1motivation
TRANSCRIPT
PRESENTED BY:
MARY ANNE A . PORTUGUEZ, MP, RP M
MOTIVATION
MOTIVATION
It refers to forces within an individual that account for the level, direction, and persistence of effort expended at work.
Ability and skill determine whether a worker can do the job, but motivation determines whether the worker will do it properly.
Is an employee predisposed to being motivated?
Three individual difference traits that are related to work motivation:
(1) Self- Esteem(2) Intrinsic Motivation Tendency(3) Need for Achievement
Self- Esteem
It is the extent to which a person views himself as valuable and worthy. According to Korman’s consistency theory, there is a positive
correlation between self-esteem and performance. That is, employees who feel good about themselves are motivated to perform better at work than employees who do not feel that they are valuable and worthy people. Consistency theory takes the relationship between self-esteem and motivation one step further by stating that employees with high self-esteem actually desire to perform at high levels and employees with low self-esteem desire to perform at low levels.
Three types of Self- Esteem
Chronic self-esteem is a person’s overall feeling about himself.
Situational self-esteem (also called self-efficacy) is a person’s feeling about himself in a particular situation such as operating a machine or talking to other people.
Socially influenced self-esteem is how a person feels about himself on the basis of the expectations of others.
Enchancing Performance
Conduct self-esteem workshopsIn which they are given insights with their strengths. Show them that they have several strengths and are good people.
Outdoor Experiential LearningAnother approach to increase self-esteem such as “ropes course” wherein they will learn that they are physically and emptionally strong.
Self-fulfilling prophecy, the idea that people behave in ways consistent with their self-image.
Galatea effect, when high self-expectations result in higher levels of performance.
Pygmalion effect, the idea that if people believe that something is true, they will act in a manner consistent with that belief.
Golem effect, when negative expectations of an individual cause a decrease in that individual’s performance.
Intrinsic Motivation
They will seek to perform well because they either enjoy performing the actual tasks or enjoy the challenge of successfully completing the task.
Extrinsic Motivation
Work motivation that arises from such nonpersonal factors as pay, coworkers, and opportunities for advancement.
Needs for Achievement and PowerA theory developed by McClelland. Need for achievement are motivated by jobs that
are challenging and over which they have some control.
Need for affiliation are motivated by jobs in which they can work with and help other people.
Need for power are motivated by a desire to influence others rather than simply to be successful
THEORIES OF MOTIVATION
NEEDS
Maslow’s Hierarchy of NeedsAlderfer’s ERGMcClelland’s Need
JOB-BASED
Two-FactorJob Characteristics
COGNITIVE
Equity ExpectancyGoal-SettingControl
BEHAVIORAL APPROACH
RewardsPunishmentFeedback
Needs- BasedA "need" indicates some deficient state within an individual.
Henry Alexander Murray was one of the first psychologists to propose a systematic taxonomy of human needs. He proposed that these needs are evoked by different stimuli in the environment, and subsequently drive behavior.
Murray's system of needs Explain work motivation in terms of the extent to which employees satisfy important needs in the workplace.
Comparison
Self-Actualization
Esteem
Love and Belongingness
Safety and Security
Physiological
Growth
Relatedness
Existence
Self- Actualization
Achievement
motivation
Affiliation motivation
Power motivatio
n
Maslow’s Hierarchy of Needs
ERG Theory McClelland’s Need Theory
Job-Based Theories
Place the source of motivation primarily in the content of jobs that employees perform.
Explain work motivation in terms of the extent to which employees satisfy important needs in the workplace.
Comparison
Two- Factor Theory Job Characteristics Theory
Cognitive Process Theories
Emphasize the decisions and choices that employees make when they allocate their efforts.
Comparison
Work/Effort
Work Performance
Outcome
Equity Expectancy
Goal- Setting
Control
The Behavioral Approach
Approach applies the tenets of behaviorism developed by B.F. Skinner to promote employee behaviors that an employer deems beneficial and discourage those that are not helpful.
Motivation is that behavior is largely a function of its consequences
Theories: Reinforcement, Punishment, Feedback
The Value of Motivation TheoriesNEEDS
Needs may be highly specific to individual employees, and thus can be time consuming and even difficult to evaluate the level of satisfaction.
JOB-BASED
Job content is something that can be easily managed by the managers. But on the other hand changing the person’s job is also not always practical.
COGNITIVE
It does have considerable practical value but it does depend on w/c theory is used.
BEHAVIORAL APPROACH
It is pretty straight forward for managers to understand even without behavioral training.
Organizational Assumptions to Motivation
BASIC ASSUMPTIONS
An organization has the right to influence the behavior of its employees.
Employees have at least some freedom of choice as to whether they will engage in behaviors that positively or negatively impact the organization
There are no major internal or external constraints on employees' behavior
Behavior is at least somewhat malleable.
Application of Motivational Theories
AttractionProductive BehaviorCounterproductive behaviorRetentionIncrease work PerformanceOrganizational Commitment
Reward Systems
Tangible Intangible•Merit Pay•Incentive Pay•Bonuses•Employee Stock Ownership Plans•Profit-Sharing and Gain-Sharing Programs•Fringe Benefits•Perks
•Recognitionand Awards•Praise•Status Symbols•Autonomy and Freedom
Premack Principle
It states that reinforcement is relative and that a supervisor can reinforce an employee with something that on the surface does not appear to be a reinforcer.