motivation ppt @ bec doms bagalkot

Organizational Behavior 2

INTRODUCTIONMotivation is the result of the interaction of the individual and the situation.Individuals differ in their basic motivational drive.The level of motivation varies both between individuals and within individuals at different times. “Motivation is a process that starts with a physiological or psychological deficiency or need that activates a behaviour or a drive that is aimed at a goal or incentive.”

DefinitionThe processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal – specifically, an organizational goal.

Three key elements:

Intensity – how hard a person triesDirection – effort that is channeled toward, and consistent with, organizational goalsPersistence – how long a person can maintain effort

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What Is Motivation?The individual internal process that energizes, directs, and sustains behavior; the personal “force” that causes us to behave in a particular way

Morale• An employee’s feelings about his or her

job and superiors and about the firm itself

• High morale results from the satisfaction of needs or as a result of the job and leads to dedication and loyalty

• Low morale leads to shoddy work, absenteeism, and high turnover rates


Work Motivation

Theories of Work Motivation• Internal (Content) Theories

• Identify factors within an individual that energize, direct, sustain, and stop behavior.

• External (Process) Theories• Describe how personal and situational

(environmental) factors interact and influence each other to produce certain kinds of behavior


Theories of Motivation

Content Theories• Identify internal factors

influencing motivation

Maslow’s Need Hierarchy

Alderfer’s ERG

McClelland’s Need

Herzberg’s Motivator-

Hygiene

Process Theories• Identify the process

by which internal factors and cognitions influence motivation

Adam’s Equity

Vroom’s Expectancy

Goal Setting Theory

Early Theories of MotivationThese early theories may not be valid, but they do form the basis for contemporary theories and are still used by practicing managers.

Maslow’s Hierarchy of Needs Theory Alderfer’s ERG (Existence, Relatedness, and Growth)

McGregor’s Theory X and Theory YHerzberg’s Two-Factor TheoryMcClelland’s Theory of Needs


Maslow’s Hierarchy of NeedsA sequence of human needs (personal requirements) in the order of their importancePhysiological needs—survival

Safety needs—physical and emotional safety

Social needs—love and affection and a sense of belonging

Esteem needs—respect, recognition, and a sense of our own accomplishment and worth

Self-actualization needs—to grow and develop and become all that we are capable of being



Maslow’s Hierarchy of Needs


Characteristics of a Self-Actualized Person

efficient and accurate in perceiving reality are accepting of themselves, of other people and of nature are spontaneous in thought and emotion, rather than artificial are problem-centered - are concerned with the eternal philosophical questions of humankind are independent and autonomous have a continued “freshness of appreciation” of ordinary events often experience “oceanic feelings” that is a sense of oneness with nature identify with all of humanity and are democratic and respectful of others form very deep ties but only with a few people appreciate for its own sake the process of doing things have a philosophical, thoughtful, non-hostile sense of humor have a childlike and fresh creativity and inventiveness maintain an inner detachment from the culture in which they live may appear temperamental or ruthless as they are strong and independent people guided by their own inner visions

Alderfer’s ERG TheoryThree groups of core needs:

Existence (Maslow: physiological and safety)

Relatedness (Maslow: social and status)

Growth (Maslow: esteem and self-actualization)Removed the hierarchical assumption

Can be motivated by all three at once

Popular, but not accurate, theory


McGregor’s Theory X and Theory Y

Two distinct views of human beings: Theory X (basically negative) and Theory Y (positive).Managers used a set of assumptions based on their viewThe assumptions molded their behavior toward employees

No empirical evidence to support this theory.



Herzberg’s 2 Factor Theory

Herzberg’s Motivation-Hygiene Theory• Satisfaction and dissatisfaction are separate and

distinct dimensions• Motivation factors

• Job factors that increase motivation but whose absence does not necessarily result in dissatisfaction

• Hygiene factors• Job factors that reduce dissatisfaction when present to

an acceptable degree but that do not necessarily result in higher levels of motivation.


Herzberg’s Two-Factor Theory

Effects of Maintenance and Motivational Factors


Herzberg’s Motivation-Hygiene Theory


McClelland’s Learned Needs

Need for Achievement• a need to accomplish goals, excel, and strive

continually to do things better.

Need for Affiliation• desire for friendly and close interpersonal

relationships

Need for Power• the need to influence and lead others and be

in control of one’s environment

Performance Predictions for High nAch

People with a high need for achievement are likely to:

Prefer to undertake activities with a 50/50 chance of success, avoiding very low- or high-risk situations

Be motivated in jobs that offer high degree of personal responsibility, feedback, and moderate risk

Not necessarily make good managers – too personal a focus. Most good general managers do NOT have a high nAch

Need high level of nPow and low nAff for managerial success


CONTEMPORARY THEORIES OF MOTIVATION


Contemporary Theories of Motivation

Goal-Setting Theory

Self-Efficacy Theory

Also known as Social Cognitive Theory or Social Learning Theory

Equity Theory

Expectancy Theory


Locke’s Goal-Setting TheoryBasic Premise: That specific and difficult goals, with self-generated feedback, lead to higher performance

Difficult Goals:Focus and direct attentionEnergize the person to work harderDifficulty increases persistenceForce people to be more effective and efficient

Relationship between goals and performance depends on: Goal commitment (the more public the better!)Task characteristics (simple, well-learned)Culture



Goal Setting Theory

Function of Goals• basis of motivation• direct behavior

• For goals to be effective– individuals must be aware of goals– must accept the goals

• Factors that influence effectiveness of goal setting– goals must be specific– goals should be difficult but attainable


Guidelines for SMART Goals

Specific

Measurable

Attainable

Results oriented

Time bound

Give feedback regularly!


Locke’s Model of Goal Setting

Encouraging thedevelopment of goal-attainment strategies

or action plans

Increasingone’s persistence

Regulatingone’s effort

Directingone’s attention

Goalsmotivate the

individualby...

Taskperformance

Bandura’s Self-Efficacy Theory

An individual’s belief that he or she is capable of performing a task. Higher efficacy is related to:

Greater confidence

Greater persistence in the face of difficulties

Better response to negative feedback (work harder)

Self-Efficacy complements Goal-Setting Theory.


Given Hard Goal

Higher Self-Set Goal

Increased Confidence

Higher Performance

Increasing Self-EfficacyEnactive masteryMost important source of efficacyGaining relevant experience with task or job“Practice makes perfect”Vicarious modelingIncreasing confidence by watching others perform the taskMost effective when observer sees the model to be similar to him- or herselfVerbal persuasionMotivation through verbal convictionArousalGetting “psyched up” – emotionally aroused – to complete taskCan hurt performance if emotion is not a component of the task


Adams’ Equity TheoryEmployees compare their ratios of outcomes-to-inputs of relevant others.When ratios are equal: state of equity exists – there is no tension as the situation is considered fair

When ratios are unequal: tension exists due to unfairness

Under rewarded states cause anger

Over rewarded states cause guiltTension motivates people to act to bring their situation into equity



Key Factors in Equity Assessment

Equity Theory’s “Relevant Others”

Can be four different situations:Self-Inside

The person’s experience in a different job in the same organizationSelf-Outside

The person’s experience in a different job in a different organizationOther-Inside

Another individual or group within the organizationOther-Outside

Another individual or group outside of the organization


Reactions to InequityEmployee behaviors to create equity:Change inputs (slack off)Change outcomes (increase output)Distort/change perceptions of selfDistort/change perceptions of othersChoose a different referent personLeave the field (quit the job)Propositions relating to inequitable pay:Paid by time:

Overrewarded employees produce more Underrewarded employees produce less with low qualityPaid by quality:

Overrewarded employees give higher qualityUnderrewarded employees make more of low quality


Expectancy Theory – Victor Vroom

Motivation depends on how much we want something and on how likely we think we are to get itImplications are that managers must recognize thatEmployees work for a variety of reasonsThe reasons, or expected outcomes, may change over timeIt is necessary to show employees how they can attain the outcomes they desire



Expectancy Theory


The Expectancy Theory of MotivationThe Expectancy Theory of Motivation


Expectancy Theory (Vroom, 1964)

Five Components• Job outcomes (e.g., pay, promotions)• Valence - attractiveness of the outcomes to

employees• Instrumentality - strength of belief that

performance results in outcome attainment• Expectancy - strength of belief that effort will

result in successful performance• Force - amount of pressure within the person

to be motivated

Guidelines for the Use ofExpectancy Theory

Practical use of the theory by managers:Determine the primary outcome each employee wants.Decide what levels and kinds of performance are needed to meet organizational goals.Make sure the desired levels of performance are possible.Link desired outcomes and desired performance.Analyze the situation for conflicting expectations.Make sure the rewards are large enough.Make sure the overall system is equitable for everyone.
