22622708 Motivation

8/3/2019 22622708 Motivation

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Motivation

The process that account for an

individuals intensity, direction andpersistence of effort toward

attaining .

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Psychological Contract: A Set of

Employment Expectations

Contributions:

What does each employee expect tocontribute to the organization?

Inducements:

What will the organization provide toeach employee in return?

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Motivation Motivation is the willingness of a

person to exert high levels of effort tosatisfy some individual need or want.

The effort is a measure of intensity.

Need Some internal state that makescertain outcomes appear attractive.

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Maslows Hierarchy of Needs

Safety/Security Needs

Physical Needs

Social/Belonging Needs

Ego or Esteem Needs

Self-

actualization

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Herzbergs Motivation-Hygiene Theory

Two independent scales:

Satisfaction and No Satisfaction

These are the motivators

Dissatisfaction and No

Dissatisfaction

Hygiene or maintenance factors

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Comparison of Hygiene and Motivators

Hygiene Factors

Company policies

Supervision

Work conditions

Salary

Relationship with peers

Status Security

These factors contributeto job

dissatisfaction.

Motivators

Recognition

Achievement

Work itself

Responsibility

Opportunity for

advancement Growth

These factors contributeto job satisfaction.

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McGregors Theory X & Y Theory X

Managers are pessimisticabout workers

capabilities.

Managers believe peopledislike work, seek toavoid responsibility, andare not ambitious.

Employees must beclosely supervised.

Theory Y

Managers are moreoptimistic about workers capabilities.

Managers believepeople enjoy work,willingly accept

responsibility, exerciseself-control, have thecapacity to innovate,and work is as naturalas play.

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Alderfers ERG Theory of Motivation

Existence

Relatedness Growth

All needs are operative at one time

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McClellands Needs Theory

The need for Achievement:

is the drive to accomplish challenging goals.

The need for Power:

is the desire to control others; to influenceothers behavior according to ones wishes.

The need for Affiliation:

is the desire for close relationships with others.

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Goal Setting Theory

A goal is what a person tries to

attain, accomplish, or achieve. Goals tell an employee what needs to be done and

how much effort will need to be expended.

A specific hard goal that is understood andaccepted by the individual acts as an internal

stimulus. Specific hard goals produce a higher level of output

than does the generalized goal of do your best.

The specificity of the goal itself acts as an internalstimulus.

Feedback is critical and acts to guide behavior.

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Equity Theory of Motivation Individuals compare their job inputs and

outcomes with those of others and then

respond so as to eliminate any inequities.

Equity theory recognizes that individuals areconcerned not only with the absolute amount

of reward for their efforts, but also with therelationship of this amount to what othersreceive.

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Performance

EducationOrganizational Level

Tenure/Seniority

Gender

Social Reward

BenefitsRecognition

Actual Pay

Perks

INPUTS OUTPUTS

Equity Theory of Motivation

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Equity Theory of Motivation

If an imbalance is perceived, what could

be done? Change the inputs.

Change the outcomes.

Look at another measurement.

Change ones self-perception.

Choose to leave.

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Expectancy Theory 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 agiven outcome and on the attractiveness of that outcome to the individual. The theoryfocuses on three relationships:

effort-performance relationship.

performance-reward relationship.

reward-personal goals relationship.

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Expectancy Theory Effort-performance relationship:

the probability perceived by the individual that exerting agiven amount of effort will lead to performance.

Performance-reward relationship:

the degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome.

Reward-personal goals relationship: the degree to which organizational rewards satisfy an

individuals personal goals or needs and the attractivenessof those potential rewards for the individual.

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Implication of motivation Management by objectives

Employee recognition Employee involvement

Job redesign

Variable pay program Skill-based pay plans

Flexible benefits

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MBO Set SMART goal

Specific Participative

Decision making

Performance feedback

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Employee involvement Participative management

Representative participation Quality circles

Works councils

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Job redesign Job rotation

Job enlargement Job enrichment

Flexi time

Job sharing Telecommuting

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Variable pay programs Piece-rate pay plans

P

rofit-sharing plans

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Job Dissatisfaction Employee unrest

Absenteeism Tardiness

Employee turnover

Union activity Early retirement

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Sources of job dissatisfaction Organizational factors salaries,

promotions etc

Work environment- leadership style,work group and working conditions

Task -

Personal factors

22622708 Motivation

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