motivation chapter v

MOTIVATION

is the set of internal and external forces that cause an employee to choose a course of action and engage in certain behaviors

WORK MOTIVATION

Three Elements of Work Motivation

1. Direction and Focus of the Behavior

2. Level of effort provided3. Persistence of the behavior

A MODEL OF

MOTIVATION Needs and

Drives Tension

Ability

Need Satisfaction

Performance

Opportunity

Goals and incentives

Effort Rewards

Environment

Needs and

Drives

Environment

Human Needs Primary Needs - Basic Physical needs

Secondary Needs - Social and Psychological needs

Human Needs Primary Needs - Basic Physical needs

Secondary Needs - Social and Psychological needs

Human Needs Primary Needs - Basic Physical needs

Secondary Needs - Social and Psychological needs

Motivational DrivesAchievement

Affiliation

Power

Motivational DrivesAchievement

Affiliation

Power

A drive to accomplish objectives and get ahead

Motivational DrivesAchievement

Affiliation

Power

A drive to relate people effectively.

Motivational DrivesAchievement

Affiliation

Power

A drive to influence people and situations.

Motivational DrivesAchievement

Affiliation

Power Institutional

power Personalized

Power

Needs and

Drives

Tension

Environment

Needs and

Drives

Tension

Ability

Performance

Opportunity

Goals and incentives

Effort Rewards

Environment

Three Major Rewards Fair

Treatment

Sense of Achievement

Camaraderie

Three Major Rewards Fair Treatment

Sense of Achievement

Camaraderie

Three Major Rewards Fair

Treatment

Sense of Achievement

Camaraderie

Three Major Rewards Fair

Treatment

Sense of Achievement

Camaraderie

Needs and

Drives

Tension

Ability

Need Satisfaction

Performance

Opportunity

Goals and incentives

Effort Rewards

Environment

Maslow’sHierarchyofNeeds

PHYSIOLOGICAL OR SURVIVAL NEEDS

SAFETY NEEDS

LOVE, AFFECTION, AND BELONGINGNESS NEEDS

ESTEEM NEEDS

SELF-ACTUALIZATION

Self-actualization and fulfillment

needs

Safety and Security Needs

Belonging and Social Needs

Esteem and Status Needs

Physiological Needs

Work itselfAchievementPossibility of GrowthResponsibility

AdvancementRecognition

Status

Relations with supervisorsPeer relationsRelations with subordinatesQuality of Supervision

Company Policy and administrationJob security

Working conditionsPay

Growth Needs

Relatedness needs

Existence Needs

Moti

vati

on

al

Fact

ors

Main

tenan

ce

fa

ctors

MASLOW model HERZBERG model ALDERFER model

- on the basis of research with engineers and accountants, Frederick Herzberg in the 1950’s developed the Two Factor Model for Motivation

Herzberg’s Two-Factor Model

Herzberg’s Two-Factor Model

Maintenance & Motivational Factors

• Maintenance or Hygiene Factors

Their presence generally brings employees only to a neutral state. The factors are not strongly motivating.

Herzberg’s Two-Factor Model

Maintenance & Motivational Factors

• Motivational Factors

Other job conditions operate primarily to build this motivation, but their absence rarely is strongly dissatisfying.

Herzberg’s Two-Factor Model

Effects of Maintenance & Motivational Factors

(Absence) Motivational Factor (Presence)

(Absence) Maintenance Factor (Presence)

High negative feelings Neutral High positive feelings

Herzberg’s Two-Factor Model

Job Contents and Context

• Job Content

These are the motivational factors such as achievement and responsibility are related, for the most par, directly to the job itself. The employees’ performance and the personal recognition and growth that the employee experiences.

Herzberg’s Two-Factor Model

Job Contents and Context

• Job Context

-Maintenance factors are mainly related-Employees are more related to the

environment surrounding the job.

Herzberg’s Two-Factor Model

Intrinsic and Extrinsic Motivators

• Intrinsic Motivators

These are internal rewards that a person feels when performing a job.

Herzberg’s Two-Factor Model

Intrinsic and Extrinsic Motivators

• Intrinsic Motivators

These are internal rewards that a person feels when performing a job.

Herzberg’s Two-Factor Model

Intrinsic and Extrinsic Motivators

• Extrinsic Motivators

These are external rewards that occur apart from the nature of work providing no direct satisfaction at the time the work is performed.

Herzberg’s Two-Factor Model

Interpreting the Two-Factor Model

Herzberg’s model provides a useful distinction between maintenance factor which are necessary but not sufficient and motivational factor which have the potential for improving employee effort.

Alderfer’s E-R-G Model

• Existence Need

Combine physiological and security factors pay, physical working conditions, job security, and firing benefits can also address these needs.

Alderfer’s E-R-G Model

• Relatedness Needs

These involve being understood and accepted by people above, below and around the employee at work and away from it.

Alderfer’s E-R-G Model

• Growth Needs

These involve the desire for both self-esteem and self actualization.

Comparison of the Maslow, Herzberg, and Alderfer’s Model

The similarities among the three models of human needs are quite apparent. But there are also important contrasts: Maslow and Alderfer focuses on the internal needs of the employees. “Whereas” Herzberg also identifies and differentiates the conditions (job content or job context) that could be provided for need satisfaction.

by: Jacel

BEHAVIOR MODIFICATION

Organizational Behavior Modification or OB Mod

→ Is the application in organizations of the principles of behavior modification.

→ state that a person tends to repeat behavior that is accompanied by favorable consequences (reinforcement) and tends not to repeat behavior that is accompanied by unfavorable consequences.

Law of Effect

“we learn best under pleasant surroundings”

-learning theory-

“internal needs lead to behavior”-content

theory-

“external consequences tend to determine behavior”

-OB Mod-

Social Learningalso known as vicarious learning.suggest that employees do not always have to learn directly from their own experiences.

©2005 Prentice Hall

Positive reinforcement

Reinforcement Approaches

ReinforcementManagerial Approach Action Effect Example

Provide desirable consequence

Increase probability of behavior being repeated

Highway construction supervisor receives bonus for each day a project is completed ahead of schedule.Negative

reinforcement

Remove undesirable consequence

Increase probability of behavior being repeated

Management stops raising output quotas each time workers exceed them.

Punishment Provide undesirable consequence

Decrease probability of behavior being repeated

Habitually tardy crew member is fined the equivalent of one hour’s pay each day he is late to work.

Adapted from Exhibit 12.11: Reinforcement Approaches and Their Effects

©2005 Prentice Hall

Extinction

Reinforcement Approaches

Adapted from Exhibit 12.11: Reinforcement Approaches and Their Effects

Remove desirable consequence

Decrease probability of behavior being repeated

Group member stops making unsolicited suggestions when team leader no longer mentions them in group meetings.

ReinforcementManagerial Approach Action Effect Example

Schedule of Reinforcement

Variable

FixedVariableFixed

RatioInterv

al

Intermittent

Continuous

Major Benefit of Behavior modification

1. Makes managers become more conscious motivators.

2. Encourages manager to analyze employee behavior, explore why it occurs and how often.

3. Identify specific consequences that will help change it when those consequences are applied systematically.

GOAL SETTING Prepared by: Jay Daileg

Goal Targets and objectives for future

performance Provides a sense of direction and

purpose

2 types of goal attainability

0 63 52 41

SHORT-TERM GOALS

LONG-TERM GOALS

Goal setting Involves establishing specific,

measurable and time-targeted objectives

Illustrative example:want

s

To extend his business by opening 25 branches

of his food chain nationwide for 10 years

businessman

Self-efficacy

An internal belief

regarding one’s job

capabilities and

capabilities

ELEMENTS OF A GOAL SETTING

Goal setting

Elements of a goal setting Goal acceptance Specificity Challenge Performance monitoring and

feedback

ASPECTS FOR GOAL SETTING

The S.M.A.R.T. F.O.R. M.E. goal setting process

S- M- A- R- T- F- O- R- M- E-

specific

measurable

attainable

realistic

timed

focused

optimistic

ready

meaningful

exciting

END OF GOAL SETTINGGoal setting

EXPECTANCY THEORYJulyanne Erese

Expectancy theory Developed by

Victor H. Vroom Estates, a worker expects to receive(reward pay) for efforts produced. The rewards, wages, or incentives are usually agreed upon by employer and employee.

3 FACTORS OF MOTIVATION ON EXPECTANCY THEORY

1.valence Refers to the value the individual’s

preference on the reward.

Strongavoidance indifference

Strongpreference

-1 10

2.Expectancy Is the strength of belief one’s work

related effort will result on the completion of the task.

Range expectancy:Low probability Low probability

0 1

3 bases Past experience Self-confidence perceived difficulty

3.instrumentality It is the belief that if one does meet the

performance expectations, he or she will receive a greater reward

Low probability Low probability

0 1

Summary

Advantages of expectancy theory Expectancy is a valuable tool for helping

managers think about the mental processes through which motivation occurs.

Values human dignity Encourages manager to design the motivational

climate that will stimulate appropriate employee behaviour.

End of expectancy theory

by: julyanne

THE EQUITY MODEL

THE EQUITY MODEL

→ developed on the belief that fair treatment or perception thereof, motivates people to keep such fairness maintained within the relationships of their colleagues and the organization.

Formula…

One’s own outcomes = Others’ outcomes One’s own inputs Others’ inputs

Equity Sensitivity→ suggest that individuals have different preference for equity.

Procedural Justice

Interpersonal Treatment

Clarity of Expectation

Distributive JusticeAllocation of reward