Description
The report is to define motivation, describe motivation process, types of drives/motives, describe theories of motivation, key points about motivation.
Chapter 3 : WORK MOTIVATION
Learning objectives - Definition of Motivation - Motivation Process - Types of drives/motives - Function of Motivation - Th Key P i about Motivation Three K Points b M i i - Theories of Motivation - M ti ti by Job Redesign Motivating b J b R d i - Motivation in Practice - Question-Review Question-
Definition of Motivation
Motivation is: “Inner striving condition which activates or moves individual into action and continues him in the course of action enthusiastically” “ It is defined as the set of processes that arouse, direct, and maintain human behavior toward , attaining some goal”
MOTIVATION PROCESS
Needs Drives Incentives
- N d : A need i created whenever there is Need d is t d h th i psychological imbalance. It is an internal state that makes certain outcomes appear attractive a es ce ta outco es appea att act ve - Drives : A drive or a motive is set up to alleviate the needs. It is energy behind our actions. - Incentive : An incentive is something that will alleviate a need and reduce a drive. Incentive comes at the end of the process because it restores the psychological balance
Types of Drives/ Motives
1. Primary motives : They are termed as physiological, b o og ca , u ea ed o p a y p ys o og ca , biological, unlearned or primary motives. Such as hunger, thirst, sleep and sex. 2. Secondary motives: These are the motives which are essentially learned such as power achievement power, achievement, affiliation and status
Function of Motivations
- Proper utilization of human resource leading to greater productivity or efficiency - Willingness to work leading to greater job satisfaction - Best utilization of other resources - More job involvement and less stress - Basis of cooperation - An effective instrument -G dh Good human relations l ti - Lower turnover and absenteeism p g - Better public image - Lesser grievances
Three Key Points about Motivation
1. 1
Motivation and job performance are not synonymous: a) Motivation is one of several possible determinants of job performance b) Just because someone performs a task well does not mean that he or she is highly motivated. motivated This person may be very skilled but not putting forth much effort at all.
Three Key points…contd points contd
2. 2 Motivation is multi faceted: a) People may have several different motives operating at once, and sometimes, once sometimes these motives may conflict 3. 3 People are motivated by more than just money: a) Surveys show most people would continue to work even if they did not need money. y
Three Key Points…contd Points contd
b) Today’s employees are motivated by the prospects of performing interesting and t f f i i t ti d challenging not just well paying jobs. They also seek jobs that actively involve them in the success of the business that reward them for this success
Theories of Motivation
1. 1 Hierarchy of needs theory – Abraham Maslow : There is a hierarchy of five needs physiological, safety, social safety social, esteem and self-actualization- and self-actualizationas each need is substantially satisfied, the next need becomes dominant a) Physiological : Includes hunger, thirst, shelter, hunger thirst shelter sex and other bodily needs b) Safety : Includes security and protection from physical and emotional harm d ti l h c) Social : Includes affection, belongingness, acceptance, and friendship d) E t Esteem : I l d internal esteem factors such as self-respect, Includes i t l t f t h selflf t autonomy and achievement; and external esteem factors such as status, recognition and attention e) Self-actualization : The drive to become what one is capable of Selfbecoming; includes growth achieving one’s potential, and selfselffulfillment
Theories….contd
LowerLower-order needs: Needs that are satisfied externally; physiological and safety needs. HigherHigher-order needs : Needs that are satisfied internally, social, esteem and self actualization needs , Important characteristics of Maslow’s theory : a) Needs arise in order of hierarchy b) The moment an individual is satisfied with one level of needs it no longer motivates him unless the other needs, higher order needs starts operating on him
Theories….contd.
2.Theory 2.Theory X and Theory Y – Douglas McGregor : He concluded that a manager s view of the nature manager’s of human beings is based on a certain grouping of assumption and that he tends to mould his behavior towards subordinates according to these assumptions. These assumptions are as follows: - Theory X assumptions held by managers are: a) Employees inherently dislike work and, whenever possible, will attempt to avoid it b) Since employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve goals l
Theories…contd.
c) Employees will avoid responsibilities and seek formal direction whenever possible d) Most workers place security above all other factors associated with work and will display little ambition - Theory Y assumptions held by managers : a) Employees can view work as being as natural as rest or play b) People will exercise self-direction and self-control if they selfselfare commuted to the objectives c) The average person can learn to accept, even seek, responsibility d) The ability to make innovative decisions is widely dispersed throughout the population and is not necessarily the sole province of those in management positions
Theories…contd.
Theory Z – William Ouchi – Japanese Management : Key elements of Theory Z - Strong Bond between the Company and the Employees - Group Participation - Mutual Trust - Non-Hierarchical Organization Structure Nonp - Human resources Development
Theories…contd.
3. Motivation-Hygiene Theory –Frederick Herzberg : MotivationBased on research he concluded that there are motivating factors or motivators and the hygiene factors. He labeled motivating factors as satisfiers and dissatisfiers were labeled as hygiene factors.
Hygiene Factors Company policy and administration Technical supervision Salary/Pay Inter-personal relations, supervisor Work conditions Motivators Achievements Recognition Work itself Responsibility Advancement
Theories…contd.
- According to Herzberg, the factors leading to job satisfaction are separate and distinct from those that lead to job dissatisfaction. Therefore managers who seek to eliminate factors that create job dissatisfaction can bring about peace, but not necessarily motivation. - The popularity over the p 30 y p p y past years of vertically y expanding jobs to allow employees greater responsibility in planning and controlling their work can probably be largely attributed to Herzberg’s findings and recommendations
ALDERFER’S ERG Theory of Motivation i i
4. 4 Clayton Alderfer identified three groups of core needs: 1. 1 The Existence needs: Are concerned with survival ( Physiological well-being) well2. The Relatedness needs: Stress the importance of p interpersonal, social relationship 3. The Growth needs: Are concerned with the individual’s intrinsic desire for personal development
Alderfer…contd. Alderfer contd
How this theory differs with other theory: More than one need may be operative at the same time If the gratification of a higher-level need is stifled, higherthe desire to satisfy a lower-level need increases lowerERG theory does not assume that there exists a rigid hierarchy A person can be working on growth even though existence or relatedness needs are unsatisfied; or all three need categories could be operating
Theories…contd.
5.Vroom’s Valence Expectancy Theory –Victor Vroom: The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. a ac ve ess o a ou co e o e d v dua . The model in the form of equation is : Motivational =Valence x Expectancy x Instrumentality Valence Valence (Reward Preference) :It refers to the strength Preference) of an individual’s preference for receiving a reward. It is individual s an expression of the value he places on a goal
Theories…contd.
Expectancy : Expectancy is stated as a probability, i.e., individual’s i e an individual s estimate of the probability of an outcome from an action Instrumentality : It refers to the probability to which the performance (first level outcome) will lead to the desired reward (second level outcome). Motivation : It is the product of valence, expectancy and instrumentality. These three factors in the expectancy model may exist in an infinite number of combinations depending upon the range of valence and the degree of expectancy and i t th d f t d instrumentality. t lit
Theories…contd.
Characteristics of Vroom’s model 1. If an employee gives a maximum effort, will it be p y g , recognized in his performance appraisal 2. If he gets a good performance appraisal, will it lead to organizational rewards 3. If he is rewarded, are the rewards ones that he finds fi d personally attractive . ll i The key to expectancy theory is the understanding of an individual s individual’s goals and the linkage between effort and performance, between performance and reward and finally between the rewards and individual goal satisfaction
Theories…contd.
a)
b)
c)
Combining all three components: Expectancy theory claims that motivation is a multiplication function of all three components. Higher levels of motivation result when expectancy, instrumentality and valance g y are all high then when they are low. If anyone component is zero, then the overall level of motivation also is zero.
Theories…contd.
Managerial applications of Expectancy theory: Clarify Cl if people expectations that their l t ti th t th i effort will lead to performance. Administer rewards with a positive valance to employees. Clearly link valued rewards and performance.
1)
2)
3)
Theories…contd.
6. McClelland’s Theory of Needs – David McClelland : The theory focuses on three needs: a) Need for achievement : The drive to excel, to achieve to relation to set of standards, to strive to succeed standards b) Need for power : The need to make others behave in a way th t they would not have behaved otherwise that th ld t h b h d th i c) Need for affiliation : The desire for friendly and close interpersonal relationships i l l i hi
Theories…contd.
Implications of McClelland’s Model – - People possess the above needs in varying l h b d i i degrees. However, one of the needs will tend to be more characteristic of the individual that than the other two. - McClelland’s research revealed that, managers generally score high in the need for achievement. In other words motivating forces for managers lie in the challenge and potential of the job
Theories…contd.
7. Porter and Lawler Motivation Theory – L. W. Porter and E. E. Lawler : Their model has the following factors : g - Effort : It refers to the amount of energy exerted by a person on a job - Value of reward : The outcome of a particular behavior has a specific value for each individual. The value is determined by the concerned individual and is not an objective quality of the outcome itself - Perceived effort-reward probability : It refers to the effortindividual’s perception of the probability that different rewards depends upon different degrees of efforts. Value of reward for a person and his perception of effort-reward effortprobability will determine the amount of efforts he will put .
Porter and Lawler’s Model of Motivation
Intrinsic Reward
Values of Reward
Ability
Perceived Equitable Reward
Effort
Performance Accomplishment Extrinsic Reward Role Perception
Perceived Effort P i d Eff t Reward Probability
Satisfaction
Theories…contd.
Performance : P f P f Performance i determined by the amount of effort is d i db h f ff and ability and role perception of the individual. If an individual is lacking in ability and has wrong role perception, his p g y g p p , performance bound to be unsatisfactory in spite of his putting great effort. Rewards : Performance may lead to two kinds of rewards, namely, intrinsic rewards such as a sense of self actualization and l i ti i d h f lf t li ti d extrinsic rewards such as working conditions and status. The perceived equitable rewards vitally affect the performance satisfaction relationship. Satisfaction : The extent to which actual rewards fall short, and the individual s individual’s perceived level of equitable rewards determines the degree of satisfaction. If actual rewards meet the perceived equitable rewards, the individual will feel dissatisfied
Theories…contd.
Implications of Porter’s Model : y g -Determine the rewards valued by each subordinate. A manager can determine what rewards his subordinates seek by observing their reactions in different situations and by asking them what rewards they desire. y - Determine the desired performance. A manager must identify what performance level he wants so that he can tell subordinates what they must do to be rewarded. rewarded - Make the performance level attainable. If subordinates feel that the goal they are asked to pursue is difficult or impossible, their motivation ill lo moti ation will be low. - Link rewards to performance. To achieve and maintain motivation, the appropriate reward must be clearly associated within a short period of time with successful performance
Motivation in Practice
- Empowerment : To shed a degree of control, control accountability with power content - Job Enrichment : Greater variety of work content, higher level of skill and knowledge, giving greater u o o y d espo s b y autonomy and responsibility - Delegation : Passing on responsibilities with a fair g y degree of autonomy - Participative management : Joint decision making
Motivating by Job Redesign
This is done in two ways: 1. Job Enlargement: It attempts to make a job more varied by removing the dullness i db i th d ll associated with performing repetitive operations. It involves a horizontal loading ti i l h i t l l di or expansion i.e.addition of more tasks of the th same nature. This way monotony is t Thi t i minimized and job satisfaction increases.
Redesign…contd Redesign contd
2. 2 Job Enrichment: An attempt to build into job a higher sense of challenge and importance of achievement. It involves achievement vertical loading of functions and responsibilities which require higher levels of skills and competence. It gives them sufficient freedom in decision making and greater control
Question - Review
Explain the role that money plays as a motivator in all the theories of motivation p presented in this chapter. p
THANK YOU
doc_631372121.pdf
The report is to define motivation, describe motivation process, types of drives/motives, describe theories of motivation, key points about motivation.
Chapter 3 : WORK MOTIVATION
Learning objectives - Definition of Motivation - Motivation Process - Types of drives/motives - Function of Motivation - Th Key P i about Motivation Three K Points b M i i - Theories of Motivation - M ti ti by Job Redesign Motivating b J b R d i - Motivation in Practice - Question-Review Question-
Definition of Motivation
Motivation is: “Inner striving condition which activates or moves individual into action and continues him in the course of action enthusiastically” “ It is defined as the set of processes that arouse, direct, and maintain human behavior toward , attaining some goal”
MOTIVATION PROCESS
Needs Drives Incentives
- N d : A need i created whenever there is Need d is t d h th i psychological imbalance. It is an internal state that makes certain outcomes appear attractive a es ce ta outco es appea att act ve - Drives : A drive or a motive is set up to alleviate the needs. It is energy behind our actions. - Incentive : An incentive is something that will alleviate a need and reduce a drive. Incentive comes at the end of the process because it restores the psychological balance
Types of Drives/ Motives
1. Primary motives : They are termed as physiological, b o og ca , u ea ed o p a y p ys o og ca , biological, unlearned or primary motives. Such as hunger, thirst, sleep and sex. 2. Secondary motives: These are the motives which are essentially learned such as power achievement power, achievement, affiliation and status
Function of Motivations
- Proper utilization of human resource leading to greater productivity or efficiency - Willingness to work leading to greater job satisfaction - Best utilization of other resources - More job involvement and less stress - Basis of cooperation - An effective instrument -G dh Good human relations l ti - Lower turnover and absenteeism p g - Better public image - Lesser grievances
Three Key Points about Motivation
1. 1
Motivation and job performance are not synonymous: a) Motivation is one of several possible determinants of job performance b) Just because someone performs a task well does not mean that he or she is highly motivated. motivated This person may be very skilled but not putting forth much effort at all.
Three Key points…contd points contd
2. 2 Motivation is multi faceted: a) People may have several different motives operating at once, and sometimes, once sometimes these motives may conflict 3. 3 People are motivated by more than just money: a) Surveys show most people would continue to work even if they did not need money. y
Three Key Points…contd Points contd
b) Today’s employees are motivated by the prospects of performing interesting and t f f i i t ti d challenging not just well paying jobs. They also seek jobs that actively involve them in the success of the business that reward them for this success
Theories of Motivation
1. 1 Hierarchy of needs theory – Abraham Maslow : There is a hierarchy of five needs physiological, safety, social safety social, esteem and self-actualization- and self-actualizationas each need is substantially satisfied, the next need becomes dominant a) Physiological : Includes hunger, thirst, shelter, hunger thirst shelter sex and other bodily needs b) Safety : Includes security and protection from physical and emotional harm d ti l h c) Social : Includes affection, belongingness, acceptance, and friendship d) E t Esteem : I l d internal esteem factors such as self-respect, Includes i t l t f t h selflf t autonomy and achievement; and external esteem factors such as status, recognition and attention e) Self-actualization : The drive to become what one is capable of Selfbecoming; includes growth achieving one’s potential, and selfselffulfillment
Theories….contd
LowerLower-order needs: Needs that are satisfied externally; physiological and safety needs. HigherHigher-order needs : Needs that are satisfied internally, social, esteem and self actualization needs , Important characteristics of Maslow’s theory : a) Needs arise in order of hierarchy b) The moment an individual is satisfied with one level of needs it no longer motivates him unless the other needs, higher order needs starts operating on him
Theories….contd.
2.Theory 2.Theory X and Theory Y – Douglas McGregor : He concluded that a manager s view of the nature manager’s of human beings is based on a certain grouping of assumption and that he tends to mould his behavior towards subordinates according to these assumptions. These assumptions are as follows: - Theory X assumptions held by managers are: a) Employees inherently dislike work and, whenever possible, will attempt to avoid it b) Since employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve goals l
Theories…contd.
c) Employees will avoid responsibilities and seek formal direction whenever possible d) Most workers place security above all other factors associated with work and will display little ambition - Theory Y assumptions held by managers : a) Employees can view work as being as natural as rest or play b) People will exercise self-direction and self-control if they selfselfare commuted to the objectives c) The average person can learn to accept, even seek, responsibility d) The ability to make innovative decisions is widely dispersed throughout the population and is not necessarily the sole province of those in management positions
Theories…contd.
Theory Z – William Ouchi – Japanese Management : Key elements of Theory Z - Strong Bond between the Company and the Employees - Group Participation - Mutual Trust - Non-Hierarchical Organization Structure Nonp - Human resources Development
Theories…contd.
3. Motivation-Hygiene Theory –Frederick Herzberg : MotivationBased on research he concluded that there are motivating factors or motivators and the hygiene factors. He labeled motivating factors as satisfiers and dissatisfiers were labeled as hygiene factors.
Hygiene Factors Company policy and administration Technical supervision Salary/Pay Inter-personal relations, supervisor Work conditions Motivators Achievements Recognition Work itself Responsibility Advancement
Theories…contd.
- According to Herzberg, the factors leading to job satisfaction are separate and distinct from those that lead to job dissatisfaction. Therefore managers who seek to eliminate factors that create job dissatisfaction can bring about peace, but not necessarily motivation. - The popularity over the p 30 y p p y past years of vertically y expanding jobs to allow employees greater responsibility in planning and controlling their work can probably be largely attributed to Herzberg’s findings and recommendations
ALDERFER’S ERG Theory of Motivation i i
4. 4 Clayton Alderfer identified three groups of core needs: 1. 1 The Existence needs: Are concerned with survival ( Physiological well-being) well2. The Relatedness needs: Stress the importance of p interpersonal, social relationship 3. The Growth needs: Are concerned with the individual’s intrinsic desire for personal development
Alderfer…contd. Alderfer contd
How this theory differs with other theory: More than one need may be operative at the same time If the gratification of a higher-level need is stifled, higherthe desire to satisfy a lower-level need increases lowerERG theory does not assume that there exists a rigid hierarchy A person can be working on growth even though existence or relatedness needs are unsatisfied; or all three need categories could be operating
Theories…contd.
5.Vroom’s Valence Expectancy Theory –Victor Vroom: The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. a ac ve ess o a ou co e o e d v dua . The model in the form of equation is : Motivational =Valence x Expectancy x Instrumentality Valence Valence (Reward Preference) :It refers to the strength Preference) of an individual’s preference for receiving a reward. It is individual s an expression of the value he places on a goal
Theories…contd.
Expectancy : Expectancy is stated as a probability, i.e., individual’s i e an individual s estimate of the probability of an outcome from an action Instrumentality : It refers to the probability to which the performance (first level outcome) will lead to the desired reward (second level outcome). Motivation : It is the product of valence, expectancy and instrumentality. These three factors in the expectancy model may exist in an infinite number of combinations depending upon the range of valence and the degree of expectancy and i t th d f t d instrumentality. t lit
Theories…contd.
Characteristics of Vroom’s model 1. If an employee gives a maximum effort, will it be p y g , recognized in his performance appraisal 2. If he gets a good performance appraisal, will it lead to organizational rewards 3. If he is rewarded, are the rewards ones that he finds fi d personally attractive . ll i The key to expectancy theory is the understanding of an individual s individual’s goals and the linkage between effort and performance, between performance and reward and finally between the rewards and individual goal satisfaction
Theories…contd.
a)
b)
c)
Combining all three components: Expectancy theory claims that motivation is a multiplication function of all three components. Higher levels of motivation result when expectancy, instrumentality and valance g y are all high then when they are low. If anyone component is zero, then the overall level of motivation also is zero.
Theories…contd.
Managerial applications of Expectancy theory: Clarify Cl if people expectations that their l t ti th t th i effort will lead to performance. Administer rewards with a positive valance to employees. Clearly link valued rewards and performance.
1)
2)
3)
Theories…contd.
6. McClelland’s Theory of Needs – David McClelland : The theory focuses on three needs: a) Need for achievement : The drive to excel, to achieve to relation to set of standards, to strive to succeed standards b) Need for power : The need to make others behave in a way th t they would not have behaved otherwise that th ld t h b h d th i c) Need for affiliation : The desire for friendly and close interpersonal relationships i l l i hi
Theories…contd.
Implications of McClelland’s Model – - People possess the above needs in varying l h b d i i degrees. However, one of the needs will tend to be more characteristic of the individual that than the other two. - McClelland’s research revealed that, managers generally score high in the need for achievement. In other words motivating forces for managers lie in the challenge and potential of the job
Theories…contd.
7. Porter and Lawler Motivation Theory – L. W. Porter and E. E. Lawler : Their model has the following factors : g - Effort : It refers to the amount of energy exerted by a person on a job - Value of reward : The outcome of a particular behavior has a specific value for each individual. The value is determined by the concerned individual and is not an objective quality of the outcome itself - Perceived effort-reward probability : It refers to the effortindividual’s perception of the probability that different rewards depends upon different degrees of efforts. Value of reward for a person and his perception of effort-reward effortprobability will determine the amount of efforts he will put .
Porter and Lawler’s Model of Motivation
Intrinsic Reward
Values of Reward
Ability
Perceived Equitable Reward
Effort
Performance Accomplishment Extrinsic Reward Role Perception
Perceived Effort P i d Eff t Reward Probability
Satisfaction
Theories…contd.
Performance : P f P f Performance i determined by the amount of effort is d i db h f ff and ability and role perception of the individual. If an individual is lacking in ability and has wrong role perception, his p g y g p p , performance bound to be unsatisfactory in spite of his putting great effort. Rewards : Performance may lead to two kinds of rewards, namely, intrinsic rewards such as a sense of self actualization and l i ti i d h f lf t li ti d extrinsic rewards such as working conditions and status. The perceived equitable rewards vitally affect the performance satisfaction relationship. Satisfaction : The extent to which actual rewards fall short, and the individual s individual’s perceived level of equitable rewards determines the degree of satisfaction. If actual rewards meet the perceived equitable rewards, the individual will feel dissatisfied
Theories…contd.
Implications of Porter’s Model : y g -Determine the rewards valued by each subordinate. A manager can determine what rewards his subordinates seek by observing their reactions in different situations and by asking them what rewards they desire. y - Determine the desired performance. A manager must identify what performance level he wants so that he can tell subordinates what they must do to be rewarded. rewarded - Make the performance level attainable. If subordinates feel that the goal they are asked to pursue is difficult or impossible, their motivation ill lo moti ation will be low. - Link rewards to performance. To achieve and maintain motivation, the appropriate reward must be clearly associated within a short period of time with successful performance
Motivation in Practice
- Empowerment : To shed a degree of control, control accountability with power content - Job Enrichment : Greater variety of work content, higher level of skill and knowledge, giving greater u o o y d espo s b y autonomy and responsibility - Delegation : Passing on responsibilities with a fair g y degree of autonomy - Participative management : Joint decision making
Motivating by Job Redesign
This is done in two ways: 1. Job Enlargement: It attempts to make a job more varied by removing the dullness i db i th d ll associated with performing repetitive operations. It involves a horizontal loading ti i l h i t l l di or expansion i.e.addition of more tasks of the th same nature. This way monotony is t Thi t i minimized and job satisfaction increases.
Redesign…contd Redesign contd
2. 2 Job Enrichment: An attempt to build into job a higher sense of challenge and importance of achievement. It involves achievement vertical loading of functions and responsibilities which require higher levels of skills and competence. It gives them sufficient freedom in decision making and greater control
Question - Review
Explain the role that money plays as a motivator in all the theories of motivation p presented in this chapter. p
THANK YOU
doc_631372121.pdf