MOTIVATION

Defining Motivation
Motivation The processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal. Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal 3. Persistence: how long a person tries
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The story about the tiny frogs.

There once was a bunch of tiny frogs,... who arranged a running competition.

The goal was to reach the top of a very high tower.

A big crowd had gathered around the tower to see the race and cheer on the contestants...

The race began...

Honestly
No one in crowd really believed that,

the tiny frogs would reach the top of the tower...

You heard statements such as: "Oh, WAY too difficult!! They will NEVER make it to the top."

or

"Not a chance that they will succeed. The tower is too high!"

The tiny frogs began collapsing. One by one...

... Except for those who in a fresh tempo were climbing higher and higher...

The crowd continued to yell

"It is too difficult!!! No one will make it!"

More tiny frogs got tired and gave up...

But ONE continued higher and higher and higher...

This one wouldnt give up!

At the end everyone else had given up climbing the tower.

Except for the one tiny frog who after a big effort was the only one who reached the top!

THEN all of the other tiny frogs naturally wanted to know how this one frog managed to do it?

A contestant asked the tiny frog how the one who succeeded had found the strength to reach the goal?

It turned out...

That the winner was

DEAF!!!!

The wisdom of this story is:

Never listen to other peoples tendencies to be negative or pessimistic...

cause, they take your most wonderful dreams and wishes away from you. The ones you have in your heart!

Always think of the power which words have.

Because everything you hear and read will affect your actions!

Therefore...

ALWAYS be

POSITIVE!

And above all:

Be DEAF when people tell YOU that YOU can not fulfil YOUR dreams!

Always think:

I can do this!

Hierarchy of Needs Theory (Maslow)

Hierarchy of Needs Theory

There is a hierarchy of five needsphysiological, 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.

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Maslows Hierarchy of Needs

Self

Esteem
Social Safety Physiological

Source: Motivation and Personality, Second Edition, by A. H. Maslow, 1970. Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, New Jersey.

Theory X and Theory Y (Douglas McGregor)

Theory X
Assumes that employees dislike work, lack ambition, avoid responsibility, and must be directed and coerced to perform.

Theory Y
Assumes that employees like work, seek responsibility, are capable of making decisions, and exercise self-direction and self-control when committed to a goal.

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Little Ambition

Theory X Employees

Dislike Work Avoid Responsibility Self-Directed

Theory Y Employees

Enjoy Work Accept Responsibility

Two-Factor Theory (Frederick Herzberg)

Two-Factor (Motivation-Hygiene) Theory Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction.

Hygiene Factors Factorssuch as company policy and administration, supervision, and salarythat, when adequate in a job, placate workers. When factors are adequate, people will not be dissatisfied.
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ERG Theory (Clayton Alderfer)

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

Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development.

Concepts: More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lower-level need increases.

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David McClellands Theory of Needs

Need for Achievement
The drive to excel, to achieve in relation to a set of standards, to strive to succeed.

Need for Affiliation

The desire for friendly and close personal relationships.

Need for Power

The need to make others behave in a way that they would not have behaved otherwise.
nAch

nPow

nAff

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Cognitive Evaluation Theory

Cognitive Evaluation Theory Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation. The theory may only be relevant to jobs that are neither extremely dull nor extremely interesting.

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Goal-Setting Theory (Edwin Locke)

Goal-Setting Theory The theory that specific and difficult goals, with feedback, lead to higher performance. Factors influencing the goalsperformance relationship: Goal commitment, adequate self-efficacy, task characteristics, and national culture. Self-Efficacy The individuals belief that he or she is capable of performing a task.
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Goal Setting
Goals
Specific Difficult Accepted

Effects on Person
Directs attention Energises Encourages persistency New strategies developed

Performance

Feedback

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Job Design Theory

Job Characteristics Model Identifies five job characteristics and their relationship to personal and work outcomes.

Characteristics:
1. Skill variety 2. Task identity 3. Task significance 4. Autonomy 5. Feedback

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Job Design Theory (contd)

Skill Variety

The degree to which a job requires a variety of different activities.

Task Identity The degree to which the job requires completion of a whole and identifiable piece of work. Task Significance The degree to which the job has a substantial impact on the lives or work of other people.
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Job Design Theory (contd)

Autonomy The degree to which the job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out. Feedback The degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her performance.
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Equity Theory

(Adams, 1963; Landy, 1989; 68 Beehr, 1996)

Equity Theory
A version of discrepancy theory of job satisfaction focusing on the discrepancies between what one has on the job and what one thinks is fair - what one should have
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Equity Theory
Inputs - factors considered by the individual that contribute to their work knowledge, skills and abilities Outcomes - factors considered by the individual to have personal value - money, promotion, praise
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Equity Theory
I/O < I/O (Underpay) 5/10 10/10 Inequity I/O = I/O (Equity) 10/10 = 10/10

Equity

I/O > I/O (Overpay 5/10 10/10 Inequity

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Equity Theory
Equity Theory Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities. Referent Comparisons:

Self-inside
Self-outside Other-inside Other-outside
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Equity Theory (contd)

Choices for dealing with inequity: 1. Change inputs (slack off) 2. Change outcomes (increase output) 3. Distort/change perceptions of self 4. Distort/change perceptions of others

5. Choose a different referent person

6. Leave the field (quit the job)

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Equity Theory (contd)

Distributive Justice Perceived fairness of the amount and allocation of rewards among individuals.

Procedural Justice The perceived fairness of the process to determine the distribution of rewards.

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Equity Theory (contd)

Distributive Justice Perceived fairness of the amount and allocation of rewards among individuals.

Procedural Justice The perceived fairness of the process to determine the distribution of rewards.

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Expectancy Theory
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.

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Expectancy Theory
(Vroom)

Individual Effort

Individual Performance

Organisational Rewards 3

1. Effort-Performance relationship = Expectancy 2. Performance-Rewards relationship = Instrumentality

Personal Goals

3. Rewards-Personal goals relationship = Valence

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Expectancy Theory Relationships

EffortPerformance Relationship

The probability that exerting a given amount of effort will lead to performance. The belief that performing at a particular level will lead to the attainment of a desired outcome.
The degree to which organizational rewards satisfy an individuals goals or needs and the attractiveness of potential rewards for the 78 individual.

PerformanceReward Relationship

RewardsPersonal Goals Relationship

How Expectancy Theory Works

Your tutor offers you 1 million if you memorise the textbook by tomorrow morning.

Expectancy

Instrumentality
Performance

Valence

Effort - Performance Link

No matter how much effort you put in, probably not possible to memorise the text in 24 hours

- Rewards Link Rewards - Personal Goals Link

T

Your tutor does not look

like

here are a lot of wonderful things

you could do with 1 million

someone who has 1 million

E=0

I=0

V=1

Conclusion: Though you value the reward, you will not be motivated to do this task.