Motivation Theory and Practice

7/27/2019 Motivation Theory and Practice

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MOTIVATION THEORY AND

PRACTICE



ENGAGEMENT

• One of the hot topics in management.

• A person is truly engagement when that

person is says “I’m willing to give a little bit

more; I’m willing to help my team member

when I see they’re in need.”



SIGNS OF HIGH ENGAGEMENT

• Willing to look for problems and fix them.

• Willing to do more than just meeting jobrequirements.

•

Willing to stay late, start early, do the “extras”.• Willing to help others who are stuck or

overwhelmed.

• Willing to do things better; not accept the status

quo• Willing to think ahead, craft ideas and plans for

future.



INDIVIDUAL NEEDS AND MOTIVATION

• Motivation – accounts for the level, direction

and persistence of effort expended at work.

• Need – unfulfilled physiological desire.



LOWER ORDER NEEDS

HIGHER ORDER NEEDS



MASLOW’S HIERARCY OF NEEDS

• Deficit Principle – states that a satisfied need

does not motivate behavior.

• People are expected to act in ways that satisfy

deprived needs.

• Progression Principle – state that a need isn’t

activated until the next lower-level need is

satisfied.



What Satisfied Lower Order Needs?

Social Needs

Safety Needs

Physiological Needs

• Friendly Coworkers

•Interaction with customers

•Pleasant Supervisors

• Safe working conditions

•Job Security

•Based Compensations & Benefits

• Rest and refreshments breaks

• Physical comfort on the job

•Reasonable work hours



What Satisfied Higher Order Needs?

Self Actualization

Needs

Esteem Needs

• Creative and Challenging Job

•Participation in decision making

•Job flexibility and autonomy

• Responsibility of an important job

• Promotion to higher status job

• Praise and recognition from boss



ERG THEORY

• Proposed by Clayton Alderfer.

• This theory collapses Maslow’s five needs intothree categories:

• Existence needs – desires for physical wellbeing

• Relatedness needs – desires for good

interpersonal relationships.• Growth needs – desires for continued

psychological growth and development



ERG THEORY

• Frustration-regression principle – states that

an already satisfied need can become

reactivated when a higher-level need is

blocked.



TWO FACTOR THEORY

• Frederick Herzberg

• Created through a pattern of 4,000 interviews.

• Satisfier factor – found in job content, such as

sense of achievement, recognition,responsibility, advancement, or personalgrowth.

•Hygiene factor – found in the job context,such as working conditions, interpersonalrelations, organizational policies and salary



Influenced byHygiene

Factors

• Working Conditions

• Coworker Relations

• Policies and rules

• Supervisor quality

• Base wage, salary

Influenced bySatisfied

Factors

• Achievement

• Recognition

• Responsibility

• Work itself

• Advancement

• Personal Growth

Job Dissatisfaction Job Satisfaction

Improving the satisfierfactors increases job

satisfaction

Improving the hygiene

factors decreases job

dissatisfaction

TWO FACTOR THEORY



ACQUIRED NEEDS THEORY

• David McClelland

• Ask people by asking people to view pictures

and write stories about what they see.

• Need for achievement – desire to do

something better, to solve problems or to

master complex task.

• Need for power – desire to control, influence,

or be responsible for other people.





ACQUIRED NEEDS THEORY

• Needs for affiliation – desire to establish and

maintain good relations with people.



PROCESS THEORIES OF MOTIVATION



EQUITY THEORY

• What do you think about news?

• Company Abercrombie and Fitch’s stock declined

79% in value and 9% of employees lost their jobs.

• But the CEO’s pay went up to 39%.

• In 1965, the average CEO is paid 24 times than

the average worker.

• In 1994 its 90 times.

• By 2006, its 364 times.



EQUITY THEORY

• Developed by J. Stacy Adams.

• Based on the logic of social comparisons and the

idea that perceived inequity is a motivating state.

• “How fairly am I paid at work?”s

• Equity theory says that when people believe that

they have been unfairly treated in comparison to

others, they will be motivated to eliminate thediscomfort and restore a sense of perceived

equity to the situations.



Equity and Social Comparisons

Personal rewards

Vis-à-vis

Personal Inputs

Others’ rewards

Vis-à-vis

Other’s inputs

PERCEIVED EQUITY

The individual is satisfied

and does not changebehavior

PERCEIVED INEQUITY

The individual feels

discomfort and acts to

eliminate the inequity



Equity and Social Comparison

• A person who is treated unfairly compared toothers will be motivated to act in ways thatreduce the perceived inequity.

• If that’s all I’m going to get, I’m going to do alot less.

• Next, stop the boss office. I should get what I

deserved.• Compared to his situation, I’m better off.

• I’m quitting if this is how I am treated.



EXPECTANCY THEORY

• Victor Vroom

• People will do what they can do when they

want to do it.

• Expectancy – a person’s belief that working

hard will result in high task performance.

• Instrumentality – a person’s belief that

various outcomes will occur as a result of task

performance.





EXPECTANCY THEORY

EXPECTANCY

“If I work hard, will I

succeed?”

INSTRUMENTALITY

“If I succeed will I be

rewarded?”

VALENCE

“What does the

reward for this hard

work and performance

achievement mean to

me?”



EXPECTANCY THEORY

• To maximize expectancy, people must believe

in their abilities.

• To maximize instrumentalities, people must

see the link between high performance and

work outcomes.

• To maximize positive valence, people must

value the outcomes associated with high

performance.



LOCKE’S GOAL SETTING THEORY

• Set specific goals

• Set challenging goals

•

Build goal acceptance and commitment• Clarify goal priorities.

• Provide feedback on goal accomplishments

•Reward goal accomplishments.



SELF-EFFICACY THEORY

• A person’s belief that they are capable of

performing a task.



REINFORCEMENT THEORY

• E.L. Thordike

• Law of effect – states that behavior followed

by pleasant consequences is likely to be

repeated; behavior followed by unpleasant

consequences is not.



REINFORCEMENT STRATEGIES

• Operant Condition – the control of behaviorby manipulating is consequences.

• Positive Reinforcement – strengthens

behavior by making a desirable consequencecontingent on its occurrence.

• Negative Reinforcement – strengthens

behavior by making the avoidance of anundesirable consequence contingent on itsoccurrence.




• Punishment – discourages behavior by making

an unpleasant consequence contingent on its

occurrence.

• Extinction – discourage behavior by making

the removal of a desirable consequence

contingent on its occurrence.



Manager’s

Objectives

Individual

Behavior

Reinforcement

Strategy

Type of

Reinforcement

Meets production

goals with zero

defects

Praise employee

and give rewards

Positive

Reinforcement

High Quality

Production

Stop complaining

to employee

Negative

Reinforcement

Reprimand

Employee

Punishment

Meets production

goals but with

many defects

Withhold praise

and rewards

Extinction




• Shaping – positive reinforcement of successive

approximations t the desired behavior.

• Continuous reinforcement – rewards each

time a desired behavior occurs.

• Intermittent reinforcement – rewards

behavior only periodically.



GUIDELINES FOR POSITIVE

REINFORCEMENT

• Clearly identify desired work behaviors

• Maintain a diverse inventory of rewards

• Inform everyone what must be done to get

rewards.

• Recognize individual differences when

allocating rewards.

• Follow the laws of immediate and contingent

reinforcement.



GUIDELINGS FOR PUNISHMENT

• Tell the person what is being done wrong.

• Tell the person what is being done right.

• Make sure the punishment matches the

behavior.

• Administer the punishment in private.

•

Follow the laws of immediate and contingentreinforcement.



MOTIVATION AND JOB DESIGN



JOB DESIGN

• Arranging work task for individuals and

groups.



JOB SIMPLIFICATION

• Employs people in clearly defined and

specialized tasks with narrow job scope.



AUTOMATION

• Total mechanization of a job.



JOB ROTATION

• Increases tasks variety by periodically shifting

workers between different jobs.



JOB ENLARGEMENT

• Increases task variety by combining two or

more jobs that are previously done separate

workers.



JOB ENRICHMENT

• Increases job depth by adding work planning

and evaluating duties normally performed by

supervisor.



NARROW WIDER WIDE

LOW LOW HIGH



JOB CHARACTERISTICS MODEL

• Skill variety – the degree to which a jobrequires a variety of different activities tocarry out the work, and involves the use of a

number of different skills and talents of theindividual.

• Task Identity – the degree to which the jobrequires completion of a “whole” and

identifiable piece of work, one that involvesdoing a job from beginning to end with avisible outcome.




• Task Significance – the degree to which the

job has substantial impact on the lives or work

of others people elsewhere in the

organization, or in the external environment.

• Autonomy – the degree to which the job gives

the individual freedom, independence, and

discretion in scheduling work and in choosingprocedures for carrying it out.




• Feedback from the job itself – the degree to

which work activities required by the job

result in the individual obtaining direct and

clear information on their performance.



Experienced meaningfulness of

the work

Experienced Responsibility foroutcomes of the work

Knowledge of actual results of

the work.

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback

•High internal

work

motivation

• High growth

satisfaction•High general

job

satisfaction

•High work

effectiveness

Employee growth-need strength

• Knowledge and skill

• Context satisfaction



IMPROVING

JOBCHARACTERISTICS

VERTICAL

LOADING

INCREASE JOB

DEPTH

HORIZONTAL

LOADINGEXPAND JOB

SCOPE



• Form natural units of work

• Combine tasks

• Establish Client Relationships

• Open Feedback Channels

• Practice Vertical Loading




ALTERNATIVE WORK SCHEDULES



FLEXIBLE WORKING HOURS

• Gives employees some choice in daily work

hours



COMPRESSED WORKWEEK

• Allows a fulltime job to completed in less than

five days.



JOB SHARING

• Splits one job between two people.



TELECOMMUTING

• Involves using IT to work at home or outside

the office.



CONTINGENCY AND PART TIME WORK

• Permatempts

• People are employed on a part-time and

temporary basis to supplement a permanent

workforce.



Documents

Motivation Theory and Practice