Motivation:basic concepts.

José Onofre Montesa AndrésUniversidad Politécnica de

ValenciaEscuela Superior de Informática Aplicada

2003-2004

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Subjects to study

• What is motivation?• Theories of motivation• Why people meats objectives.

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What is motivation?

– It’s not a personal trait, that is, some have it and others don’t.

– “The willingness to exert high levels of effort toward organizational goals, conditioned by the effort’s ability to satisfy some individual need.

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The motivation Process

Unsatisfied Need

Tension

DrivesSearch

behavior

Satisfied need

Reduction of

Tension

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Early Theories of Motivation

• Maslow, hierarchy of needs theory, • Theories X and Y• Motivation-Hygiene

• They represent a foundation from which contemporary theories have grow

• Manager regularly use this theories

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Hierarchy of needs theory

• Maslow hypothesized this hierarchy

Self actualizationEsteemSocialSafety

Physiological

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Theory X (McGregor)• Assumption:

• Employees dislike work, are lazy, dislike responsibility, and must be coerced to perform.

• Manager must do:• Supervision and control.• Find easy tasks to people.• Document de work process.• Paid well and be equilibrated..

• Expected results: • Standard production.

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Theory Y (McGregor)

– Assumption:• Employees like work, are creative, seek

responsibility, and can exercise self direction.

– Manager must do:• Inform employees.• Listen plans, objections and suggestions.• Allow self direction.

– Expected results:• Better moral.• No change resistance.

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AchievementRecognitionWork itselfResponsibilityAdvancementGrowCompany policy and admin.SupervisionRelationship with supervisorWork ConditionsSalaryRelationship with peersPersonal lifeRelationship with subordinatesStatusSecurity

dissatisfaction Satisfaction

Motivation-Hygiene theory (HERZBERG)

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Contemporary theories

• ERG theory• McCleland Theory of needs• Cognitive evaluation• Reinforcement theory• Equity theory• Expectancy theory

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ERG

• More than one need may be operative at the same time.

• If the gratification of a higher level need is stifled, the desire to satisfy a lower level need increases.

Grow

Relatedness

Existence

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McCleland Theory of needs

• Achievement need– The drive to excel, to achieve in relation to a

set of standards, to strive to succeed.

• Power need– The need to make others behave in a way that

they would not have behaved otherwise.

• Affiliation need– The desire for friendly and close interpersonal

relationships.

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Cognitive evaluation

• Allocating extrinsic rewards for behavior that had been previously intrinsically reward tends to decrease the overall level of motivation.

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Goal setting theory

• ----”Just do your best”----• The theory that specific and difficult goals

least to higher performance.• Tell employee what needs to be done and

how much effort will need to be expended.• Feedback and self generate feedback.• Participative ser goals elicited superior

performance.

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Reinforcement theory

• Concept: – Behavior is a function of its

consequences

Situation

beha

vior

Cons

eque

ncesResponse Reinforcement Repeated

Futu

re

Action Recurred

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Equity theory

E =S own

E: experience, Knowledge, effort..

S: payment, advance, recognition..

E S others

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The four referent comparison that an employee can use:

Self: employee

Others

Inside: current organization

experience in other position

coworkers

Outside current organization

Other jobs he has done in other places

…

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Equity theory

• Choices if inequity – Change their inputs– Change their outcomes (more Quantity

les Quality)– Distort perception of self (I work a lot..)– Distort perception of others (he isn’t as

good…)– Choice a different referent– Leave the field.

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Expectancy theory

• The strength of a tendency to act in a certain way depends on the strength or an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to he individual.

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Expectancy theory

• We focus on three relationships:– Effort-performance relationship. The

probability perceived by the individual that effort lead to the performance.

– Performance-reward relationship. Degree to attainment of a desired outcome.

– Rewards-Personal goal relationship. … satisfy individual goal?

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Ability and opportunity

Ability

Motivation Opportunity

Performance