motivation

5/21/2018 Motivation

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MOTIVATION


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What Leads to Performance?

Performance

=

f (Ability, Motivation, Opportunity)


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What is Motivation?

Origin : Latin Movere= to move

Dynamic force which sets a person into motion

An inner state that energizes, activates and directs

or channels behavior towards goals


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Motivation.

Processof channeling a personsinner drives so that he

wants to accomplish the goals of the organization


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Motivation

The willingness to exert high levels of efforts

towards organizational goals, conditioned by the

effortsability to satisfy some individual need.

- Stephen P Robbins


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The Motivation Process


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Nature

Individuals differ in their motivation

Motivations change

Motivations are expressed differently

Ind. may himself be unaware of his

motivation

An internal feeling


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Theories of Motivation

ContentTheories

ProcessTheories

What Motivates Peoplefocus on internal needs

How Motivation occurs

how people choose behaviorsto satisfy their needs

1. Maslows Need Hierarchy

2. Herzbergs 2 factor theory

3.Alderfers ERG theory

4. McClellands Need theory

1.Victor VroomsExpectancy theory

2. Porter Lawler Model


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Focus on what arouses, energizes, or starts

behavior, i.e. individual physiological &

psychological needs

Motivation results from the individuals

attempts to satisfy needs.

Attempt to identify & prioritize the needs &drives that motivate people.

Content Theories


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Maslows Hierarchy of Needs

LowerOrder

needs

Higher

Order

needs

Esteem Needs

Safety Needs

Social Needs

Self

Actualization

Physiological Needs

Growth needs

Internal

Symbolic

behavior

Striving needsExternal

Economicbehavior


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Satisfied need no longer motivates


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Maslows Need Hierarchy Theory

Adult motives are complex

Needs form a Hierarchy Lower needs to be

satisfied before higher order needs

People seek growth. They want to move up the

hierarchy of needs


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Research evidence

Flexible hierarchy of needs

Satisfaction of one need level may not decrease its

importance & increase importance of next need level.

Needs vary according to:

A personscareer stage.

Organizational size.

Geographic location.

Across Cultures



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Managerial implications

Physiological needswages, food, breaks

Safety needs safe working environment, job security,

insurance

Social needsteams, opportunity to interact

Esteem needs challenging tasks, recognition,

participation, status symbols

Self actualization needs encourage creativity,

innovation



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Herzbergs Two Factor theory

Frederick Herzberg

Dual Factor / Motivation-hygiene theory

Portrays two different factors

Hygiene factors: related to job context

Motivating factors: related to job content


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Research (1950) Asked people to describe

situations in which they found their job

exceptionally good or bad

Conclusion:

Job satisfactionIntrinsic factorsDissatisfactionextrinsic factors



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Herzbergs Two- Factor Theory

Contrasting Views of Satisfaction-Dissatisfaction


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Environmental, external to job

Prevent dissatisfaction

Zero level motivation if maintained

Intrinsic factors

Build high level of motivation & job

satisfaction

Stimulates superior performance



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Research evidence Theory fails to:

Account for individual differences.

Link motivation & needs to both satisfaction &

performance.

Consider cultural & professional differences.

( Ex- Theory applicable to knowledge workers. For blue

collar workers maintenance factors maybe motivators)



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Alderfers ERG Theory

Developed by Clayton Alderfer.

Collapses Maslows five categories into three

categories: existence needs, relatedness needs,

and growth needs.

More than one need category may be activated

at the same time.


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ERG Theory

Existence needs: Desire for physiological &

material well-being.

Relatedness needs: Desire for satisfying

interpersonal relationships.

Growth needs: Desire for continued personal

growth & development.


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Research evidence on ERG theory:

Supporting evidence is encouraging.

Offers a more flexible approach to

understanding human needs.

ERG Theory


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Comparison of Content Theories


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McClellands Need theory

David McClellandAcquired needs theory

Individualsspecific needs are acquired over time & are

shaped by oneslife experiences

3 fundamental needs found in varying degrees

This mix of motivational needs, characterizes a

manager's style & behavior, both in terms of being

motivated & in the management & motivation of others


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McClellandsNeed theory

N Ach

N Aff N Pow


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McClellands Need theory

Managerial implications

People with different needs are motivated differently

High need for Achievement Challenging projects with

reachable goals, frequent feedback

High need for Affiliation Cooperative environment,

group projects

High need for PowerOpportunity to manage others


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Focus on the cognitive processes that

influence behavior, i.e. why a person behavesin a particular way.

Deal withhowto motivate

Process theories


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Vrooms Expectancy Theory

Developed by Victor Vroom.

A personsmotivation is a multiplicative function

of:

Expectancy.

Instrumentality

Valence.


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Expectancy: Probability assigned by individual

that work effort will be followed by a given level of

task accomplishment

Instrumentality: Probability assigned by the

individual that a given level of achieved task

performance will lead to various work outcomes.

Valence:The value attached by the individual to

various work outcomes.



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Overview of Expectancy Theory

Role perceptionsand opportunities

Effort

Expectancy InstrumentalityValence of

reward

Performance Reward

MOTIVATIONAbilitiesand traits

JOBPERFORMANCE

X X


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Simplified Expectancy Theory

Training anddevelopment

Performance appraisalsystem

Human resourcesmanagement


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Motivational implications of expectancy theory.

Motivation is sharply reduced when,

expectancy, instrumentality or valenceapproach zero.

Motivation is high when expectancy &

instrumentality are high & valence is strongly

positive.



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Managerial implications of expectancy theory.

Managers should act to maximize

expectancies, instrumentalities, & valencesthat support organizational objectives.



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Research evidence on expectancy theory.

Theory has received substantial empirical

support.

Multiplier effect is subject to some question.

May be useful to distinguish between extrinsic

rewards and intrinsic rewards.

Does not specify which rewards will motivateparticular groups of workers, thereby allowing

for cross-cultural differences.



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Porter Lawler Model

Tries to establish relationship between the

efforts, performance & satisfaction of individual.

Important variables are: Effort

Performance

Rewards

Satisfaction


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Porter Lawler Model


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Contemporary Theories

AdamsEquity Theory

Attribution Theory

Ad E it Th


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Adams Equity Theory

Workplace development by J.Stacy Adams.

People gauge the fairness of their work outcomesin relation to others.


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Adams Equity Theory

Negative inequity

Individual feels he/she has received relatively less than

others in proportion to work inputs.

Positive inequity

Individual feels he/she has received relatively more

than others in proportion to work inputs.

Unfavorablesocial comparisonof work outcomes

Perceivedinequity

People motivatedto removediscomfort


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Referent is an object of reference or individual

with whom the employee compares himself.

Referent Comparisons Used:

Self-Inside

Self-Outside

Others-Inside

Others-Outside

Adams Equity Theory

i h l i hi


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Equity Theory Relationships

Inequity (under rewarded)

EMPLOYEES

ASSESSMENT

Equity

Inequity (over rewarded)

*Person A is the employee, and Person B is a relevant other or referent.

Has far more explanatory & predictive validity forunder reward than for over reward.


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Equity Theory: An Example

INEQUITABLE RELATIONSHIPAndy isoverpaid

compared to Bill

Bill isunderpaid

compared to Andy

Bills outcomes($25,000/year)

Bills inputs(40 hours/week)

Andys outcomes($30,000/year)Andys inputs(40 hour/week)

Andy feels gu i l tyBill feels angry

EQUITABLE RELATIONSHIP

Andys outcomes($30,000/year)Andys inputs(40 hour/week)

Andy is equitably paid

compared to Bill

Bills outcomes($30,000/year)Bills inputs

(40 hours/week)

Bill is equitably paid

compared to Andy

Bill feelssat isf ied

Andy feelssat isf ied


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Equity restoration behaviors.

Change work inputs.

Change the outcomes received.

Leave the situation.

Change the comparison points.

Change perception of self

Psychologically distort the comparisons

Adams Equity Theory


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Equity theory implications

Inequity perceptions are entirely from reward

recipientsperspective, not from reward givers

perspective.

The equity process must be managed so as to

influence the reward recipients equity

perceptions.

Adams Equity Theory


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Research evidence on equity theory.

Overpayment (felt positive inequity) results in

increased quantity or quality of work.

Underpayment (felt negative inequity) results

in decreased quantity or quality of work.

Stronger support for underpayment results.

Adams Equity Theory


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Research evidence on equity theorycont.

Overpayment & underpayment results are

closely tied to individualistic cultures.

Collectivist cultures emphasize equality rather

than equity.

Adams Equity Theory


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Attribution Theory

Attribution theory explains personal perception &

interpersonal behavior.

It helps in:

Understanding the causes of a certain event.

Assessing responsibility for the outcomes of

the event.

Evaluating the personal qualities of the people

involved in the event.


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Theory of Causal Attributions

Internal

Attribution(to persons

disposition)

ExternalAttribution(to persons

situation)

ConsistencyDoes person usuallybehave this way in

this situation?

Distinctiveness

Does person behavedifferently in different

situations?

ConsensusDo others behavesimilarly in this

situation?

NoYes


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Theory of Causal Attributions


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Motivating Performance


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Motivating Performance

Two Approaches for motivating Performance:

Job Design Goal Setting


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Job Design Approach

Job: Grouping of tasks within a prescribed unit

or units of work.

JobDesign: The process of structuring tasks and

responsibilities into a job in an attempt to make

the job more meaningful, significant andsatisfying.

Th J b Ch i i M d l


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The Job Characteristics Model


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Richard HackmanGreg Oldham

The model states that 5 core job characteristicscause employees to experience critical

psychological states, which can lead to highlevels of motivation, satisfaction & performance.

The Job Characteristics Model

Motivating

PotentialScore

SkillVariety

TaskIdentity TaskSignificance= + + x Autonomy x Feedback/ 3


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Approaches to job design

Job engineering

Job Enlargement

Job Rotation

Job Enrichment

Quality of work life & socio-technical approach

Measuring task scope


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Guidelines for Job Redesign


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Goal Setting Approach

Goal: The desired consequence of an action.

Human behavior is purposeful & goals direct &

sustain their behavior in a particular manner- Locke, Wood & Mento

Two Primary attributes:

Content: level of difficulty involved in attaining

a goal.

Intensity: Process by which a goal is set &

accomplished.


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Goals should have the following features:

Specific

Challenging

Must be owned & accepted

Must have a specific time frame

Measurable


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Barriers to effective goal setting

Lack of top mgmt support

Lack of communication

Content of the goal

Technical incompetence



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Management by Objectives

Peter Drucker

Performance enhancement through mutual goal

setting and performance review.

Common features:

Goal specification

Participative decision making

Explicit time period

Performance feedback


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Four Stages

Consensus on key goals & objectives

Sketch plan of action

Control Behavior

Periodic appraisal & review

Management by Objectives


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motivation

Documents

motivation motivations

goals5212018 motivation

opportunity5212018 motivation

organization5212018

job content5212018 motivation

motivation occurshow

internal needs

needs drives