Motivation Theories. What Is Motivation? The intensity, direction, and persistence of effort a...
-
Upload
hubert-hensley -
Category
Documents
-
view
297 -
download
0
Transcript of Motivation Theories. What Is Motivation? The intensity, direction, and persistence of effort a...
What Is Motivation?
The intensity, direction, and persistence of effort a person shows in reaching a goal.
Motivators
• Intrinsic Motivators– A person’s internal desire to do something, due to
such things as interest, challenge, and personal satisfaction.
• Extrinsic Motivators– Motivation that comes from outside the person
and includes such things as pay, bonuses, and other tangible rewards.
Needs Theories of Motivation
– Individuals have needs that, when unsatisfied, will result in motivation
• Maslow’s Hierarchy of Needs Theory.• Motivation-Hygiene Theory • ERG Theory• McClelland’s Theory of Needs
Maslow’s Hierarchy of Needs
Physiological
Safety
Social
Esteem
Self-actualization
Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed. Copyright © 2010 Pearson Education Canada
Hygiene Factors and Motivators
Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed. Copyright © 2010 Pearson Education Canada
Alderfer’s ERG Theory
• Existence– Concerned with providing basic material existence
requirements.• Relatedness
– Desire for maintaining important interpersonal relationships.
• Growth– Intrinsic desire for personal development.
McClelland’s 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 power– The need to make others behave in a way that they would
not have behaved otherwise
• Need for affiliation– The desire for friendly and close interpersonal relationships
Process Theories of Motivation
• Look at the actual process of motivation
– Expectancy Theory– Goal-setting Theory– Equity Theory– Stimulus-Response Theory– Job Characteristics Model
Expectancy Relationships
• The theory focuses on three relationships:– Effort-Performance Relationship
• The perceived probability that exerting a given amount of effort will lead to performance
– Performance-Reward Relationship • The degree to which the individual believes that performing at a
particular level will lead to a desired outcome
– Rewards-Personal Goals Relationship • The degree to which organizational rewards satisfy an individual’s
personal goals or needs and are attractive to the individual.
How Does Expectancy Theory Work?
Expectancy
Effort Performance Link
E=0
No matter how much effort
I put in, probably not possible
to memorize the text in 24 hours
Instrumentality
Performance Rewards Link
I=0
My professor does not look
like someone who has $1 million
Valence
Rewards Personal Goals Link
V=1
There are a lot of wonderful things
I could do with $1 million
My professor offers me $1 million if I memorize the textbook by tomorrow morning.
Conclusion: Though I value the reward, I will not be motivated to do this task.
Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed. Copyright © 2010 Pearson Education Canada
Increasing Motivation With Expectancy Theory
Improving Expectancy
Improve the ability of the
individual to perform
• Make sure employees have skills
for the task
• Provide training
• Assign reasonable tasks and goals
Improving Instrumentality Improving Valence
Increase the individual ’ s belief that
performance will lead to reward
• Observe and recognize performance
• Deliver rewards as promised
• Indicate to employees how previous
good performance led to greater
rewards
Make sure that the reward is
meaningful to the individual
• Ask employees what rewards they
value
• Give rewards that are valued
Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed. Copyright © 2010 Pearson Education Canada
Goal-Setting Theory
• The theory that specific and difficult goals lead to higher performance.
– Goals tell an employee what needs to be done and how much effort will need to be expended.
– Specific hard goals produce a higher level of output than does the generalized goal of “do your best.”
Locke’s Model of Goal Setting
Regulating effort
Incr easing persistence
Encouraging the development
of strategies and action plans
Task
performance
Directing attention
Goals
motivate
by . . .
Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed. Copyright © 2010 Pearson Education Canada
Goals Should Be SMART
• For goals to be effective, they should be SMART:– Specific– Measurable– Attainable– Results Oriented– Time bound
Self-Efficiacy and Goal Setting
Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed. Copyright © 2010 Pearson Education Canada
Increasing Self-Efficacy• Enactive Mastery
– Gaining relevant experience.• Vicarious Modelling
– Confidence gained by seeing someone else perform the task.
• Verbal Persuasion– Confidence gained because someone convinces you that
you have the necessary skills to succeed.• Arousal
– An energized state can drive a person to complete the task.
Management by Objectives
– Specific goals– Participative decision-making– Explicit time period– Performance feedback
Feedback Schedules
Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed. Copyright © 2010 Pearson Education Canada
Organizational Justice
Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed. Copyright © 2010 Pearson Education Canada
Adams’ Equity Theory
Person 1
Inequity, underrewarded
Equity
Inequity, overrewarded
Ratio of Output to Input
Person 2
Person 1
Person 2
Person 1
Person 2
Person 1s Perception
Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed. Copyright © 2010 Pearson Education Canada