Lec-12 to 16 Motivation

7/26/2019 Lec-12 to 16 Motivation

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A Harsh Bhargava Enterprise

S-12 to 16


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Recap

Perception

Factors influencing perception

Perception and behaviour Perceptual errors

Oct-15 2 Harsh Bhargava 2015. All rights reserved.Graphics copyrights acknowledged


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Motivation

Harsh Bhargava

[email protected]
mailto:[email protected]:[email protected]


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Agenda (3 sessions)

Motivation

Early and Contemporary Theories

Motivating employees

Game

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What is Motivation?

The result of the interaction between theindividual and the situation

The processes that account for anindividuals intensity, direction, and

persistence of effort toward attaining a

goal specifically, an organizational goal



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Motivation

Three key elements:

Intensity how hard a person tries

Direction effort that is channelised toward,

and consistent with, organizational goals

Persistence how long a person can maintain

effort

Oct-15 6 Harsh Bhargava 2015. All rights reserved. Graphicscopyrights acknowledged


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Motivation-

Another View

Oct-15 9 Harsh Bhargava 2015. All rightsreserved. Graphics copyrights

acknowledged


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Early Theories of Motivation

Maslows Hierarchy of Needs Theory

Alderfers ERG (Existence, Relatedness, and

Growth)

McGregors Theory X and Theory Y

Herzbergs Two-Factor Theory

McClellands Theory of Needs

Early theories may not be valid, but still used.

Basis for contemporary theories



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Maslows Hierarchy of Needs

There is a hierarchy of five needs. As each need is substantiallysatisfied, the next need becomes dominant.

Assumptions

Individuals cannot

move to the next

higher level until all

needs at the

current (lower)

level are satisfied

Must move in

hierarchical order

Self-Actualization

Esteem

Social

Safety

Physiological

Lower Order

External

Higher OrderInternal



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Alderfers ERG Theory

A reworking of Maslow to fit empiricalresearch.

Three groups of core needs:

Existence (Maslow: physiological and safety) Relatedness (Maslow: social and status)

Growth (Maslow: esteem and self-actualization)

Removed the hierarchical assumption

Can be motivated by all three at once

Popular, but not accurate, theory

E

GR

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Harsh Bhargava 2015. All rights

reserved. Graphics copyrights

acknowledged


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McGregors Theory X and Theory Y

Two distinct views of human beings: Theory X(basically negative) and Theory Y (positive).

No empirical evidence to support this theory.

Theory X

Workers have littleambition

Dislike work

Avoid responsibility

Theory Y

Workers are self-directed

Enjoy work

Accept responsibility



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Herzbergs Two-Factor Theory

HygieneFactors

Motivators

Achievement

Responsibility

Growth

WorkConditions

Salary

CompanyPolicies

Key Point: Satisfaction and dissatisfaction are not opposites

but separate constructs

Extrinsic andRelated to

Dissatisfaction

Intrinsic andRelated to

Satisfaction


Source: Stephen Robbins


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McClellands Three Needs Theory

Need for Achievement (nAch)

The drive to excel, to achieve in relation to a set of

standards, to strive to succeed

Need for Power (nPow)

The need to make others behave in a way that

they would not have behaved otherwise

Need for Affiliation (nAff)

The desire for friendly and close interpersonal

relationships



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McClellands (Contd)

People have varying levels of each of the three

needs.

Hard to measure



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Cognitive Evaluation Theory

Goal-Setting Theory

Management by Objectives (MBO)

Self-Efficacy Theory

Also known as Social Cognitive Theory or Social

Learning Theory

Reinforcement Theory

Equity Theory

Expectancy Theory

Contemporary Theories of

Motivation



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Lockes Goal-Setting Theory

Basic Premise:

Specific and difficultgoals, with self-generated feedback, lead to higher

performance Difficult Goals: Raise the bar

Focus and direct attention

Energize the person to work harder Difficulty increases persistence

Force people to be more effective and efficient



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MBO is a systematic way to utilise goal-setting.

Goals must be: SMART

Corporate goals broken down into smaller,more specific goals at each level of org

Four common ingredients to MBO programs:

Goal specificity Participative decision making

Explicit time period

Performance feedback

Implementation: Management by

Objectives



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Vrooms Expectancy Theory

The strength of a tendency to act in a certainway depends on the strength of an

expectation that the act will be followed by a

given outcome and on the attractiveness ofthe outcome to the individual.

See diagram: Effort-Performance-Reward-Goals



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Motivating Employees

Recognise individual differences

Use goals and feedback

Allow employees to participate in decisionsthat affect them

Link rewards to performance

Check the reward system for equity



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Managerial Implications

Need Theories (Maslow, Alderfer, McClelland,

Herzberg)

Well known, but not very good predictors of

behavior



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Managerial Implications (Contd)

Goal-Setting Theory While limited in scope, good predictor

Equity Theory

Best known for research in organizational

justice

Expectancy Theory

Good predictor of performance variables



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Next 3 Sessions

Leadership

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acknowledged


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Closing Thought

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acknowledged


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People Pulse

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acknowledged


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Lec-12 to 16 Motivation

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