Motivation in Organization 2
Transcript of Motivation in Organization 2
MOTIVATION IN MOTIVATION IN ORGANIZATIONORGANIZATION
MOTIVATIONMOTIVATION
““Motivation refers to the force that cause Motivation refers to the force that cause people to behave in a certain way.”people to behave in a certain way.”
*(Psychological) forces acting on a person that initiate (begin) and direct behavior
REWARDSREWARDS
INSTRINSIC REWARDSINSTRINSIC REWARDS
The satisfaction received in the process of The satisfaction received in the process of performing an action.performing an action.
Completion of complex task may give Completion of complex task may give pleasant feelings or solving a problem that pleasant feelings or solving a problem that benefits other may fulfill person’s mission.benefits other may fulfill person’s mission.
EXTRINSIC REWARDEXTRINSIC REWARD
A reward given by another person.A reward given by another person.
PromotionPromotion
Pay increasePay increase
A SIMPLE MODEL OF MOTIVATIONA SIMPLE MODEL OF MOTIVATION
NEED creates desire to fulfill needs
BEHAVIORSResult in action to fulfill needs
REWARDS Intrinsic or extrinsic
rewards
FEED BACKReward inform person
that the behavior was
good and used again
FOUNDATION OF MOTIVATIONFOUNDATION OF MOTIVATION
Different perspective to motivate employeesDifferent perspective to motivate employees
TRADITIONAL APPROACHTRADITIONAL APPROACH HUMAN RELATION APPROACHHUMAN RELATION APPROACH HUMAN RESOURCES APPROACHESHUMAN RESOURCES APPROACHES CONTEMPORARY APPROACHESCONTEMPORARY APPROACHES
TRADITIONAL APPROACHTRADITIONAL APPROACH
According to F,Taylor ,Money is only one factor to motivate employees
People would work harder for higher pay
work is inherently unpleasant for most people and the money they earn is more important to employees than is the nature of the job they are performing.
HUMAN RELATION APPROACHHUMAN RELATION APPROACH
Worker were treated as people Alton Mayo called the father of human
relation the need for belongingness and the need to
feel useful are more important than money in motivating employees.
HUMAN RESOURCES APPROACHES Employees are complex and motivated by
many factors. people want to contribute to organizational
effectiveness and are able to make genuine contributions. The organization's responsibility is to create a work environment that makes full use of available human resources.
CONTEMPORARY APPROACHES The most recent theories
CONTENT THEORIES PROCESS THEORIES REINFORCEMENT THEORIES
CONTENT THEORIESA group of theories that emphasize the needs
that motivate people.
Emphasize the needs that motivate people. Specify the kinds of needs people have and
the conditions under which the need will motivate employee performance.
Concerned with "WHAT" motivates individuals.
What outcomes is the individual motivated to obtain from a job & organization
HIERARCHY OF NEEDS THEORYHIERARCHY OF NEEDS THEORY
A content theory that proposes that people are motivated by five categories. that exist in a
hierarchical order..
According to Maslow, lower needs take priority. They must be fulfilled before the others are activated.
Lower need take priority they must be fulfilled before next level need activated.
Needs satisfied in sequences.
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Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs
Egoand Esteem
SelfActualization
Social
Safety and Security
Physiological and Survival
FIGURE 7FIGURE 7––22Source: Based on A. H. Maslow. 1943. A theory of human motivation. Psychological Bulletin 50:370–396.
PHYSIOLOGICAL NEEDPHYSIOLOGICAL NEED
OFF THE JOB FOOD WATER OXYGEN, CONSTANT BODY
TEMPERATURE SLEEP
ON THE JOB SALARY
SAFTETY NEEDSAFTETY NEED
OF THE JOBOF THE JOB FREEDOM FROM
WAR POLLUTION VIOLENCE FEEL SAFE SECURE STABLE
ON THE JOBON THE JOB WORK SAFETY, JOB SECURITY HEALTH
INSURANCE FINANCIAL
RESERVES FRINGE BENEFIT
BELONGINGNESS OR SOCIAL NEED
OFF THE JOB
FAMILY, FRIENDS CLUBS NEED TO LOVE AND
BE LOVED,
TO BELONG AND BE ACCEPTED;
NEED TO AVOID LONELINESS
ON THE JOB
WORK GROUP CLIENT COWORKER SUPERVISORS
ESTEEM NEEDSESTEEM NEEDS
OFF THE JOB
APPROVAL OF FAMILY, FRIENDS, COMMUNITY
NEED FOR RECOGNITION AND RESPECT FROM OTHERS..
ON THE JOB RECOGNITION , HIGH STATUS, RESPONSIBILITIES ACHIEVEMENT, COMPETENCE, INDEPENDENCE REPUTATION RECOGNITION
self-actualizationself-actualization
OFF THE JOB EDUCATION, RELIGION , HOBBIES, PERSONAL GROWTH NEED TO LIVE UP TO
ONE'S FULLEST AND UNIQUE POTENTIAL
ON THE JOB TRAINING, ADVANCEMENT, GROWTH, CREATIVITY
ERG THEORYERG THEORY
Clayton Alderfer proposed a modification of Maslow’s theory
“ “ a modification of the needs hierarchy theory that proposes three categories of needs.”.”
EXISTENCE: needs for physical well-being RELATEDNESS: needs for satisfactory
relationship with others. GROWTH: : development of personal growth
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Alderfer’s ERG TheoryAlderfer’s ERG Theory
Growth Needs1. Internal Self-Esteem Needs2. Self-Actualization Needs
Relatedness Needs1. Social Needs2. Social Esteem Needs3. Interpersonal Safety Needs
Existence Needs1. Physiological Needs2. Material Safety Needs
FIGURE 7FIGURE 7––33
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SatisfyingSatisfyingExistence, Existence, Relatedness, Relatedness, and Growth and Growth NeedsNeeds
Existence Opportunities• Heat • Air Conditioning • Clean Air• Lighting • Rest Rooms • Drinking Water• Base Salary • Cafeteria • Safe Conditions• Insurance • Job Security • No Layoffs• Retirement • Health Programs • Time Off
Relatedness Opportunities• Friendship • Quality Supervision• Interpersonal Security • Work Teams• Athletic Teams • Social Events• Social Recognition • Merit Pay
Growth Opportunities• Challenging Job • Autonomy• Creativity • Interesting Work• Organizational Advancement • Achievement• Responsibility • Participation
FIGURE 7FIGURE 7––44
ERG THEORYERG THEORY
Differences between ERG & Maslow'sDifferences between ERG & Maslow's not a rigid hierarchy; does not assume a not a rigid hierarchy; does not assume a
lower levels must be filled before one lower levels must be filled before one moves to a higher level moves to a higher level
· if higher level needs are ungratified, it · if higher level needs are ungratified, it will increase desire for gratification of will increase desire for gratification of lower level needs. lower level needs.
ERG THEORYERG THEORY Frustration-Regression Principle Failure to meet a higher-order need may trigger a
regression to an already fulfilled lower-order need
if needs remain unsatisfied at some high level, the individual will become frustrated, regress to a lower level, and begin to pursue lower-level needs again.
Example: Worker who cannot fulfill a need for personal growth may revert to a lower-order social need and redirect efforts toward making money.
TWO FACTOR THEORYTWO FACTOR THEORY
-The dual-structure approach was -The dual-structure approach was developed by Frederick Herzberg and is developed by Frederick Herzberg and is often referred to as the two-factor theory often referred to as the two-factor theory
He believed that two entirely separate He believed that two entirely separate dimension contribute to an employee’s dimension contribute to an employee’s behavior at workbehavior at work
Hygiene factors:Hygiene factors: MotivatorsMotivators
TWO FACTOR THEORYTWO FACTOR THEORYHygiene FactorsHygiene Factors · Usually associated with negative · Usually associated with negative
feelings of job and related more to feelings of job and related more to environment in which the job is environment in which the job is performed. performed.
the job context, which results in the job context, which results in dissatisfaction among employeesdissatisfaction among employees
E.G: working condition, pay ,company, E.G: working condition, pay ,company, policies, interpersonal relationshippolicies, interpersonal relationship
TWO FACTOR THEORYTWO FACTOR THEORYMotivatorsMotivators · work itself recognition, responsibility, · work itself recognition, responsibility,
advancement advancement
· positive feeling about the job and · positive feeling about the job and content of job. Lasting achievement content of job. Lasting achievement directly related to job, largely internaldirectly related to job, largely internal
.E.G: achievement, recognition,.E.G: achievement, recognition, responsibility, opportunity for growth,responsibility, opportunity for growth,
Acquired Needs TheoryAcquired Needs TheoryDavid McClellandDavid McClelland
People motivated according to strength People motivated according to strength of their desire either to perform in of their desire either to perform in terms of a standard of excellence or to terms of a standard of excellence or to succeed in competitive situationsucceed in competitive situation
certain types of needs are acquired certain types of needs are acquired during individual’s lifetime.during individual’s lifetime.
People are not born with these needs People are not born with these needs but learn through environment and life but learn through environment and life experiences,experiences,
Acquired Needs TheoryAcquired Needs Theory
Need for AchievementNeed for Achievement To accomplish something difficultTo accomplish something difficult Attract high standard of successAttract high standard of success Solving complex problemsSolving complex problems Caring out a challenging assignment Caring out a challenging assignment
successfullysuccessfully Developing a better way to do somethingDeveloping a better way to do something
Acquired Needs TheoryAcquired Needs Theory
Need for AffiliationNeed for Affiliation Being like by many peopleBeing like by many people Form close personal relation shipForm close personal relation ship Participating in pleasant social activitiesParticipating in pleasant social activities Avoiding conflictAvoiding conflict Working with friendly and cooperative Working with friendly and cooperative
people.people.
Acquired Needs TheoryAcquired Needs Theory
Need for PowerNeed for Power Desire to Influence and control others. Desire to Influence and control others. Being in a position of authority over othersBeing in a position of authority over others Defeating an opponent or enemyDefeating an opponent or enemy be responsible for othersbe responsible for others
Adams' Equity Theory How fairly you think you are being How fairly you think you are being
treated in comparison with peers; treated in comparison with peers; motivation results from a comparison motivation results from a comparison of the inputs one invests in a job and of the inputs one invests in a job and outcomes received in comparison with outcomes received in comparison with the inputs and outputs of another the inputs and outputs of another person or group. person or group.
· Compare effort and rewards with · Compare effort and rewards with those of others in similar situations those of others in similar situations
Adams' Equity Theory Equity is an individual's beliefs that he or she is
being treated fairly relative to the treatment of others.
The single most important thing to remember about equity theory is that if rewards are to motivate employees, they must be perceived as being equitable and fair.
a. Equity exist when persons perceives they being
treated equally or fairly when compared to others who behave in a similar way.
The most common reaction towards inequity
CHANGE INPUT Person may choose it increase or decrease his or her input to
organization. E.G: increase absenteeism
CHANGE OUT COME A person may change his or her out come
E.g. ask more salary
DISTROT PERCEPTION Change the perception OF Equity as if unable to change the inputs or
out puts
LEAVE THE JOB May decided to leave the job.
EXPECTANCY THEORY
Motivation depends on individuals' expectations about their ability to perform
tasks and receive desired rewards
motivation is based on how much we want something and how likely we think we are to get
it.
Based on a relationship between effort performance outcomes
Based on a relationship between
EXPECTANCY THEORY
E P E P Effort-to-performance expectancy
Is the individual's perception of the probability that effort will lead to high performance.
This expectancy lead individual must have ability previous experience and opportunity to perform being a strong belief that effort will lead to high performance.
EXPECTANCY THEORY
P O Performance-to-outcome expectancy
is is the individual's perception that performance will lead to a desire outcome.
If P O is high high individual will be highly motivated.
EXPECTANCY THEORY
Valance Valance
refers to value person attaches to various outcomes that result. Which
outcomes are preferred
OR
Value or attraction an individual has for an outcome.
REINFORCEMENT THEORIES
a motivation theory based on the relationship b/w a given behavior and
its out comes.
Reinforcement any thing that cause a given behavior to
be repeated or inhibited
REINFORCEMENTREINFORCEMENT TOOLS TOOLS
BEHAVIOR MODIFICATION a set of techniques by which the reinforcement
theory is used to modify human behavior
Law of effectThe assumption that behavior which is positively
reinforced tends to be repeated
And not reinforced tends not to be repeated.
REINFORCEMENTREINFORCEMENT TOOLS TOOLS
Positive reinforcement is a reward or a positive outcome after a desired
behavior is performed; it serves to strengthen behavior.
Avoidance learning or Negative reinforcement
occurs when the individual chooses a behavior to avoid unpleasant consequences; it can strengthen desired behavior. .
REINFORCEMENTREINFORCEMENT TOOLS TOOLS
Punishment
is unpleasant consequences used to weaken undesired behavior.
Extinction
is ending undesired behavior by ignoring and not reinforcing
SCHEDULE OF REINFORCEMENT
The frequency with which and intervals over which reinforcement occurs.
CONTINUOUS REINFORCEMENT:
A schedule in which every occurrence of the desires behavior is reinforced.
PARTIAL REINFORCEMENT:A schedule in which only some occurrences or
desired behavior are reinforcement
PARTIAL REINFORCEMENTPARTIAL REINFORCEMENT
A fixed-interval schedule
provides reinforcement at fixed intervals of time, regardless of behavior.E.G weekly pay check
A variable-interval schedule provides reinforcement at varying time
intervals E.G. appraisal awards given at random times
PARTIAL REINFORCEMENTPARTIAL REINFORCEMENT
A fixed-ratio schedule gives reinforcement after a fixed number of
behaviors, regardless of the time E.G piece rate pay system
A variable-ratio schedule
varies the number of behaviors needed for each reinforcement and is the most powerful schedule for maintaining desired behaviors. E.G sales bonus randomly
JOB DESIGN FOR MOTIVATION
JOB DESIGN
The application of motivational theories to the structure of work for improving
productivity and satisfaction.
APPROACHES TO JOB DESIGN FOR MOTIVATION
JOB SIMPLIFICATIONA job design whose purpose is it improve task
efficiency by reducing the number of tasks a single person must per form
JOB ROTATIONA job design that systematically moves employees
from one job to another to provide hem with variety and stimulation..
APPROACHES TO JOB DESIGN FOR MOTIVATION
JOB ENLARGEMENTA job design that combines a series of task into one new , broader job to give employees variety
and challenges.. JOB ENRICHMENT
A job design that incorporates achievement, recognition and other high level motivation
into work..
JOB CHARACTERISTICS MODELA model of job design that comprises core job
dimension ,critical psychological states and employees growth need strength..
WORK DESIGN
The altering to increase both the quality of employees work experiences and
their productivity