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Organizational Behaviour
Motivation
Overview
The study of motivation is complex. It is a significant study for managers because employees when motivated are stimulated to achieve organizational goals. Employees who are motivated remain focus in a systematic way. Without a knowledge of motivation managers are in danger of guiding the behaviour of subordinates and make mistakes towards the desired outcomes of the organization.
Motivation
What makes motivation a complex study is the fact that it takes different approaches to motivate an employee. In addressing what it takes to motivate an employee, we need to examine the following:
Meeting the basic needs. Designing jobs that motivate employees. Creating the belief that desired goals can be achieved. Treating people equitably.
Objective
Unsatisfied need
Tension
Drivers
Search behaviour
Satisfied need
An unsatisfied need creates tension that stimulates the drive within an individual to generate a search behaviour to fins particular goals, if attained, will satisfy the need and reduce the tension (Robbins and Decenzo, 2004 p.280).
Definition of motivation
Motivation represents forces acting within a person the causes a person to behave in a specific, goal-directed manner (Slocum and Hellriegel, 2007 p.392). The arousal, direction, and persistence of behaviour (Daft 2005 p.588). The willingness to exert high levels of effort to reach organizational goals, conditioned by the efforts ability to satisfy some individual need (Robbins and Decenzo, 2004 p. 279).
Motivation
Content theories
Process theories
A category of theories that explain how employees select behaviours to meet their needs
Content Theories
Motivation Maslows hierarchy of needs Herzbergs Two-factor theory McClellands Acquire needs theory Alderfers ERG theory
Esteem
Social
Safety
Physiological
Satisfaction
No satisfaction
Motivation factors
Hygiene factors
No dissatisfaction dissatisfaction
Hygiene factors involve the presence or absence of job dissatisfiers. When the hygiene factors are present, the individual is not dissatisfied; however when they are absent the individual is dissatisfied. In any case hygiene factors to not motivate. Motivators are factors that influence satisfaction and consequently motivate the person from within as he or she achieve the higher-level needs of achievement, recognition, and personal growth.
Providing the hygiene factors will eliminate employee dissatisfaction bur will not motivate workers to high levels of achievement. Recognition, responsibility, and the opportunity to achieve personal growth will promote satisfaction and employee performance. The benefit of this theory has implication for the effect of company systems and job design (how work is arranged and how much employees control their work) on employee satisfaction and performance.
Process theories
Expectancy
Equity Theory
A process theory that focuses on individuals perception of how fairly they are treated relative to others. A situation that exists when the ratio of one persons outcome to input equals that of another person. Input an individuals contribution or effort Output what an individual receives from his or her contribution or effort
Consequences of inequity:
1. Change in inputs a person may choose to increase or decrease his or her inputs to the organization 2. Change outcomes a person may change his or her outcomes to restore equity. An unpaid person may request a salary increase or better working conditions. 3. Distort perceptions a person may mentally distort the situation to achieve a balance. 4. Leave the job a person may tenders his or her resignation of request a transfer to another department.
A process theory simply states that people are motivated to work when they believe that they can achieve things they want from their jobs. Such expectation depend on their ability to perform the task, given their effort and the attractiveness of the reward..
Expectancy theory
Expectancy Probability that effort will lead to desired performance
Individual effort
E P P O
Outcome
performance
Expectancy theory is base on a relationship between effort and performance. A great individual effort should lead to high performance, which should result in the desired out. If the outcomes that available from high effort and high performance and are not attractive, the individual motivation will be
Expectancy The probability that performance will produce the desired outcome
Recognize Individual Differences Match People to Jobs Motivation by Goal Setting Reward System for Behaviour Modification Reward based on Job status, Competency & Performance Check the System for Equity Motivation through Monetary Rewards Reward on Seniority MBO: Management by Objective Empowerment Job Design - Rotation, Job Enlargement and Job Enrichment