LO3UNDERSTAND WAYS OF USING MOTIVATIONAL

THEORIES IN ORGANISATIONS

Presented and Developed by:

Sandeep Singh Sikerwar

Associate Professor

Maldives Business School,

Mal, Maldives

POINTS TO BE COVERED

Discuss the impact that different leadership styles may have on motivation in

organizations in periods of change

Compare the application of different motivational theories and their application

within the workplace

Evaluate the usefulness of a motivation theory for managers

LEADERSHIP AND ORGANIZATIONAL CULTURE

Organizational culture components:

Flexibility Responsibility Standards

Rewards Clarity Commitment

CHOOSING A STYLE

A contingency

approach

The environment

Task or people?

Trust or control?

Liking or respect?

CONTINGENCY APPROACH

Handy (1987)

The leader

The subordinates

The task

Environment of management

THE ENVIRONMENT

Environmental constraints:

The position of power held by the leader in the organization and work group

Organizational norms, structure and technology

The variety of tasks and subordinates

TASK OR PEOPLE?

Main question for leader: what do I want to achieve?

Research at Michigan & Harvard: 2 types of leaders.

Task leaders

Concerned with results and the structuring of activities

Socio-emotional leaders

Concerned with supportive and satisfying group practices and relationships.

Blakes managerial grid (1964)

Manager is lazy, showing little effort or concern for either staff or work targets.

1.1:

Impoverished

Attentive to staff needs and has developed satisfying relationships

Pays correspondingly little attention to achieving results.

1.9:

Country club

Total concentration on achieving results

People's needs are virtually ignored

Conditions of work are specifically arranged.

9.1:

Task management

Achieves adequate performance through balancing.

Meet work targets with maintaining the unity and morale of the group.

5.5:

Middle of the road

Manager achieves high performance by leading people.

Committed to, and satisfied by, fulfilling task objectives9.9:

Team

TRUST OR CONTROL?

Trust-control dilemma- handy (1987)

T = the trust the superior has in the subordinate, and the trust which the

subordinate feels the superior has in him

C = the degree of control exercised by the superior over the subordinate

Y = a constant, unchanging amount, so that any increase in C leads to an

equal decrease in T and vice versa.

T + C = Y

LIKING OR RESPECT

Managerial effectiveness.

Team will give more to a manager they like, or to one they respect or even

fear.

The strength of the individual manager's need to be liked.

The attitude of the team members.

The nature of the task or decision.

MOTIVATIONAL THEORIES

MOTIVATION

Motivation refers to forces within an individual that account

for the level, direction, and persistence of effort expended at

work towards attaining a goal .

.

CHARACTERISTICS

Motivation is a

psychological phenomenon

Motivation is a continuous

process

Caused due to anticipated

perceived value from an

action.

There are unsatisfied

needs.

Individual is motivated by

positive motivation.

THEORIES OF MOTIVATION

Content theories

Human beings have a set of needs or desired outcomes and will act in such a way as to fulfil them.

Maslows Need Hierarchy.

Process theories

Assumes that people are able to select their goals and choose the paths towards them, by a conscious or unconscious process of calculation.

Vrooms Expectancy theory

Newer approaches to motivation in organization

Maccobys theory

Costa & McCraes Five Factor Theory

CONTENT THEORY

Approaches to motivation that try to answer the question, What factors in the

workplace motivate people?.

PROCESS THEORIES

Focus on the thought processes through which people choose among alternative

courses of action.

VICTOR VROOM EXPECTANCY THEORY

Strength of an individual's motivation to do something depends extent to which he

expects the results of his efforts to contribute towards his personal needs or goals..

Victor Vroom (1964)

Motivation = Valence x Expectation

Valence i.e. strength of his preference for a certain outcome.

Expectation i.e. his expectation that that outcome will in fact result from a certain

behavior. (Subjective probability & range between 0 & 1)

EITHER VALENCE OR EXPECTATION HAS 0 VALUE

High expectation that behavior X (increased productivity) will result in outcome Y

(promotion) i.e. E=1, but if he is indifferent (does not want increased responsibility

which comes with promotion) i.e. V=0.

0 X 1 = 0 (Not motivated)

Has a great desire for outcome Y (promotion) i.e V=1, but do not have high

expectations that X (increased productivity) will secure him i.e. E=0.

1 X 0 = 0 (Not motivated)

V= -1 (does not want responsibility and does not want to leave his work group),

motivation may be negative, may deliberately under-produce.

MACCOBYS SOCIAL CHARACTER TYPE THEORY

Explores the dominant values that determine motivation.

Type

Expert

Dominant values

Mastery, control, autonomy

Description

Work as an expert.

Want to provide high-quality work.

Exercise your skill and competence

Type

Helper

Dominant values

Caring for people, relatedness, sociability

Description

Work as a helper.

Want to help people.

Type

Defender

Dominant values

Dignity, power, self esteem, protection.

Description

Work as a defender.

defend against those who do not respect the law, who do harm, or who undermine the values

Type

Innovator

Dominant values

Competition, glory, creating, experimenting

Description

Work as an innovator.

Knows how to play the game of business.

Win by making the organization more successful.

Type

Self developer

Dominant values

Balancing mastery and play, knowledge and fun

Description

work as the means to a self fulfilling life

Work to further your own development.

NEW GENERATION WORK NEEDS

Clear management commitments on responsibilities and rewards

Opportunities for expression, challenge and development

Increased business understanding and development

Teamwork combined with individual growth

Fair and meaningful rewards

Reasons, information, to be included, to know why

COSTA & MCCRAE'S FIVE-FACTOR THEORY

Focused on the personality perspective of an individual.

Personality: The stability of a person's behavior and how a person is distinct from

other people.

'The Big Five' was developed by Robert McCrae and Paul Costa (2003).

OCEAN

Personality trait

Openness to experience

Qualities

Imaginative, curious, broadminded, intelligent behaviors

Facets

Fantasy, Aesthetics, Feelings, Actions, Ideas, and Values.

Personality trait

Conscientiousness

Qualities

Dependable, responsible, hardworking, achievement-oriented behaviors

Facets

Competence, Order, Dutifulness, Achievement-Striving, Self-Discipline, and Deliberation

Personality trait

Extraversion

Qualities

Sociable, gregarious, assertive and talkative behaviors.

Facets

Warmth, Gregariousness, Assertiveness, Activity, Excitement Seeking, and Positive Emotions

Personality trait

Agreeableness

Qualities

Courteous, flexible, good-natured, co-operative behaviors

Facets

Trust, Straightforwardness, Altruism, Compliance, Modesty, and Tender-Mindedness

Personality trait

Neuroticism or emotional stability

Qualities

Anxious, depressed, angry, worried, insecure actions

Facets

Anxiety, Anger, Hostility, Depression, Self-Consciousness, Impulsiveness, and Vulnerability

RELATION TO MOTIVATION

Openness

Associated with tolerance of ambiguity.

Capacity to absorb information

Being very focused.

Ability to be aware of more feelings, thoughts and impulses.

Motivated: Seek out the unfamiliar and to look for complexity.

Conscientiousness

Achievement, perseverance, organization and responsibility.

Motivated: Achievement through social conformity.

Extraversion

Interpersonal component & related to enthusiastic, energetic, interested and friendly.

Show less anxiety over negative feedback.

Motivated: Change, variety in their lives, challenge, and are easily bored.

RELATION TO MOTIVATION

Agreeableness

Interpersonal component.

Conformity in groups, toward modesty, toward not being demanding, and toward being sympathetic.

Motivated: Helping others and to sociable behavior in general.

Neuroticism

Viewed negatively and is associated with negative affect, being tense and nervous.

Motivate: An individual toward success in work situations.

MANAGERS AND MOTIVATION

IMPORTANCE OF MOTIVATION

High level of performance

Low employee turn over and absenteeism

Acceptance of organization change

Organizational image

TYPES OF MOTIVATION FACTORS AT WORK-PLACE

Profit sharing

Bonuses

Stock options

Occasion bonuses

Paid vacations

Fringe benefits

Transportation

Insurance

Pension funds

Monetary

Jon enrichment

Recognition

Rewards

Excellence certificate

Status

Designation

Flexible working hours

Training and development needs

Working environment

Empowerment and participation

Non-monetary