7. Motivation stu - Lecture notes 7 PDF

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Qantara K Khan...

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Motivation What Is Motivation? Motivation : The processes that account for an individual’s willingness to exert high levels of effort to reach a desired organizational goals, conditioned by the effort’s ability to satisfy some individual need is what Motivation is all about. Motivation refers to the process by which a person’s efforts are Energized, Directed & Sustained toward attaining a goal. The three key elements are :  Effort: A measure of intensity or drive  Direction: Toward organizational goals  Persistence – How long a person can maintain effort Motivation works best when individual needs are compatible with organizational goals. Importance of Motivation Motivation actually describes the level of desire employees feel to perform, regardless of the level of happiness. Employees who are adequately motivated to perform will be more productive, more engaged and feel more invested in their work. When employees feel these things, it helps them, and thereby their managers, be more successful. Morale   

An employee’s feelings about his or her job and superiors and about the firm itself, High morale results from the satisfaction of needs or as a result of the job and leads to dedication and loyalty, Low morale leads to shoddy work, absenteeism & high turnover rates.

The Motivation Process : Chk Book Six C’s of Motivation

CHALLENG ES

CONTRO L

CHOICES

Six C’s

CONSEQUENC ES 3 Major Types of Motivation Theories

COLLABORAT ION

CONSTRUCTING MEANING

One of the most important factors to achieving success with business is the ability to motivate your employees. A number of motivational theories have been developed over time, that can help you get the most out of your employees.  Content Theories of Motivation -- WHAT motivates us ?  Process Theories -- WHY & HOW motivation occurs ?  Reinforcement Theories --- HOW outcomes influence behaviors ? Work Motivation  Theories of Work Motivation  Internal (Content) Theories  Identify factors within an individual that  Energize,  Direct,  Sustain &  Stop Behavior.  External (Process) Theories  Describe how Personal and Situational (environmental) factors interact and influence each other to produce certain kinds of behavior. Theories of Motivation  Content Theories  Identify internal factors that influences motivation. Such as :  Maslow’s Need Hierarchy  Alderfer’s ERG  McClelland’s Need  Herzberg’s Motivator-Hygiene 

Process Theories  Identify the process by which internal factors and cognitions influence motivation. Such as :  Adam’s Equity  Vroom’s Expectancy  Goal Setting Theory Early Theories of Motivation Today although more valid explanations of motivation have been developed, still these early theories are important because they represent the foundation from which contemporary motivation theories were developed and because many practicing managers still use them.  Maslow’s Hierarchy of Needs Theory  Alderfer’s ERG (Existence, Relatedness & Growth)  McGregor’s Theory X and Theory Y  Herzberg’s Two-Factor Theory  McClelland’s Theory of Needs

Maslow’s Hierarchy of Needs Theory Needs were categorized as five levels

 Individuals must satisfy lower-order needs before they can satisfy higher order needs.  Satisfied needs will no longer motivate  Motivating a person depends on knowing at what level that person is on the hierarchy

Hierarchy of needs  Lower-order (external): Physiological, Safety  Higher-order (internal): Social, Esteem, Self-actualization Alderfer’s ERG Theory Alderfer collapses Maslow’s five levels into three. He says Growth needs strength is positively related to Growth need satisfaction. Alderfer sees a hierarchy only in terms of increasing abstractness. He recognizes Frustration Regression as well as Satisfaction Progression.

GROWTH

Relatednes s Existence

McGregor’s Theory X & Theory Y Theory X

Employees have little ambition, dislike work, avoid responsibility & require close supervision. Theory Y Employees can exercise self-direction, desire responsibility & like to work.

Motivation is maximized by participative decision making, interesting jobs & good group relations. Herzberg’s Motivation-hygiene Theory Job satisfaction & job dissatisfaction are created by different factors:  Hygiene Factors: Extrinsic (environmental) factors that create job dissatisfaction.  Motivators: Intrinsic (psychological) factors that create job satisfaction/

Attempted to explain why job satisfaction does not result in increased performance  The opposite of satisfaction is not dissatisfaction, but rather no satisfaction McClelland’s Theory of Needs This theory focuses on the three needs:

Need for Achievement: The drive to excel, to achieve in relation to a set of standards, to strive to succeed. Need for Affiliation: The desire for friendly & close interpersonal relationships. Need for Power: The need to make others behave in a way that they would not have behaved otherwise. Contemporary Theories of Motivation The theories we look at in this section represent current explanations of employee motivation. Although these theories may not be as well known as those we just discussed, they are sup- ported by research. These contemporary motivation approaches include:  Goal-setting theory,  Reinforcement theory,  Job design theory,  Equity theory,  Expectancy theory. Goal-setting Theory Goal setting involves establishing specific, measureable, achievable, realistic & time targeted goals. It is an effective tool for making progress because participants in a group / organization with a common goal are clearly aware of what is expected from them. * Goals are Public * Individual has internal focus on control * Self-set goals Specific

SelfEfficacy

Committed for Achieving

Goals Accepted

Motivation (intention to work towards goal)

Difficult

Participation in Setting Reinforcement Theory

National Culture

Higher Performance Plus Goal Achievement Self generated feedback on progress

Reinforcement theory says that behavior is a function of its consequences. Those consequences that immediately follow a behavior and increase the probability that the behavior will be repeated are called reinforcers.

Job Design Theory Job design refers to the way tasks are combined to form complete jobs. The jobs that people perform in an organization should be designed deliberately and thoughtfully to reflect the demands of the changing environment, the organization’s technology and employees’ skills, abilities, and preferences. When jobs are designed like that, employees are motivated to work hard.

Job Enrichment The Job Characteristics Approach

Social Information Processing Approach (SIPA)

Job Engineering Approaches to Job Design

Quality of Work Life (QWL)

Equity Theory The theory proposes that employees perceive what they get from a job situation (outcomes) in relation to what they put in (inputs) and then compare their inputs-outcomes ratio with the inputsoutcomes ratios of relevant others • If the ratios are perceived as equal then a state of equity (fairness) exists • If the ratios are perceived as unequal, inequity exists and the person feels under- or over-rewarded • When inequities occur, employees will attempt to do something to rebalance the ratios (seek justice)

Equity

Individual Rewards & Compensation Individual Expenditures & Efforts

= =

Comparison Rewards & Compensation Comparison Expenditure & Efforts

Low Equity Expectancy Theory Individuals act based on the expectation that a given outcome will follow and whether that outcome is attractive • Key to the theory is understanding and managing employee goals and the linkages among and between effort, performance, and rewards • Effort: employee abilities and training/development • Performance: valid appraisal systems • Rewards (goals): understanding employee needs

Current Issues in Motivation  Motivating in Tough Economic Circumstances  Cross-cultural Challenges Motivational programs are most applicable in cultures where individualism and quality of life are cultural characteristics  Motivating Unique Groups of Workers  Motivating a diverse workforce through flexibility.  Motivating Professionals  Motivating Contingent Workers.

 Motivating low-skilled, Minimum-Wage Employees  Designing Appropriate Rewards Programs  Open-book management  Employee recognition programs  Pay-for-performance...