INDIVIDUAL BEHAVIOR MOTIVATION

Definition
Theories of motivation Motivating by job design Redesigning jobs Alternative work arrangements Employee involvement Using rewards to motivate employees

Motivation
Motivation is the force energizing or giving direction

to behavior. It may be defined as the psychological feature that arouses a person to action towards a desired goal.
It is an internal force so we can not measure motivation

but we can watch behavior.

Ability x motivation x environmental conditions = performance

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The motivation process

Need theories Cognitive activities

Behaviors

Reinforcement

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Need theories
need theories argue that we behave as we do because

we are attempting to fulfill internal needs. Some theories in this context are:
Maslow's hierarchy of needs

Two factor theory

ERG theory Acquired needs theory

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Maslows hierarchy of needs

Self actualization needs

Esteem needs

Belongingness needs

Safety needs

Physiological needs

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Maslows hierarchy of needs

It says that a need might not be totally fulfilled before

we move to the new level. Hierarchy may not be the same for all. People from different countries may differ in need they seek to satisfy through work.

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Two-factor theory
This theory has two dimensions: Motivators factors making individuals satisfied with their jobs. Hygiene factors factors making individuals avoiding dissatisfaction of their jobs. It was recommended to provide hygiene factors to reduce worker dissatisfaction at the same time include motivators to motivate workers and lead to job satisfaction.

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Two-factor theory
Hygiene factors
Pay Working conditions Supervisors Company policies Benefits

Motivators
Achievement Responsibility Work itself Recognition Growth and advancement

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Cognitive theories
Cognitive theories work to isolate thinking patterns used in

deciding whether or not to act in a certain way. They do not conflict with need theories but they look differently at motivation. They are also called process theories as they focus on the process of motivation. Some important theories are expectancy theory, equity theory, goal-setting theory

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Expectancy theory
It argues that we consider three main issues before

making the effort to perform at a given level. Effort-performance the probability perceived by individual that exerting a given amount of effort will lead to performance Performance-outcome what is the probability that my good performance will lead to desired outcomes? Rewards- personal goal relationship the degree to which the rewards satisfy individuals personal goals

Equity theory
According to the equity theory we prefer situations of

balance or equity which exist when we see the ratio of our inputs compared to our outcomes as being equal to that for a comparison other. For example in deciding equity of a pay rise, co workers may be compared to peers in other units and/or a friend at another firm similarly qualified.

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 To assess our inputs we may we consider many

variables as education, skills, experience, work hours and results. Outcomes include pay, bonuses, praise, parking, office space, furniture, and work assignments. If the input:output ratio is seen to be less it may produce tension

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Goal-setting theory
Goal setting seen once as a technique, has become a

motivational theory.

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Assessing cognitive theories

Expectancy theory tells managers to build positive

effort-performance expectancies in staff Equity theories influence individual assessment of the value of maintaining motivation equity Goal-setting theory helps pinpoint performance levels.

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Reinforcement theory
The theory argues that behavior can be explained by

environmental consequences and not cognitive explanations. It says that behaviors with pleasant or positive consequences are more likely to be repeated than those with unpleasant or negative ones.

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Motivating by job design

The way the elements in a job are organized can act to

increase or decrease effort The job characteristics model explains that each job can be described in terms of core job dimensions such as:
skill variety degree to which job requires variety of skills e.g.

workshop owner Task identity degree to which job requires completion of whole assignment e.g. cabinetmaker Task assignment degree to which job has a significant impact on other people e.g. nurse Autonomy degree to which the job requires freedom in work Feedback degree to which carrying out the work activities required by a job results in individuals obtaining direct and clear information about the effectiveness of their performance

 The first three dimensions combine to create

meaningful work These attributes increase motivation, performance and satisfaction and low absenteeism

Redesigning jobs
Job rotation The periodic shifting of an employee from one task to another Job enlargement Increasing the number and variety of tasks that an individual performs. It makes the job diverse. Job enrichment The vertical expansion of jobs which increases the degree to which the worker controls the planning, execution and evaluation of the work.

Alternative work arrangements

Flextime Flexible working hours Job sharing It allows two or more individuals to split a traditional 40-hour week job Telecommuting Work from home at least two days a week on a computer that is lined to the employees office.

Employee involvement
It is a participative process that uses the input of

employees and is intended to increase employee commitment to the organizational success.

Participative management

Subordinates share decision making process

A representative from a group of subordinates participates in decision making A work group of employees who meet regularly to discuss their quality problems and find solutions

Representative management

Quality circles

Using rewards to motivate employees

What to pay employees?
How to pay individual employees? Piece rate pay Merit based pay Bonuses Skills based Profit sharing Gain sharing Employee stock ownerships What benefits to offer?

How to construct employee recognition programs?