Motivation at Work

Contents

Definition Of motivation

Motivation is

Qualities Of Motivation

Process Of Motivation

Six C’s of motivation

Basic model of motivation

Theory Of Motivation

Definition of motivation

The driving force within individuals by which they

attempt to achieve some goal in order to fulfill some

needs or expectation.

The degree to which an individual wants to choose in

certain behavior.

Motivation is…

Complex

Psychological

Physical

Unique to each and every person

Context sensitive

Not fully understood

Qualities of Motivation

Energizes behavior

Enable persistence towards a goal

Exists in varying details

Directs behavior

Motivation as a process

ENERGY DIRECTION PERSISTENCE

It is a process by which a person’s efforts areenergized, directed and sustained towards attainingthe goal.

*Energy- A measure of intensity or drive.

*Direction- Towards organizational goal.

*Persistence- Exerting effort to achieve goal

Six C’s of Motivation..

Challenges

Choices

Control

Collaboration

Consequences

Constructing meaning

Basic model of motivation

Needs or Result in Drive force To Achieve

expectations (Behavior or Action)

Desired Goal

Feedback Fulfillment Which provides

3 Groups of Motivational Theories

Internal

Suggest that variables within the individual give rise to motivation and behavior

Example: Maslow’s hierarchy of needs theory

Process

Emphasize the nature of the interaction between the individual and the environment

Example: Expectancy theory

External

Focus on environmental elements to explain behavior

Example: Two-factor theory

Maslow’s Hierarchy of Needs

Physiological

Safety & Security

Love (Social)

Esteem

SA

Maslow’s Hierarchy of needs theory

Needs were categories as five levels of lower-higher-

order needs.

*Individual must satisfy lower-level needs before they

can satisfy higher order needs.

*Satisfied needs will no longer motivate.

*Motivating a person depends on knowing at what level

that a person is on the hierarchy.

Hierarchy of Needs

*Lower order ( External ) : Physiological and safety

needs

*Higher order ( Internal ) : Social, Esteem, and Self-

Self-Actualisation Need

Social Needs

Safety Needs

Psychological Needs

Esteem Needs

McGregor’s Theory X and Y

Theory X

Assume that workers have little ambition, dislike work, avoid

responsibility, and require close supervision.

Theory Y

Assumes that workers can exercise self-direction, desire,

responsibility, and like to work.

Assumption

Motivation is maximized by participative decision making,

interesting jobs, and good group relation.

Motivational Theories X

In this theory, which has been proven counter-effective in most modern

practice, management assumes employees are inherently lazy and will

avoid work . According to this theory, employees will show little ambition

without an enticing incentive program and will avoid responsibility

whenever they can, under Theory X the firm relies on money and benefits

to satisfy employees' lower needs, and once those needs are satisfied the

source of motivation is lost. Theory X in fact hinder the satisfaction of

higher-level needs. Consequently, the only way that employees can attempt

to satisfy their higher level needs in their work is by seeking more

compensation, so it is quite predictable that they will focus on monetary

rewards. Theory X thus have a hard approach towards the employee’s

however, McGregor assert that neither approach is appropriate because the

assumptions of Theory X are not correct.

In conclusion Theory X assumes that the average person:

Dislikes work and attempts to avoid it.

Has no ambition, wants no responsibility, and would rather

follow than lead.

Is self-centred and therefore does not care about

organizational goals.

Resists change.

McGregor’s Assumptions About People Based on Theory X

Motivational Theories X & Y

Physiological

Safety & Security

Love (Social)

Esteem

SATheory Y - a set of

assumptions of how to

manage individuals

motivated by higher

order needs

Theory X - a set of

assumptions of how to

manage individuals

motivated by lower order

needs

Motivational Theories Y

In this theory, management assumes employees may be ambitious and

self-motivated and exercise self-control. It is believed that employees

enjoy their mental and physical work duties. They possess the ability for

creative problem solving, but their talents are underused in most

organizations. Theory Y managers believe that employees will learn to

seek out and accept responsibility and to exercise self-control and self-

direction in accomplishing objectives to which they are committed. They

also believe that the satisfaction of doing a good job is a strong

motivation. McGregor want to open a more positive view of workers and

thus the possibilities that can be created. He thinks that Theory Y

managers are more likely than Theory X managers to develop the climate

of trust with employees that are required for human resource

development.

He thinks that Theory Y managers are more likely than Theory X

managers to develop the climate of trust with employees that are required

for human resource development.

This would include managers communicating openly with subordinates,

minimizing the difference between superior-subordinate relationships,

creating a comfortable environment in which subordinates can develop

and use their abilities. This climate would include the sharing of decision

making, so that subordinates comes out with decisions that influence

them. This theory is a positive view to the employees, meaning that the

employer is under a lot less pressure than someone who is influenced by a

theory X management style

McGregor’s Assumptions About People Based on Theory Y

Theory Y makes the following general assumptions:

Work can be as natural as play and rest.

People will be self-directed to meet their work objectives if

they are committed to them.

People will be committed to their objectives if rewards are in

place that addresses higher needs such as self-fulfillment.

Under these conditions, people will seek responsibility.

Most people can handle responsibility because creativity and

ingenuity are common in the population.

McClelland’s Need Theory:Need for Achievement

Need for Achievement :

• The desire to excel and succeed.

Competition, challenging goals, persistence, and

overcoming difficulties.

McClelland’s Need Theory:Need for Power

Need for Power - a manifest (easily perceived) need

that concerns an individual’s need to make an impact on

others, influence others, change people or events, and

make a difference in life.

The need to influence the behavior of others.

McClelland’s Need Theory:Need for Affiliation

Need for Affiliation - a manifest (easily perceived)

need that concerns an individual’s need to establish and

maintain warm, close, intimate relationships with other

people

The desire for interpersonal relationship.

Alderfer’s ERG Theory

Physiological

Safety & Security

Love (Social)

Esteem

Internal &

External

SA

Growth

Relatedness

Existence

3 Motivational Need Theories

Maslow Alderfer McClelland

Higher

Order

Needs

Self-actualization

Esteem

self

interpersonal

Belongingness

(social & love)

Lower

Order

Needs

Safety & Security

interpersonal

physical

Physiological

Growth

Relatedness

Existence

Need for

Achievement

Need for

Power

Need for

Affiliation

Herzberg’s Two-Factor Theory

Hygiene Factor -e.g. status, job security, salary and fringe benefits that do not give positive satisfaction, though dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary.

Motivation Factor -challenging work, recognition, responsibility that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth.

Motivation-Hygiene &Theory of Motivation (2 Factor Theory)

Hygiene factors avoid

job dissatisfaction

• Company policy &

administration

• Supervision

• Interpersonal Relations

• Working conditions

• Salary

• Status

• Security

• Achievement

• Achievement recognition

• Work itself

• Responsibility

• Advancement

• Growth

• Salary?

Motivation factors increase job satisfaction

Expectancy Theory of Motivation

Expectancy theory is about the mental processes regarding choice, or

choosing. It explains the processes that an individual undergoes to make

choices. Expectancy theory is a motivation theory first proposed by

Victor Vroom.

Expectancy theory predicts that employees in an organization will be

motivated when they believe that:

putting in more effort will yield better job performance

better job performance will lead to organizational rewards, such as an

increase in salary or benefits

these predicted organizational rewards are valued by the employee.

Expectancy Theory of Motivation: Key Constructs

Vroom’s model is based on three concepts:

Valence - Strength of an individual’s preference for a particular outcome.

For the valence to be positive, the person must prefer attaining the outcome

to not attaining it.

Instrumentality – Means of the first level outcome in obtaining the

desired second level outcome; the degree to which a first level outcome

will lead to the second level outcome.

Expectancy - Probability or strength of belief that a particular action will

lead to a particular first level outcome.

Expectancy Model of Motivation

Effort Performance Reward

Perceived effort -

performance

probability

Perceived

performance -

reward probability

Perceived

value of reward

“If I work hard,

will I get the job

done?”

“What rewards

will I get when

the job is well

done?”

“What rewards

do I value?”

Belief that effort will not result in performance.

Belief that performance will not result in rewards.

The value a person places on, or the preference a

person has for, certain rewards.

3 Causes of Motivational Problems

J.S. Adam’s Theory of Inequity

Inequity – the situation in which a person perceives

he or she is receiving less than he or she is giving,

or is giving less than he or she is receiving

Motivational Theory of Social Exchange

Negative Outcomes < Outcomes

Inequity Inputs Inputs

Positive Outcomes > Outcomes

Inequity Inputs Inputs

Person Comparison

other

Equity Outcomes = Outcomes

Inputs Inputs

Moral Maturity

Moral Maturity – the measure of a person’s

cognitive moral development

Morally mature people

behave and act based on

universal ethical principles.

Morally immature people

behave and act based on

egocentric motivations.