25. basic motivation

7/31/2019 25. Basic Motivation

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Chapter 6

Motivating Employees

Dr. Nazrul Islam


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AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:

1. Outline the motivation process.

2. Describe Maslows need hierarchy.

3. Contrast Theory X and Theory Y.

4. Differentiate motivators from hygiene factors.

5. Summarize the types of goals that increaseperformance.

6. State the impact of under-rewardingemployees.

7. Clarify key relationships in expectancy theory

L E A R N

I N

G

O B

J E C T I V E S


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Defining Motivation

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries


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Theories of Motivation

1. Early Theories of Motivation- Hierarchy of Needs Theory

- Theory X and Theory Y

- Two-Factor Theory

2. Contemporary Theories of Motivation

- ERG Theory

- McClellands Theory of Needs

- Cognitive Evaluation Theory

- Goal-Setting Theory

- Reinforcement Theory

- Equity Theory

- Expectancy Theory


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Hierarchy of Needs Theory


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Hierarchy of Needs Theory

Psychological: Includes hunger,thirst, shelter, sex,and other bodily

needs.

Safety: Includes security and protectionfrom physical

and emotionalharm.

Social: Includesaffection, belongingness,

acceptance, andfriendship.

Esteem:

Includes internal esteemfactors such as self-respect,autonomy, and achievement;and external esteem factorssuch as status, recognition, andattention.

Self-actualization:

The drive to become oneis capable of becoming;includes growth,achieving ones potential,and self-fulfillment.


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Maslows Hierarchy of Needs


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Theory X and Theory Y (Douglas McGregor)


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Assumptions of Theory X1.Employees inherently dislike work and, wheneverpossible, will attempt to avoid it;

2.Since employees dislike work, they must be coerced,controlled, or threatened with punishment to achievegoals;

3.Employees will avoid responsibilities and seek formaldirection whenever possible;

4.Most workers place security above all other factorsassociated with work and will display little ambition.


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Assumptions of Theory Y 1.Employees can view work as being as natural as rest orplay;

2.People will exercise self-direction and self-control if they are committed to the objectives;

3.The average person can learn to accept, even seek,responsibility;

4.The ability to make innovative decisions is widely dispersed throughout the population and is notnecessarily the sole province of those in managementpositions.


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Two-Factor Theory (Frederick Herzberg)


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Two-Factor Theory (Frederick Herzberg)

Extrinsic Vs. Intrinsic Factors

* Intrinsic factors are related to job satisfactionand motivation. These are motivational factors.

* Extrinsic factors are associated with jobdissatisfaction . These are maintenance factors.


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Comparison of Satisfiers andDissatisfiers

Factors characterizingevents on the job that ledto extreme jobdissatisfaction

Factors characterizing events

on the job that led to extremejob satisfaction


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Contrasting Views of Satisfactionand Dissatisfaction

Presence Absence


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Criticisms of Two-Factor Theory

1. The procedure that Herzberg used is limited by itsmethodology . When things are going well, peopletend to take credit themselves. Contrarily, they blame failure on the extrinsic environment.

2. The reliability of Herzberg,s methodology isquestioned. Raters have to make interpretations,so they may contaminate the findings by interpreting one response in one manner while

treating a similar response differently.3. No overall measure of satisfaction was utilized. A

person may dislike part of his or her job yet stillthink the job is acceptable.


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Criticisms of Two-Factor Theory, Contd.,

4. The theory is inconsistent with previous research . Thetwo-factor theory ignores situational variables.

5. Herzberg assumed a relationship between satisfaction andproductivity , but the research methodology he usedlooked only at satisfaction, not at productivity. To makesuch research relevant, one must assume a strongrelationship between satisfaction and productivity.

Regardless of criticisms, Herzbergs theory has beenwidely read and few managers are unfamiliar with hisrecommendations.


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ERG Theory (Clayton Alderfer)

Core NeedsExistence : provision of basicmaterial requirements.

Relatedness : desire forrelationships.

Growth : desire for personaldevelopment.

Concepts:

More than one need can beoperative at the same time.

If a higher-level need cannotbe fulfilled, the desire tosatisfy a lower-level needincreases.


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David McClellands Theory of Needs

This theory focuses on three needs: achievement,power, and affiliation that help explain motivation.

Some people have a compelling drive to succeed. They are for personal achievement rather than the rewardsof success.

The need for power is the desire to have impact, to beinfluential, and to control others.

Affiliation needs are desires to be liked and accepted by others.


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David McClellands Theory of Needs, Contd.,

nAch

nPow

nAff


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David McClellands Theory of Needs, Contd.,

High Achievers will be Motivated, if


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Cognitive Evaluation Theory


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Cognitive Evaluation Theory, Contd.,

For example , extrinsic rewards such as, PAY for work effortthat had been previously intrinsically rewarding due to thepleasure associated with the content of the work itself wouldtend to decrease the overall level of motivation.

This theory argues that when extrinsic rewards are used byorganizations as payoffs for superior performance, theintrinsic rewards, which are derived from individuals doingwhat they like, are reduced.

In other words, when extrinsic rewards are given to someonefor performing an interesting task, it causes intrinsic interestin the task itself to decline.


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Goal-Setting Theory (Edwin Locke, 1960s)

Lockle proposed that intentions to work toward a goal are a majorsource of work motivation. Goals tell an employee what needs to be done and how much effort will need to be expanded. Specificgoals increase performance; that difficult goals, when accepted,result in higher performance than do easy goals.


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Reinforcement Theory

A counterpoint to Goal-setting theory is Reinforcement Theory.The former is a cognitive approach, proposing that anindividuals purposes direct his or her action.

This theory argues, reinforcement conditions behavior. Behavioris a function of its consequences.

Reinforcement theorists see behavior as being environmentallycaused.

Reinforcement theory ignores the inner state of the individualand concentrates solely on what happens to a person when he orshe takes some action.


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Reinforcement Theory

Concepts:

Behavior is environmentally caused.

Behavior can be modified (reinforced) by

providing (controlling) consequences.Reinforced behavior tends to be repeated.


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Equity Theory

ReferentComparisons:

Self-inside

Self-outside

Other-inside

Other-outside


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Equity Theory (contd)

1. Self-inside : An employees experiences in a differentposition inside his or her current organization.

2. Self-outside : An employees experiences in a situation or position outside his or her current organization.

3. Other-inside : Another individual or group of individualsinside the employees organization.

4. Other-outside : Another individual or group of individuals

outside the employees organization.


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Propositions relating to inequitable pay:

1. Overrewarded employees produce morethan equitably rewarded employees.

2. Overrewarded employees produce less, butdo higher quality piece work.

3. Underrewarded hourly employees producelower quality work.

4. Underrewarded employees produce largerquantities of lower-quality piece work thanequitably rewarded employees


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Ken Thomass Model of Intrinsic Motivation

Employees are intrinsically motivated when rewardsan employee gets from work result from :

Choice the ability to freely self-select and performtask activities.

Competence the sense of accomplishment fromskillfully performing chosen tasks or activities.

Meaningfulness pursuing a task that matters in thelarger scheme of things.

Progress the feeling of significant advancement inachieving the tasks purpose.


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Expectancy Theory

Victor Vrooms Expectancy Theory argues that anemployee will be motivated to exert a high level of effort when he or she believes that effort will lead to agood performance appraisal; that a good appraisal willlead to organizational rewards such as bonus, a salaryincrease, or a promotion; and that the rewards willsatisfy the employees personal goals. The theory,therefore, focuses on three relationships:

1.Effort-performance relationship

2.Performance-reward relationship

3.Rewards-personal goals relationship.


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Expectancy Theory


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Performance Dimensions


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IntegratingContemporaryTheories of

Motivation

25. basic motivation

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