given at random times

PARTIAL REINFORCEMENTPARTIAL REINFORCEMENT

A fixed-ratio schedule gives reinforcement after a fixed number of

behaviors, regardless of the time E.G piece rate pay system

A variable-ratio schedule

varies the number of behaviors needed for each reinforcement and is the most powerful schedule for maintaining desired behaviors. E.G sales bonus randomly

JOB DESIGN FOR MOTIVATION

JOB DESIGN

The application of motivational theories to the structure of work for improving

productivity and satisfaction.

APPROACHES TO JOB DESIGN FOR MOTIVATION

JOB SIMPLIFICATIONA job design whose purpose is it improve task

efficiency by reducing the number of tasks a single person must per form

JOB ROTATIONA job design that systematically moves employees

from one job to another to provide hem with variety and stimulation..

APPROACHES TO JOB DESIGN FOR MOTIVATION

JOB ENLARGEMENTA job design that combines a series of task into one new , broader job to give employees variety

and challenges.. JOB ENRICHMENT

A job design that incorporates achievement, recognition and other high level motivation

into work..

JOB CHARACTERISTICS MODELA model of job design that comprises core job

dimension ,critical psychological states and employees growth need strength..

WORK DESIGN

The altering to increase both the quality of employees work experiences and

their productivity

Motivation in Organization 2

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