Basic Motivation Concepts

BMC a producer of software products, gives top priority to keep talented workers by:

Pay an incentive to designers of new products. Gives a percentage of any sales their products generate, Provides other rewards to top performers/ performing teams. Profit-per-employee is among the highest in the industry.

The company is introducing new products at a breathtaking pace.

Motivation is the process that accounts for an individuals intensity, direction, and persistence of effort towards the attainment of a goal.

Three key elements

Intensity is how hard a person tries Direction is the orientation that helps realize the objective Persistence is a measure of how long a person can maintain his/her effort

Motivated individuals stay with a task long enough to achieve their goal

Imp. Theories of Motivation

Maslows Hierarchy of Needs Theory ERG Theory by Clayton Alderfer Theory x, theory Y -By Douglas McGregor Motivation-Hygiene Theory or Herzbergs Two-factor Theory The Theory of Needs Goal-Setting Theory (Edwin Locke) Equity theory- J.Stacy Adams Expectancy Theory- Victor Vroom

Hierarchy of Needs Theory (Maslow)

Hierarchy of Needs Theory
There is a hierarchy of five needs: physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant.

Self-Actualization
The drive to become what one is capable of becoming

Maslows Hierarchy of Needs Theory

the individual is to be healthy and secure.

Deficiency needs - they must be satisfied if

other survival needs. Safety. Security, stability, and protection from physical or emotional harm. Social. Social interaction, affection, companionship, and friendship.

Physiological. Hunger, thirst, shelter and

Maslows Hierarchy of Needs Theory

Growth needs - are related to the

development and achievement of ones potential

Esteem. Self-respect, autonomy,

achievement, status, recognition, and attention Self-actualization. Growth, selffulfillment, and achieving ones potential

Maslows Hierarchy of Needs

Lower-Order Needs
Needs that are satisfied externally; physiological and safety needs

Higher-Order Needs
Needs that are satisfied internally; social, esteem, and self-actualization needs

Self Esteem

Social
Safety Physiological

Assumptions of Maslows Hierarchy

Movement Up the Pyramid
Individuals cannot move to the next higher level until all needs at the current (lower) level are satisfied.

Individuals therefore must move up the hierarchy in order.

Maslow Application A homeless person will not be motivated to

meditate!

ERG Theory by Clayton Alderfer

There are three groups of core needs: existence, relatedness, and growth

Existence: Basic material existence requirements. Physiological + safety needs of Maslows Hierarchy

Relatedness: The desire for maintaining important interpersonal relationships. Social + External factor of Esteem need ( status, recognition, and attention)
Growth: An intrinsic desire for personal development. Intrinsic component of esteem (Self-respect, autonomy, achievement) + Self- Actualization.

ERG Theory demonstrates

1. More than one need may be operative at the same time 2. If the gratification of a higher-level need is stifled, the desire to satisfy a lower-level need increases. (Frustration-regression dimension)

ERG theory represents a more valid version of need hierarchy

Theory X Theory Y By Douglas McGregor

Little Ambition

Theory X Workers

Dislike Work

Avoid Responsibility
Self-Directed

Theory Y Workers

Enjoy Work Accept Responsibility

Theory X

Assumptions

Individuals

Inherently dislike work and will try to avoid it They avoid responsibilities Seek formal direction Place security above all other work-related factors Display little ambition

They must be coerced, controlled, or threatened to achieve goals

Theory Y

Assumptions:

Individuals

View work as being as natural as rest or play Committed to their objectives The individual can learn to accept, even seek, responsibility Individuals have innovative decision-making skills

Individuals will exercise self-direction and self-control

Implications

Theory X assumes that lower-order needs dominate individuals Theory Y assumes that higher-order needs dominate individuals

Proposals of Mc Gregor

Participative decision making Responsible and challenging tasks Good group relations - Maximize motivation

Motivation-Hygiene Theory

Frederick Herzberg asked workers to describe situations in which they felt either good or bad about their jobs
Theory asserts that Intrinsic factors are related to job satisfaction - motivating factors Extrinsic factors are associated with dissatisfaction - hygiene factors

Factors characterizing events on the job that led to extreme job dissatisfaction

Factors characterizing events on the job that led to extreme job satisfaction

Comparison of Satisfiers and Dissatisfiers

Job satisfaction factors are distinct from job dissatisfaction factors

Managers who eliminate job dissatisfaction factors may not necessarily motivate

When hygiene factors are adequate, people will not be dissatisfied; Neither will they be satisfied

To motivate people - emphasize intrinsically rewarding factors

Contrasting Views of Satisfaction and Dissatisfaction

Need for Achievement

(nAch)

The Theory of Needs

Need for Power

(nPow)

Need for Affiliation

(nAff)

David McClelland

Proposed three needs motivate behavior

Need for achievement

Need to excel To achieve in relation to a set of standards, to strive to succeed To make others behave in ways in which they would not have behaved otherwise Desire for interpersonal relationships

Need for power

Need for affiliation

Predictions Based on the Theory

Individuals with a high need to achieve are strongly motivated in situations where

Personal responsibility Feedback Intermediate degree of risk

High achievers are interested in how well they do personally and not in influencing others to do well

The needs for affiliation and power tend to be closely related to managerial success. The best managers are high in their need for power and low in their need for affiliation.

Contemporary Theories of Motivation

Goal-Setting Theory (Edwin Locke)

Goal-setting Theory

Specificity Challenge Feedback Participation

Commitment Self-efficacy Task characteristics Culture

Edwin Locke proposed

Intentions to work toward a goal are a major source of work motivation Goals tell an employee what needs to be done and how much effort is needed

Effective Goal Setting

Specific Goals
Results-Oriented Goals

Challenging Goals

Task Effort

Task Performance

Goal Commitment
Participation in Goal Formation (sometimes)

EQUITY THEORY- J.Stacy Adams

Individuals compare their job inputs and outcomes with those of others and then respond so as to eliminate any inequities.

Ratio Comparison*
Outcomes A
Inputs A Outcomes A Inputs A Outcomes A Inputs A > = <

Employees Perception
Outcomes B
Inputs B Outcomes B Inputs B Outcomes B Inputs B Inequity (Over-Rewarded) Equity Inequity (Under-Rewarded)

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

Inequity creates tension employee to seek fairness. Four referents that an employee can use:

Self-inside: an employees experiences in a

different position inside the organization. Self-outside: an employees experiences in a position outside of the organization. Other-inside: an employees perception of persons inside the organization. Other-outside: an employees perception of persons outside of the organization.

Workers who perceive an inequity will react in one of the six following ways: Change inputs Change outcomes Distort perceptions of self Distort perceptions of others Choose a different referent, or Leave the field

Expectancy Theory-Victor Vroom

The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

Individual Effort

Individual Performance

Organizational Rewards 3

1. Effort-performance relationship 2. Performance-rewards relationship 3. Rewards-personal goals relationship Personal Goals

1. Effort-performance relationship: The probability perceived by the individual that exerting a given amount of effort will lead to performance. 2. Performance-reward relationship: The degree to which the individual believes that performing at a particular level will lead to the attainment of desired outcome. 3. Reward-personal goals relationship: The degree to which organizational rewards satisfy an individuals personal goals or needs and the attractiveness of those potential rewards for the individual.

Performance Dimensions
Dont forget abilities and opportunities Ability

Performance

Motivation

Opportunity

Success on a job is facilitated or hindered by the existence or absence of support resources Performance = f(a M O) If either is inadequate, performance will be negatively affected

Chapter Check-up: Motivation

Elizabeths boss starts out the day each morning saying, Bet you wish

you didnt have to be here, huh?

Knowing this, which theory gives us

insight as to why Elizabeth may not

be motivated at work?

Chapter Check-up: Motivation

Elizabeths boss may well be a Theory X manager, as she/he assumes employees dont like work and/or want to be there.

Chapter Check-up: Motivation

If you study really hard and only get a B on an exam, but your classmate barely studies at all and

gets an A, what theory

will help explain why you

feel less motivated to go

to class?

Chapter Check-up: Motivation

What theory would say

that this man, who knows

he works hard and is

performing well, will be

motivated by a gym

membership for being a

high performer?

Chapter Check-up: Motivation

Would a gym membership be considered a motivator or hygiene factor, according to Herzberg? Discuss with a classmate.

Implications for Group Leaders

Know your group members needs Unsatisfied needs motivate or a satisfied need activates movement to a new need level Participative decision making, responsible and challenging tasks and good group relations maximize motivation Allow group members greater responsibility in planning and controlling their work

Implications for Group Leaders

Variables such as education, family background, and cultural environment can alter the driving force that a group of needs holds for a particular individual Train your group members according to their needs or groups need Hard and specific goals-a potent motivating force

Motivation is influenced significantly by relative rewards as well as by absolute rewards Understanding of an individuals goals and the linkage between effort and performance- imp. An individual may be willing and able, there may be obstacles that constrain performance.