motivation at work
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Motivation at Work
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Definition of Motivation
Motivation –
The driving force within individuals by which they attempt to achieve some goal in order to fulfill some needs or expectation.
The degree to which an individual wants to choose in certain behavior.
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Motivation as a process..
It is a process by which a person’s efforts are energized,directed and sustained towards attaining the goal. Energy- A measure of intensity or drive. Direction- Towards organizational goal. Persistence- Exerting effort to achieve goal
Motivation works best when individual needs are compatible with organizational goal.
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Basic model of motivation
Needs or expectations
Result in Drive force(Behavior or
Action)
To Achieve
Desired Goals
Which Providesfulfillments
Feedback
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Motivation is…
Complex Psychological Physical Unique to each and every person Context sensitive Not fully understood
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Qualities of Motivation
Energizes behavior Directs behavior Enable persistence towards a goal Exists in varying details
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Six C’s of Motivation..
Choices
collaboration
Constructing meaningConsequences
Control
Challenges
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Groups of Motivational Theories
Internal Suggest that variables within the individual give rise
to motivation and behavior Example: Maslow’s hierarchy of needs theory
Process Emphasize the nature of the interaction between the
individual and the environment Example: Expectancy theory
External Focus on environmental elements to explain behavior Example: Two-factor theory
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Early Theories of Motivation
Content Theories:
Emphasis on what motivates individuals. Maslow’s need Hierarchy Macgregor's Theories X & Y Herzberg’s two factors theory
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Process Theories of MotivationEmphasis on actual process of motivation. Three needs Theory ( McClelland) Goal-setting Theory Reinforcement Theory Designing Motivating theory Equity Theory Expectancy Theory
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Maslow’s Hierarchy of needs theory
Needs were categories as five levels of lower-higher-order needs. Individual must satisfy lower-level needs before
they can satisfy higher order needs. Satisfied needs will no longer motivate. Motivating a person depends on knowing at what
level that a person is on the hierarchy.
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POTENCY of NEEDSPOTENCY of NEEDS
The needs are INNATE, but they are not of equal potency (strength). They are arranged in a hierarchy of potency.
AN INDIVIDUAL IS MOTIVATED BY HER/HIS MOST POTENT
UNSATISFIED NEED
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HIERARCHY and SEQUENCEHIERARCHY and SEQUENCE
What Is a Hierarchy?
You must successfully complete (resolve, equilibrate one stage before you go to the next.)
How Is Hierarchy Related To Sequence?
All hierarchical theories are sequential, but not all sequential theories are hierarchical.
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Hierarchy of Needs
Lover order ( External ) : Physiological and safety needs
Higher order ( Internal ) : Social, Esteem, and Self-actualization
Physiological needs
Safety Needs
Social Needs
Esteem Needs
Self-Actualization Needs
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McGregor’s Theory X and Y
Theory X Assume that workers have little ambition,dislike
work, avoid responsibility,and require close supervision.
Theory Y Assumes that workers can exercise self-
direction,desire, responsibility, and like to work. Assumption
Motivation is maximized by participative decision making, interesting jobs, and good group relation.
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Motivational Theories X & Y
Physiological
Safety & Security
Esteem
SA Theory Y - a set of assumptions of how to manage individuals motivated by higher order needs
Theory X - a set of assumptions of how to manage individuals motivated by lower order needs
Social
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Herzberg’s Motivation-Hygiene Theory
Job satisfaction and job dissatisfaction are created y different factors. Hygiene factors- Extrinsic ( Environmental )
factors that create job dissatisfaction. Motivation Factors- Intrinsic ( Psychological )
factors that create job satisfaction.
Attempted to explain why job satisfaction does not result in increased performance The opposite of satisfaction is not dissatisfaction
but rather no satisfaction.
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Motivation–Hygiene Theory of Motivation
Hygiene factors avoid job dissatisfaction
• Company policy & administration
• Supervision• Interpersonal relations• Working conditions• Salary• Status• Security
• Achievement• Achievement recognition • Work itself• Responsibility• Advancement• Growth
• Salary?
Motivation factors increase job satisfaction
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Alderfer’s ERG Theory
Physiological
Safety & Security
Love (Social)
Esteem
SA
Existence
Relatedness
Growth
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McClelland’s Need Theory: Need for Achievement
Need for Achievement ( nAch)
The desire to excel and succeed
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McClelland’s Need Theory:Need for Power
Need for Power – ( nPow )
The need to influence the behavior of others.
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McClelland’s Need Theory:Need for Affiliation
Need for Affiliation – ( nAff )
The desire for interpersonal relationship
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Self-actualization
Motivational Need Theories
Maslow Alderfer McClelland
HigherOrderNeeds
LowerOrderNeeds
Esteem selfinterpersonal
Safety & Security interpersonal
physical
Need for Achievement
Need for Power
Relatedness Need for Affiliation
Existence
Growth
Belongingness(social & love)
Physiological
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Adams’s Theory of Inequity
Inequity - the situation in which a person perceives he or she is receiving less than he or she is giving, or is giving less than he or she is receiving
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Motivational Theory of Social Exchange
Equity Outcomes = Outcomes Inputs Inputs
Negative Outcomes < Outcomes Inequity Inputs Inputs
Positive Outcomes > Outcomes Inequity Inputs Inputs
Person Comparison other
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Strategies for Resolution of Inequity
Alter the person’s outcomes Alter the person’s inputs Alter the comparison other’s outputs Alter the comparison other’s inputs Change who is used as a comparison other Rationalize the inequity Leave the organizational situation
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New Perspectives on Equity Theory
Equity Sensitive I prefer an equity ratio equal to that of my comparison other
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New Perspectives on Equity Theory
Benevolent I am comfortable with an equity ratio less than that of my comparison other
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New Perspectives on Equity Theory
Entitled
I am comfortable with an equity ratio greater than that of my comparison other
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Expectancy Theory of Motivation: Key Constructs
Valence - value or importance placed on a particular reward
Expectancy - belief that effort leads to performance
Instrumentality - belief that performance is related to rewards
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Expectancy Model of Motivation
Performance RewardEffortEffort
Perceived effort–performance probability
Perceived value of reward
Perceived performance– reward probability
“If I work hard,will I get the jobdone?”
“What rewardswill I get when the job is well done?”
“What rewardsdo I value?”