Page 1 Management excellence. Page 2 Section 5 Motivation- The Link To Productivity.

Management excellence

Section 5Section 5Section 5Section 5Motivation- The Motivation- The

Link To Link To ProductivityProductivity

Motivation- The Motivation- The Link To Link To

ProductivityProductivity

Motivation-The link to productivity

• Motivation definition.• Maslow’s Hierarchy of needs.• Alfred ERG theory.• Equity theory.• Expectancy theory.• Increasing motivation & performance.• Determinants of task performance.• Leader involvements and subordinate performance.• Three R strategy for modifying behavior.• Designing highly motivation job.• Model for motivation enhancements.

Motivation

• Definition: The set of forces that cause people to behave in certain ways.

• The Motivation Framework

Evaluation of need satisfaction

Search for Search for ways to satisfy ways to satisfy needneed

Determination of future needs and search/choice for need satisfaction

Choice of Choice of behavior to behavior to satisfy needsatisfy need

Unsatisfied Unsatisfied needneed

Maslow’s Hierarchy of Needs

Self-

actualization

Esteem

Belongingness

Security

PhysiologyFoodFood

AchievementAchievement

StatusStatus

FriendshipFriendship

StabilityStability

JobJob

FriendsFriends

PensionPension

BaseBase

NEEDSNEEDS

General ExamplesGeneral Examples Organizational ExamplesOrganizational Examples

Challenging jobChallenging job

titletitle

at workat work

planplan

salarysalary

Maslow’s Hierarchy of NeedsA Content Perspective

What factor or factors motivate peopleWeakness of Theory– Five levels of need are not always present– Order is not always the same– Cultural differences

Need’s Hierarchy in China…an example:

–Belonging–Physiological–Safety–Self actualizing in service to society

Need’s Hierarchy in China…an example:

–Belonging–Physiological–Safety–Self actualizing in service to society

Comparison of Satisfiers and Dissatisfiers

Achievement

Recognition

Work itself

Responsibility

Advancement

GrowthCompany policyand administration

Supervision

Relationship with supervisor

Work conditions

Salary

Relationship with peers

Personal life

Relationship with subordinates

Status

Security

20104050% 102030 30 40 50%0

Percentage of frequency

Factors characterizing 1,844 events on the job that led to extreme dissatisfaction

Factors characterizing 1,844 events on the job that led to extreme satisfaction

80% 60 40 20 0 20 40 60 80%Ratio and percentage

All factorscontributing to

job dissatisfaction

All factorscontributing tojob satisfaction

1969 HygieneHygiene

8131 MotivatorsMotivators

Alderfer’s ERG Theory

Satisfaction-ProgressionSatisfaction-Progression Frustration-RegressionFrustration-Regression

Growth NeedsGrowth Needs

Relatedness NeedsRelatedness Needs

Existence NeedsExistence Needs

Needs Theory

•Need for achievement - drive to excel

•Need for power - need to make others behave your way

•Need for affiliation - desire for friendly and close interpersonal relationships

Equity Theory

Individuals equate value of rewards to effort and compare it to other people.

Inputs/Outcomes Comparison of self with others

EquityEquity

InequityInequity

Motivation to maintain current Motivation to maintain current situationsituation

Ways to reduce inequityWays to reduce inequity• Change inputsChange inputs• Change outcomesChange outcomes• Alter perceptions of selfAlter perceptions of self• Alter perceptions of otherAlter perceptions of other• Leave situationLeave situation• Change comparisonsChange comparisons

outcomes(self)

inputs (self)==

outcomes (other)

inputs (other)

1. Diagnosing work performance problems

2. Enhancing individuals’ abilities

3. Fostering a motivating work environment

4. Elements of an effective motivation program

• Establish clear performance expectations• Remove obstacles to performance• Reinforce performance-enhancing behavior• Provide salient rewards• Use an equitable process• Provide timely rewards and accurate feedback

Increasing Motivation and Performance

Performance = Ability X Motivation

Ability = Aptitude X Training X Resources

Motivation = Desire X Commitment

Determinants of Task Performance

To Diagnose Poor Performance, Ask

How difficult are the assigned tasks?

How capable is the individual of doing the tasks?

How hard is the individual trying to do the tasks?

How much improvement is the individual making?

Leader Involvement & Subordinate Performance

Leader’s Involvement (How

much should I provide?)

Subordinates’ expectations

(How much help do they want?)

Task characteristics

(How much help is needed?)

Organizational structure and systems (How much help is

already available?)

Subordinate’s performance and

satisfaction

“3 R’s” Strategies for Modifying Behaviors

+

ReprimandReprimand ReinforceReinforceRedirectRedirect

DisciplineDiscipline RewardReward

- 0Unacceptable

BehaviorAcceptable Behavior

Exceptional Behavior

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