Mms Std Motivation

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Chapter 6 1

Motivation

Direction

PersistenceIntensity


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Motivation is the driving force by which humans achieve their

goals. Motivation is said to be intrinsic or extrinsic.

Intrinsic and extrinsic motivation:

Intrinsic motivation refers to motivation that is driven by an

interest or enjoyment in the task itself, and exists within the

individual rather than relying on any external pressure. Intrinsic

motivation has been studied by social and educational

psychologists since the early 1970s.

Extrinsic motivation comes from outside of the individual.

Common extrinsic motivations are rewards like money and grades,

coercion and threat of punishment.


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Goal Setting

GoalsSpecific

DifficultAccepted

Effects on PersonDirects attention

Energises

Encourages persistencyNew strategies developed

Feedback

Performance


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Theory X and

Theory Y


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Needs Theories

Maslow Herzberg

Hygiene

Motivators

Factors

Social

Safety

Physiological

Self-Actualisation

Esteem


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6

McClelland's

Acquired-Needs Theory Need for Achievement (nAch)

The desire to do something better or more efficiently, tosolve problems, or to master complex tasks.

Need for Power (nPower) The desire to control other persons, to influence their

behavior, or to be responsible for other people. A finerdistinction can be made between:

The need for Personal Power and,

The need for Social Power

Need for Affiliation (nAff)

The desire to establish and maintain friendly and warmrelations with other persons.


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Dissatisfaction

and

demotivation

Not dissatisfied

but

not motivated

Positive

satisfaction

and motivation

Hygiene Factors

Company policies

Quality of supervision

Relations with others

Personal life

Rate of pay

Job security

Working conditions

Motivational Factors

Achievement

Career advancement

Personal growth

Job interest

Recognition

Responsibility

Herzbergs Two-FactorTheory


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Hackman & Oldhams Job

Characteristics ModelCore Dimensions Psychological States Outcomes

Skill Variety

Task Identity

Task Signif.

Autonomy

Feedback

Meaningfulness

of Work

Responsibility

for outcomes

Knowledge of

Results

High intrinsicmotivation

High job per-

ormance

High job satis-

faction

Low absenteeism & turnover


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PrenticeH

all, 2001 Ch

apter6

10

Expectancy Theory

(Vroom)

3. Rewards-Personal goals relationship = Valence

1. Effort-Performance relationship = Expectancy

2. Performance-Rewards relationship = Instrumentality

Individual

Effort

Individual

Performance

PersonalGoals

Organisational

Rewards

1 2

3


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Equity Theory (Adams, 1963)

Model of Equity Theory

Is versus Ir

Os Or

I = Inputs - employees contribution to employer

R = Referent - comparison person

S = Subject the employeewho is judging fairness of

the exchange


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Equity Theory - Exchange Scenarios

Case 1: Equity --

Case 2: Inequity -- Underpayment.

Case 3: Inequity - Overpayment.


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Self-Motivation

Mms Std Motivation

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