Motivation

Defining Motivation

Key Elements Key Elements 1. Intensity: how hard aaperson tries 1. Intensity: how hard person tries 2. Direction: toward beneficial goal 2. Direction: toward beneficial goal 3. Persistence: how long aaperson tries 3. Persistence: how long person tries

Why Motivation?
Employee performance depends on motivation to perform.
Motivation leads to good performance when it is accompanied by
ability, skills, equipment, supplies, and time.

Relationship between Motivation and Performance that Motivation: Gives people incentives

cause them to act in desired ways. The objective of motivating employees is to lead them to perform in ways that meet the goals of the department and the organization. Because supervisors are largely evaluated on the basis of how well their group as a whole performs, motivation is an important skill for supervisors to acquire.

Approaches of Motivation
Approach
Classical Human Relations

Central Idea
People can be controlled like machines People are human beings with social and emotional needs Motivation and behaviour is complex. Also recognition that the preceding two approaches are too extreme and do not take into account synergy

Systems

Evolution of Motivation Theories

Stage I Stage II Stage III Content Theories Process Theories Expectancy Theory

 Content Theories
Content theories of motivation attempt to identify what things motivate people.
Maslows hierarchy of needs, McClellands theory of achievement, power, and affiliation needs, and Herzbergs two-factor theory of motivation are explained.

 Process theories look at the process of motivation rather than specific motivators.
Included are
Vrooms expectancy-valence theory, and Skinners reinforcement theory.

Theory X and Theory Y (Douglas McGregor)

Maslow s Hierarchy of Needs

Maslow assumes that what motivates people is unmet needs. According to Maslow, the needs that motivate people fall into five basic categories:
physiological needs (the most basic need), security needs, social needs, esteem needs, and self-actualization needs (the highest-level need).

Need Hierarchy Theory

Higher-order needs Selfactualization needs Esteem needs Social needs Safety needs Physiological needs Lower-order needs

McClellands AchievementPower-Affiliation Theory

This motivation theory is based on the assumption that through life experiences, people develop various needs.
The three needs include:

(1)

The need for achievement

the desire to do something better than it has been done before.

(2) The need for power

the desire to control, influence, or be responsible for other people.

(3) The need for affiliation

the desire to maintain close and friendly personal relationships.

 People have all of these needs to some extent. The relative strength of the needs influences what will motivate a person.

Two-Factor Theory (Frederick Herzberg)

Factors characterizing events on the job that led to extreme job dissatisfaction

Factors characterizing events on the job that led to extreme job satisfaction

Comparison of Satisfiers and Dissatisfiers

Vroom s ExpectancyValence Theory

This theory assumes that people act as they do to satisfy needs they feel. He sets out to explain what determines the intensity of peoples motivation.

 He explains that motivation depends on two things:

(1) Valence
the value a person places on the outcome of a particular behavior.

(2) Expectancy
the perceived probability that the behavior will lead to the outcome.

 The strength of motivation equals the perceived value of the outcome times the perceived probability of the behavior resulting in the outcome.
In other words, people are most motivated to seek results they value highly and think they can achieve.

 This theory is based on employees perceptions of rewards and whether they are able to achieve those rewards.
It is important to note that employees may place different values on rewards and their ability to achieve the outcome than does the supervisor. Supervisors need to determine from the employees what is rewarding and what is possible to achieve.

Overview of Expectancy Theory

Effort

Performance

Reward

Expectancy

Instrumentality

Valence of reward

MOTIVATION
Abilities and traits Role perceptions and opportunities

JOB PERFORMANCE

Equity Theory: A Summary and Example

INEQUITABLE RELATIONSHIP
Andy is overpaid compared to Bill Andys outcomes ($30,000/year) Andys inputs (40 hour/week) Andy feels guilty Andy is equitably paid compared to Bill Andys outcomes ($30,000/year) Andys inputs (40 hour/week)

Bill is underpaid compared to Andy Bills outcomes ($25,000/year) Bills inputs (40 hours/week) Bill feels angry

EQUITABLE RELATIONSHIP

Bill is equitably paid compared to Andy Bills outcomes ($30,000/year) Bills inputs (40 hours/week)

Andy feels satisfied

Bill feels satisfied

Goal-Setting Theory (Edwin Locke)

Goal Setting: Some Impressive Effects

Goal level 94

100 90 80 70 60 50
Performance at the goal level was sustained seven years after the goal was first set

Percentage of Maximum Weight Carried on Each Trip

There was a dramatic improvement in performance after a goal was set

1 2 3 4 5 6 7 8 9 10 11 12
Before goal After Goal

Seven Years Later

Four-Week Periods

ERG Theory (Clayton Alderfer)

Concepts: Concepts: More than one need can be More than one need can be operative at the same time. operative at the same time. IfIfaahigher-level need cannot higher-level need cannot be fulfilled, the desire to be fulfilled, the desire to satisfy aalower-level need satisfy lower-level need increases. increases.

Core Needs Core Needs Existence: provision of basic Existence: provision of basic material requirements. material requirements. Relatedness: desire for Relatedness: desire for relationships. relationships. Growth: desire for personal Growth: desire for personal development. development.

Cognitive Evaluation Theory

Reinforcement Theory

Concepts: Concepts: Behavior is environmentally caused. Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) Behavior can be modified (reinforced) by providing (controlling) consequences. consequences. Reinforced behavior tends to be repeated. Reinforced behavior tends to be repeated.

Flow and Intrinsic Motivation Theory

 Employees are intrinsically motivated when rewards an employee gets from work result from:
Choice the ability to freely self-select and perform task activities. Competence the sense of accomplishment from skillfully performing chosen tasks or activities. Meaningfulness pursuing a task that matters in the larger scheme of things. Progress the feeling of significant advancement in achieving the tasks purpose.

Ken Thomass Model of Intrinsic Motivation

Expectancy Theory

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Performance Dimensions

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