1motivation

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.