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COURSE OBJECTIVES
COMPARE & CONTRAST MOTIVATION THEORIES APPLY MOTIVATION THEORY TO A BUSINESS SCENARIO
WORKSHOP STRUCTURE
Meaning of Motivation Primary /General/ Secondary Motives? Theories-Content Theories / Process Theories/ Contemporary Theories Motivation in a business context Motivation & Productivity Motivation of Performance through Job Design & Goal Setting/Job Enrichment/Task Design& Measuring Task Scope Job Redesign Application of Goal Setting to Organisational System Performance
Meaning of Motivation
Desires, Wants, Aims, Drives, motives,....It is the set of forces that lead people to behave in particular ways. Motivation is the process that starts with a psychological or physiological deficiency or need that activates a behavior or a drive that is aimed at a goal or incentive. The key to understanding the process of motivation lies in the meaning of, & relationship among needs , drives and incentives.
DEFINITION
PROCESS THAT ACCOUNTS FOR INDIVIDUALS INTENSITY, DIRECTION AND PERSISTENCE OF EFFORT TOWARDS ATTAINING A GOAL
FAVOURABLE?
Importance of Motivation
Motivation is important to organizations because in conjunction with ability and environment it determines performance. P=f(M, A, and E).
P-Performance. A-Ability. M-Motivation. E-Environment.
MOTIVES
PRIMARY- Human motives that are unlearned and
physiologically based- Seek to reduce tension or stimulation eg Hunger , pain , thirst
Defining Motivation
Key Elements 1. Intensity: how hard a person tries 2. Direction: toward beneficial goal 3. Persistence: how long a person tries
Defining Motivation
Key Elements 1. Intensity: how hard a person tries 2. Direction: toward beneficial goal 3. Persistence: how long a person tries
EXHIBIT
6-1
Maslows hierarchy of needs assumes that human needs are arranged in a hierarchy of importance. Can be categorized as deficiency needs -physiological, security and belongingness needs & Growth needsEsteem & Self Actualization. Beginning at the bottom each need level must be satisfied before the level above becomes important.
EXHIBIT
6-2
Factors characterizing events on the job that led to extreme job dissatisfaction
Factors characterizing events on the job that led to extreme job satisfaction
6-3
Presence
Absence
EXHIBIT
6-4
Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development.
If a higher-level need cannot be fulfilled, the desire to satisfy a lowerlevel need increases.
nPow
nAch
nAff
THEORY X THEORY Y
THEORY X
DISLIKE WORK DISLIKE RESPONSIBILITY MUST BE COERCED/CONTROLLED TO PERFORM PLACE ECURITY NEEDS ABOVE ALL FACTORS
THEORY Y
LIKE WORK SEEK RESPONSIBILITY CAN EXERCISE SELF DIRECTION ARE CREATIVE
UNDERSATNDING
APPROPRIATE ENVIRONMENT CONDITIONS ARE NECESSARY FOR A NEED TO BECOME MANIFEST
HYGIENE FACTORS
Company Policy & administration Supervision Salary Interpersonal relations Working Conditions Advancement
MOTIVATORS
Achievement Recognition Work Itself Responsibility
HERZBERGS 2 FACTOR THEORY Hygiene Factors determine dissatisfaction and are extrinsic to work itself like pay , Job security Motivation factors affect satisfaction and are intrinsic to work itself such as recognition & achievement
Growth
Relatedness need satisfied
Relatedness
Existence needs satisfied
Existence
Existence needs frustrated
Deficiency cycle
NEED FOR ACHIEVEMENT- is the desire to accomplish a task or goal more effectively than in the past. Characterised by people with set moderately difficult goals make moderately risky decisions want immediate feedback become preoccupied with their task assume personal responsibility
Successful but do not reach top positions why
EXPECTANCY THEORY
Suggest that people are motivated by how much they want something and how likely they think they can get it. Emerged from work of Kurt Lewin & Tolman but applied to workplace by Victor Vroom.
EXPECTANCY THEORY
Strength of a tendency to act in a certain way depends on:
Strength of an expectation of a given outcome Attractiveness of an outcome to the individual
EXPECTANCY THEORY
Effort to performance expectancy- is the individuals perception of the probability that effort will lead to performance performance to outcome expectancy- is the individuals perception of the probability that performance will lead to a certain outcome outcome-anything that might result from performance valence-how attractive or unattractive an outcome is to an individual
VROOMS THEORY
Departs from the content theories in that it depicts a process of cognitive variables that reflect individual differences in work motivation. Does not attempt to describe what the content is or what the individual differences are. Everyone has a unique combination of valences, instrumentalities and expectancies. It only indicates the conceptual determinants of motivation and how they are related. Does not provide suggestions on hat motivates employees as Maslow-Herzberg Alderfer...
Expectancy Theory
EXHIBIT
6-8
EQUITY THEORY
People form perceptions of equity or inequity by comparing what they give to the organisation relative to what they get back and how this ratio compares with those of others As a result of perceptions of equity or inequity, people can choose a variety of responses in an effort to maintain equity or reduce perceived inequity
EQUITY THEORY
EQUITY THEORY -Stacy Adams- COGNITIVELY BASED MOTIVATION THEORY Argues that a major input to job performance & satisfaction is the degree of equity ( or inequity) that people perceive in their work situation If a persons perceived ratio is not equal to the others he or she will strive to restore the ratio to equity. This striving to restore equity is the explanation to work motivation.
Equity Theory
EXHIBIT
6-7
Value of reward
Performance
Role perception
perceive equity and avoid inequity ATTRIBUTION THEORY-LOCUS OF CONTROL/ SELF EFFICACY ATTRIBUTIONS
EXHIBIT
6-5
Reinforcement Theory
Concepts:
Performance Dimensions
EXHIBIT
6-9
EXHIBIT
6-10
ATTRIBUTION THEORY
RELATIONSHIP BETWEEN PERSONAL PERCEPTION AND INTER PERSONAL BEHAVIOR THAN A THEORY OF MOTIVATION. People will behave differently if they perceive internal attributes or external attributes which has important implications for work motivation.
CONTROL THEORY
Degree to which individuals feel they are in control of their own lives/ their jobs affect JOB SATISFACTION & ABSENTEEISM Perceived control also affects job satisfaction & absenteeism
AGENCY THEORY
ASSUMPTION THAT INTEREST OF PRINCIPALS AND AGENTS DIFFER OR MAY BE IN CONFLICT. THIS CAN BE COMPENSATED WITH ESTABLISHMENT OF APPROPRIATE REWARDS OR INCENTIVES TO AGENTS FOR APPROPRIATE OUTCOMES THAT CAN BE A MOTIVATOR FOR ENHANCED PERFORMANCE
SUMMARY
CONTENT THEORIES Scientific Managementwages & incentives Human Relations Economic security, working conditions Maslows Hierarchy Herzberg-motivators & Hygiene factors Alderfer-ERG Needs McClellands need for achievement, power and affiliation PROCESS THEORIES CONTEMPORARY THEORIES Lewin & TolmanExpectancy concerns Vroom Valence/expectancy Porter & Lawler Performance Satisfaction Lawler E-P-O expectations Festinger & Homans Cognitive dissonance /exchange Heider, De Charmes and Bern Cognitive evaluation & self perception Adams - equity Kelly & Rotter Attribution/ Locus of control Goal Theory Reinforcement Control Agency
MOTIVATIING PRODUCTIVITY
Individual-Team Employee Involvement * Participation Programs- Quality Circles, Suggestion Schemes ESOPs
MOTIVATING PERFORMANCE
JOB DESIGN- JOB ENGINEERING JOB ENRICHMENT, JOB CHARACTERISTICS SOCIAL INFORMATION PROCESSING, QUALITY OF WORK LIFE PAY-Skill based, Variable , BENEFITS-Flexibility
JOB ENGINEERING
JOB ENRICHMENT
JOB DESIGN
JOB CHARACTERISTICS