motivation
MOTIVATIONis the set of internal and external forces that cause
an employee to choose a course of action and engage in certain
behaviors
WORK MOTIVATIONThree Elements of Work MotivationDirection and
Focus of the BehaviorLevel of effort providedPersistence of the
behavior
A MODEL OF MOTIVATION
Needs and DrivesEnvironmentHuman NeedsPrimary Needs - Basic
Physical needsSecondary Needs - Social and Psychological needsHuman
NeedsPrimary Needs - Basic Physical needsSecondary Needs - Social
and Psychological needs
Human NeedsPrimary Needs - Basic Physical needsSecondary Needs -
Social and Psychological needs
Motivational DrivesAchievement
Affiliation
Power
Motivational DrivesAchievement
Affiliation
Power
A drive to accomplish objectives and get ahead
Motivational DrivesAchievement
Affiliation
Power
A drive to relate people effectively.
Motivational DrivesAchievement
Affiliation
Power
A drive to influence people and situations.
Motivational DrivesAchievement
Affiliation
Power
Institutional powerPersonalized Power
Needs and DrivesTensionEnvironmentNeeds and
DrivesTensionAbilityPerformanceOpportunityGoals and
incentivesEffortRewardsEnvironmentThree Major Rewards
Fair Treatment
Sense of Achievement
CamaraderieThree Major Rewards
Fair Treatment
Sense of Achievement
Camaraderie
Three Major Rewards
Fair Treatment
Sense of Achievement
Camaraderie
Three Major Rewards
Fair Treatment
Sense of Achievement
Camaraderie
Needs and DrivesTensionAbilityNeed
SatisfactionPerformanceOpportunityGoals and
incentivesEffortRewardsEnvironmentMaslowsHierarchyofNeeds
21PHYSIOLOGICAL OR SURVIVAL NEEDSSAFETY NEEDSLOVE, AFFECTION,
AND BELONGINGNESS NEEDS ESTEEM
NEEDSSELF-ACTUALIZATION228Self-actualization and fulfillment
needsSafety and Security NeedsBelonging and Social NeedsEsteem and
Status NeedsPhysiological NeedsWork itselfAchievementPossibility of
GrowthResponsibility
AdvancementRecognitionStatus
Relations with supervisorsPeer relationsRelations with
subordinatesQuality of Supervision
Company Policy and administrationJob security
Working conditionsPay
Growth NeedsRelatedness needsExistence NeedsMotivational
FactorsMaintenance factorsMASLOW modelHERZBERG modelALDERFER
modelon the basis of research with engineers and accountants,
Frederick Herzberg in the 1950s developed the Two Factor Model for
MotivationHerzbergs Two-Factor ModelHerzbergs Two-Factor
ModelMaintenance & Motivational FactorsMaintenance or Hygiene
FactorsTheir presence generally brings employees only to a neutral
state. The factors are not strongly motivating.25Herzbergs
Two-Factor ModelMaintenance & Motivational FactorsMotivational
FactorsOther job conditions operate primarily to build this
motivation, but their absence rarely is strongly
dissatisfying.Herzbergs Two-Factor ModelEffects of Maintenance
& Motivational Factors(Absence) Motivational Factor
(Presence)(Absence) Maintenance Factor (Presence)High negative
feelingsNeutralHigh positive feelingsHerzbergs Two-Factor ModelJob
Contents and ContextJob ContentThese are the motivational factors
such as achievement and responsibility are related, for the most
par, directly to the job itself. The employees performance and the
personal recognition and growth that the employee
experiences.Herzbergs Two-Factor ModelJob Contents and ContextJob
Context-Maintenance factors are mainly related-Employees are more
related to the environment surrounding the job.Herzbergs Two-Factor
ModelIntrinsic and Extrinsic MotivatorsIntrinsic MotivatorsThese
are internal rewards that a person feels when performing a
job.Herzbergs Two-Factor ModelIntrinsic and Extrinsic
MotivatorsIntrinsic MotivatorsThese are internal rewards that a
person feels when performing a job.Herzbergs Two-Factor
ModelIntrinsic and Extrinsic MotivatorsExtrinsic MotivatorsThese
are external rewards that occur apart from the nature of work
providing no direct satisfaction at the time the work is
performed.Herzbergs Two-Factor ModelInterpreting the Two-Factor
ModelHerzbergs model provides a useful distinction between
maintenance factor which are necessary but not sufficient and
motivational factor which have the potential for improving employee
effort.Alderfers E-R-G ModelExistence NeedCombine physiological and
security factors pay, physical working conditions, job security,
and firing benefits can also address these needs.Alderfers E-R-G
ModelRelatedness NeedsThese involve being understood and accepted
by people above, below and around the employee at work and away
from it.Alderfers E-R-G ModelGrowth NeedsThese involve the desire
for both self-esteem and self actualization.Comparison of the
Maslow, Herzberg, and Alderfers ModelThe similarities among the
three models of human needs are quite apparent. But there are also
important contrasts: Maslow and Alderfer focuses on the internal
needs of the employees. Whereas Herzberg also identifies and
differentiates the conditions (job content or job context) that
could be provided for need satisfaction.by: JacelBEHAVIOR
MODIFICATION Organizational Behavior Modification or OB Mod Is the
application in organizations of the principles of behavior
modification. state that a person tends to repeat behavior that is
accompanied by favorable consequences (reinforcement) and tends not
to repeat behavior that is accompanied by unfavorable
consequences.Law of Effectwe learn best under pleasant
surroundings-learning theory-
internal needs lead to behavior-content theory-external
consequences tend to determine behavior-OB Mod-Social Learningalso
known as vicarious learning.
suggest that employees do not always have to learn directly from
their own experiences.2005 Prentice HallPositive
reinforcementReinforcement ApproachesReinforcementManagerial
Approach Action Effect ExampleProvide desirable consequenceIncrease
probability of behavior being repeatedHighway construction
supervisor receives bonus for each day a project is completed ahead
of schedule.Negative reinforcementRemove undesirable
consequenceIncrease probability of behavior being
repeatedManagement stops raising output quotas each time workers
exceed them.PunishmentProvide undesirable consequenceDecrease
probability of behavior being repeatedHabitually tardy crew member
is fined the equivalent of one hours pay each day he is late to
work.Adapted from Exhibit 12.11: Reinforcement Approaches and Their
Effects43Exhibit 12.11 (page 433 of the textbook) has been animated
to permit point-by-point discussion of each of the four
reinforcement approaches. The exhibit is presented over this and
the next slide, but will appear seamless if presented in the View
Show mode. Because of the horizontal volume of information the text
is at the lower end of readability and may not be viewable students
in the back of very large classrooms. Providing additional examples
will help students grasp the differences in these approaches.2005
Prentice HallExtinctionReinforcement ApproachesAdapted from Exhibit
12.11: Reinforcement Approaches and Their EffectsRemove desirable
consequenceDecrease probability of behavior being repeatedGroup
member stops making unsolicited suggestions when team leader no
longer mentions them in group meetings.ReinforcementManagerial
Approach Action Effect Example44Schedule of
ReinforcementVariableFixedVariableFixedRatioIntervalIntermittentContinuousMajor
Benefit of Behavior modificationMakes managers become more
conscious motivators.Encourages manager to analyze employee
behavior, explore why it occurs and how often.Identify specific
consequences that will help change it when those consequences are
applied systematically. Goal setting Prepared by: Jay
DailegGoalTargets and objectives for future performanceProvides a
sense of direction and purpose
2 types of goalattainability0635241SHORT-TERM GOALSLONG-TERM
GOALSGoal settingInvolves establishing specific, measurable and
time-targeted objectivesIllustrative example:
wantsTo extend his business by opening 25 branches of his food
chain nationwide for 10 yearsbusinessman
Self-efficacyAn internal belief regarding ones job capabilities
and capabilitiesElements of a goal settingGoal settingElements of a
goal settingGoal acceptanceSpecificityChallengePerformance
monitoring and feedback
Aspects for goal settingThe S.M.A.R.T. F.O.R. M.E. goal setting
processS-M-A-R-T-F-O-R-M-E-
specificmeasurableattainablerealistictimedfocusedoptimisticreadymeaningfulexcitingEnd
of goal settingGoal settingExpectancy theoryJulyanne Erese
Expectancy theoryDeveloped by Victor H. VroomEstates, a worker
expects to receive(reward pay) for efforts produced. The rewards,
wages, or incentives are usually agreed upon by employer and
employee.3 factors of motivation on expectancy
theory1.valenceRefers to the value the individuals preference on
the
reward.StrongavoidanceindifferenceStrongpreference-1102.ExpectancyIs
the strength of belief ones work related effort will result on the
completion of the task.Range expectancy:
Low probabilityLow probability01
3 bases Past experienceSelf-confidence perceived
difficulty3.instrumentalityIt is the belief that if one does meet
the performance expectations, he or she will receive a greater
rewardLow probabilityLow probability0162Summary
Advantages of expectancy theoryExpectancy is a valuable tool for
helping managers think about the mental processes through which
motivation occurs.Values human dignityEncourages manager to design
the motivational climate that will stimulate appropriate employee
behaviour.End of expectancy theoryby: julyanneTHE EQUITY MODEL THE
EQUITY MODEL developed on the belief that fair treatment or
perception thereof, motivates people to keep such fairness
maintained within the relationships of their colleagues and the
organization.FormulaOnes own outcomes = Others outcomes Ones own
inputs Others inputs
Equity Sensitivity suggest that individuals have different
preference for equity.Procedural JusticeInterpersonal Treatment
Clarity of Expectation
Distributive JusticeAllocation of reward
Needs and Drives
Tension
Ability
Need Satisfaction
Performance
Opportunity
Goals and incentives
Effort
Rewards
Environment
