MOTIVATION

Motivation is the work a manager performs to inspire and encourage people to take required action. According to Scott, motivation is a process of stimulating people to action to accomplish desired goals. IMPORTANCE 1. Motivated employees are always looking for better ways to do a job. 2. A motivated employee, generally, is more quality oriented. 3. Highly motivated workers are more productive than apathetic workers. 4. Motivated employees are stable. DETERMINANTS OF MOTIVATION Three types of forces generally influence human behavior 1. Force operating within the individual: Each person is different and a variety of items may prove to be motivating, depending upon the needs of the individual, the situation the individual is in and what rewards the individual expects for the work done. It is the duty of the manager to match individual needs and expectations to the type of rewards available in the job setting. 2. Force operating within the organization: Climate plays an important part in determining workers motivation. The climate in an organization is determined by a number of variables such as its leadership style, autonomy enjoyed by members, growth prospects, emotional support form members, reward structure, etc. 3. Force operating in the environment: Culture, norms, customs, images and attributes accorded by society to particular jobs, professions and occupations and the workers home life-all play a strong motivational role. An individual may prefer to do the job of an officer rather than serve as a college teacher. In other word factors such as social status and social acceptance play an important role in shaping the motivations of people.

MOTIVATION PROCESS

Unsatisfied need

Tension

Drives

Search Behavior

Satisfied needs

Reduction of tension

New unsatisfied needs

MOTIVATION THEORIES: 1. Early Theories y Scientific Management y Human Relation Model 2. Contemporary Theories y Content Theories  Maslows Need Hierarchy Theory  Alderfers ERG Theory  McGregor's Theory X and Theory Y

 Herberg's two-factor theory  McClellands Achievement Motivation Theory y Process Theories  Vrooms Expectancy Model  Adams Equity Theory  Porter and Lawlers Performance Satisfaction Theory Maslow's Need Hierarchy (1) A hierarchy of five basic needs y y y y Physiological needs: hunger, thirst, shelter, sex, and other bodily needs Safety needs: security and protection from physical and emotional harm Social needs: affection, belongingness, love, acceptance, and friendship. Esteem needs: internal esteem (self-respect, autonomy, achievement), and external esteem (status, recognition, attention, power, and face) y Needs for self-actualization: the drive to best realize one's potential, including potential in personal growth, achievements, and self-fulfillment.

Low-order needs: physiological and safety needs, they are satisfied externally (payment, unions) High-order needs: social, esteem, and self-actualization needs, they are satisfied internally. (2) Basic assumptions: y A substantially satisfied need no longer motivates y It is the lowest level of ungratified need in the hierarchy that motivates behavior y As a lower level of need is met, a person moves up to the next level of needs as a source of motivation (3) The socio-cultural construction of need hierarchy Alderfer's ERG theory (1). Three groups of core needs

y Existence needs: physiological and safety needs y Relatedness needs: the desire foe maintaining important interpersonal relationships: social needs, and the external components of the esteem needs y Growth needs: an intrinsic desire for personal development: the intrinsic component of esteem, and self-actualization (2). Basic assumptions: y Satisfied low-order needs lead to the desire to satisfy higher-order needs. y Multiple needs can be operating as motivators at the same time. y Frustration in attempting to satisfy a higher-level need can result in regression to a lower need. McGregor's theory X and theory Y Theory X: the assumption that employees dislike work, are lazy, dislike responsibility, and much be coerceded to perform. Theory Y: the assumptions that employees like work, are creative, seek responsibilities, and can excise self-direction. y Theory X: assumes that lower-order needs motivate individual behavior. y Theory Y: assumes that higher-order needs motivate individual behavior. Herberg's two-factor theory (1). Contrasting views of satisfaction and dissatisfaction y Traditional view: Satisfaction y Herzberg's view: Satisfaction No satisfaction No dissatisfaction Dissatisfaction Dissatisfaction

(2). Two factors Motivation factors: the factors that lead to job satisfaction. They are mostly intrinsic factors such as achievement, recognition, work itself, responsibility, advancement, and growth y Hygiene factors: the factors that lead to the prevention of dissatisfaction. They are mostly extrinsic factors such as compony policy and administration, supervision, work condition, and salary. y Management implications: job enlargement & enrichment, empowerment, and participative management Criticism: y Job satisfaction does not necessarily lead to high motivation y Attribute theory as an explanation

McClellands Achievement Motivation Theory y Need for achievement: the drive to excel, to set a higher goal, to seek higher responsibility, and to strive to succeed. The characteristics of a higher achiever: y y y y Seek personal responsibility Seek feedback on their performance Seek moderate risks and goals Need for power: the desire to have impact on, to influence and control the behavior of others.  Socialized power: used for social benefits  Personalized power: used for personal gain y Need for affiliation: the desire to be liked and accepted by others.