7 Motivation+ +Part+1
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Transcript of 7 Motivation+ +Part+1
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MOTIVATION
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OB/ MOTIVATION 2
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OB/ MOTIVATION 3
What Leads to Performance?
Performance
=
f (Ability, Motivation, Opportunity)
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OB/ MOTIVATION 4
What is Motivation?
Origin : Latin ‘Movere’= ‘to move’
“Dynamic force which sets a person into
motion”
“An inner state that energizes, activates and
directs or channels behavior towards goals”
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OB/ MOTIVATION 5
Motivation….
“Process of channeling a person’s inner drives so
that he wants to accomplish the goals of the
organization”
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OB/ MOTIVATION 6
Motivation
“The willingness to exert high levels of
efforts towards organizational goals,
conditioned by the effort’s ability to satisfy
some individual need.”
- Stephen P
Robbins
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OB/ MOTIVATION 7
The Motivation Process
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OB/ MOTIVATION 8
Nature
Individuals differ in their motivation
Motivations change
Motivations are expressed differently
Ind. may himself be unaware of his
motivation
An internal feeling
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OB/ MOTIVATION 9
Theories of Motivation
Content Theories
Process Theories
“ What Motivates People”
focus on internal needs
“ How Motivation occurs”
how people choose behaviors to satisfy their needs1. Maslows Hierarchy of
Needs
2. Herzberg’s 2 factor theory
3. Alderfer’s ERG theory
4. McClelland’s Need theory
1. Victor Vroom’s Expectancy theory
2. Porter Lawler Model
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OB/ MOTIVATION 10
– Focus on what arouses, energizes, or
starts behavior, i.e. individual
physiological & psychological needs
– Motivation results from the individual’s
attempts to satisfy needs.
– Attempt to identify & prioritize the needs
& drives that motivate people.
Content Theories
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OB/ MOTIVATION 11
MASLOW’S HIERARCHY OF NEEDS
Esteem Needs
Safety Needs
Social Needs
Self Actualization
Physiological Needs
LowerOrderneeds
Higher
Order
needs
Growth needs
Internal
Symbolic
behavior
Striving needs
External
Economic behavior
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OB/ MOTIVATION 12
Satisfied need no longer motivates
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OB/ MOTIVATION 13
Maslow’s Need Hierarchy Theory
Adult motives are complex
Needs form a Hierarchy – Lower needs to
be satisfied before higher order needs
People seek growth. They want to move up
the hierarchy of needs
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OB/ MOTIVATION 14
Research evidence
– Flexible hierarchy of needs
– Satisfaction of one need level may not decrease its
importance and increase importance of next need level.
– Needs vary according to:
• A person’s career stage.
• Organizational size.
• Geographic location.
• Across Cultures
Maslow’s Need Hierarchy Theory
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OB/ MOTIVATION 15
Managerial implications
Physiological needs – wages, food, breaks
Safety needs – safe working environment, job
security, insurance
Social needs – teams, opportunity to interact
Esteem needs – challenging tasks, recognition,
participation, status symbols
Self actualization needs – encourage creativity,
innovation
Maslow’s Need Hierarchy Theory
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OB/ MOTIVATION 16
Herzberg’s Two – Factor theory
Frederick Herzberg
Dual Factor / Motivation-hygiene theory
Portrays two different factors —
– Hygiene factors: related to job context
– Motivating factors: related to job content
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OB/ MOTIVATION 17
Research (1950) – Asked people to describe situations in which they found their job exceptionally good or bad
Conclusion:
Job satisfaction – Intrinsic factors
Dissatisfaction – extrinsic factors
Herzberg’s Two – Factor theory
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OB/ MOTIVATION 18
Herzberg’s Two- Factor Theory
Contrasting Views of Satisfaction-Dissatisfaction
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OB/ MOTIVATION 19
•Environmental, external to job
•Prevent dissatisfaction
•Zero level motivation if maintained
•Intrinsic factors•Build high level of motivation• & job satisfaction•Stimulates superior performance
Herzberg’s Two – Factor theory
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OB/ MOTIVATION 20
Herzberg’s Two – Factor theory
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OB/ MOTIVATION 21
Research evidence
– Theory fails to:
• Account for individual differences.
• Link motivation & needs to both satisfaction &
performance.
• Consider cultural & professional differences.
( Ex- Theory applicable to knowledge workers.
For blue collar workers maintenance factors
maybe motivators)
Herzberg’s Two – Factor theory
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OB/ MOTIVATION 22
Alderfer’s ERG Theory
Developed by Clayton Alderfer.
Collapses Maslow’s five categories into
three categories: existence needs,
relatedness needs, and growth needs.
More than one need category may be
activated at the same time.
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OB/ MOTIVATION 23
ERG Theory
Existence needs: Desire for physiological
and material well-being.
Relatedness needs: Desire for satisfying
interpersonal relationships.
Growth needs: Desire for continued
personal growth and development.
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OB/ MOTIVATION 24
Research evidence on ERG theory:
– Supporting evidence is encouraging.
– Offers a more flexible approach to
understanding human needs.
ERG Theory
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OB/ MOTIVATION 25
Comparison of Content Theories
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OB/ MOTIVATION 26
Process Theories:
– Focus on the cognitive processes that
influence behavior, i.e. why a person
behaves in a particular way.
– Deal with ‘how’ to motivate
Process theories
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OB/ MOTIVATION 27
VROOM’S EXPECTANCY THEORY
Developed by Victor Vroom.
A person’s motivation is a multiplicative
function of:
– Expectancy.
– Instrumentality
– Valence.
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OB/ MOTIVATION 28
Expectancy: Probability assigned by
individual that work effort will be followed by
a given level of task accomplishment
Instrumentality: Probability assigned by the
individual that a given level of achieved task
performance will lead to various work
outcomes.
Valence: The value attached by the
individual to various work outcomes.
Vroom’s Expectancy Theory
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Overview of Expectancy Theory
Role perceptionsand opportunities
Role perceptionsand opportunities
EffortEffort
ExpectancyExpectancy InstrumentalityInstrumentality Valence ofreward
Valence ofreward
PerformancePerformance RewardReward
MOTIVATIONMOTIVATION
Abilitiesand traits
Abilitiesand traits
JOBPERFORMANCE
X X
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OB/ MOTIVATION 30
Simplified Expectancy Theory
Training and development
Performance appraisal system
Human resources management
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OB/ MOTIVATION 31
Motivational implications of expectancy
theory.
– Motivation is sharply reduced when,
expectancy, instrumentality or valence
approach zero.
– Motivation is high when expectancy and
instrumentality are high and valence is
strongly positive.
Vroom’s Expectancy Theory
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OB/ MOTIVATION 32
Managerial implications of expectancy
theory.
– Managers should act to maximize
expectancies, instrumentalities, and
valences that support organizational
objectives.
Vroom’s Expectancy Theory
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OB/ MOTIVATION 33
Research evidence on expectancy theory.
– Theory has received substantial empirical support.
– Multiplier effect is subject to some question.
– May be useful to distinguish between extrinsic rewards and intrinsic rewards.
– Does not specify which rewards will motivate particular groups of workers, thereby allowing for cross-cultural differences.
Vroom’s Expectancy Theory
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OB/ MOTIVATION 34
Porter –Lawler Model
Tries to establish relationship between the
efforts, performance & satisfaction of
individual.
Important variables are:
– Effort
– Performance
– Rewards
– Satisfaction
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OB/ MOTIVATION 35
Porter –Lawler Model
SATISFACTION
Value Of
Rewards
EFFORT PERFORMANCE
ExtrinsicRewards
Intrinsic Rewards
PerceivedEquitableRewardsAbilities
&Traits
Role Perception
Perceived Effort Reward
Probability