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8/3/2019 OB (PT) Session 6 Motivation 2
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Contemporary Theories ofContemporary Theories of
MotivationMotivation
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ERG TheoryERG Theory
Clayton AlderferClayton Alderfer
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ExistenceExistence refers to our concern with basicrefers to our concern with basic
material existence motivators.material existence motivators.
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RelatednessRelatedness refers to therefers to the motivation we havemotivation we havefor maintaining interpersonal relationships.for maintaining interpersonal relationships.
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GrowthGrowth refers to an intrinsic desire forrefers to an intrinsic desire forpersonal developmentpersonal development
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Similarity to Maslows theorySimilarity to Maslows theory
The ERG needs can be mapped to those ofThe ERG needs can be mapped to those of
Maslows needs as follows:Maslows needs as follows:
Existence: Physiological and Safety needsExistence: Physiological and Safety needs
Relatedness: Social and external esteem NeedsRelatedness: Social and external esteem Needs
Growth: SelfGrowth: Self--actualization and internal esteemactualization and internal esteem
needsneeds
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Differences from MaslowsDifferences from Maslows
theorytheory
Unlike Maslows theory, it allows for differentUnlike Maslows theory, it allows for differentlevel of needs to be pursued simultaneously.level of needs to be pursued simultaneously.
It allows the order of needs to be different forIt allows the order of needs to be different fordifferent people. (e.g. Actors)different people. (e.g. Actors)
ERG theory acknowledges that if a higher levelERG theory acknowledges that if a higher level
need remains unfulfilled, the person mayneed remains unfulfilled, the person mayregressregress to lower level need that appears easierto lower level need that appears easierto satisfy. (e.g. Salesperson to Area Manager)to satisfy. (e.g. Salesperson to Area Manager)
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Implications for ManagersImplications for Managers
According to the ERG theory, unlike MaslowsAccording to the ERG theory, unlike Maslows
theory, a manager must recognize that antheory, a manager must recognize that an
employee has multiple needs to satisfyemployee has multiple needs to satisfy
simultaneously.simultaneously.
Furthermore, ifGrowth opportunities are notFurthermore, ifGrowth opportunities are not
provided to the employees, they mayprovided to the employees, they may regressregress totorelatedness needs. Thus in this situation, stepsrelatedness needs. Thus in this situation, steps
should be taken to concentrate on relatednessshould be taken to concentrate on relatedness
needs unless the subordinate is able to pursueneeds unless the subordinate is able to pursue
growth again.growth again.
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McClellands Theory of needsMcClellands Theory of needs
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This theory focuses on three needs :This theory focuses on three needs :
Need for AchievementNeed for Achievement
Need for PowerNeed for Power
Need for AffiliationNeed for Affiliation
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Need For AchievementNeed For Achievement
People with a high need for achievementPeople with a high need for achievement([[([[nnAch]]) seek to excel and thus tend to avoidAch]]) seek to excel and thus tend to avoidboth lowboth low--risk and highrisk and high--risk situationsrisk situations
AchievementAchievement--motivated individuals avoid lowmotivated individuals avoid low--risk situations because the easily attainedrisk situations because the easily attainedsuccess is not a genuine achievement .success is not a genuine achievement .
In highIn high--risk projects, the Achievementrisk projects, the Achievement--motivatedmotivatedsee the outcome as one of chance rather thansee the outcome as one of chance rather thanone's own effortone's own effort
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HighHigh nnAch individuals prefer work that has aAch individuals prefer work that has amoderate probability of success, ideally a 50%moderate probability of success, ideally a 50%chance.chance.
AchievementAchievement--motivated individuals need regularmotivated individuals need regularfeedback in order to monitor the progress offeedback in order to monitor the progress oftheir achievements.their achievements.
They prefer either to work alone or with othersThey prefer either to work alone or with otherslike themselves.like themselves.
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Need For AffiliationNeed For Affiliation
Those with a high need for affiliation ([[Those with a high need for affiliation ([[nnAffil]])Affil]])
need harmonious relationships with other peopleneed harmonious relationships with other people
and need to feel accepted by other people.and need to feel accepted by other people.
They enjoy being part of groups .They tend toThey enjoy being part of groups .They tend to
conform to the norms of their work group.conform to the norms of their work group.
HighHigh nnAff individuals prefer work that providesAff individuals prefer work that provides
significant personal interactionsignificant personal interaction
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Need For PowerNeed For Power
A person's need for power ([[A person's need for power ([[nnPow]]) can be onePow]]) can be oneof two typesof two types -- personal and institutional:personal and institutional:
Those who needThose who need personalpersonal power want to directpower want to direct
others, and this need often is perceived asothers, and this need often is perceived asundesirable.undesirable.
Persons who needPersons who need institutionalinstitutional power (alsopower (alsoknown as social power) want to organize theknown as social power) want to organize the
efforts of others to further the goals of theefforts of others to further the goals of theorganization. Managers with a high need fororganization. Managers with a high need forinstitutional power tend to be more effective thaninstitutional power tend to be more effective thanthose with a high need for personal power.those with a high need for personal power.
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Implications for ManagersImplications for Managers
While all people have all three motives, theyWhile all people have all three motives, theyhave them to different degrees. In practice, thehave them to different degrees. In practice, themajority of people have one motive tomajority of people have one motive to
significantly higher degree, though a few havesignificantly higher degree, though a few haveall three high.all three high.
High need for achievementHigh need for achievement-- HighlyHighly
achievementachievement--motivated people should be givenmotivated people should be givenchallenging projects with reachable butchallenging projects with reachable butchallenging goals. They should be providedchallenging goals. They should be providedfrequent feedback.frequent feedback.
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High need for affiliationHigh need for affiliation -- Employees with a highEmployees with a highaffiliation need perform best in a cooperativeaffiliation need perform best in a cooperativeenvironment, where they can belong toenvironment, where they can belong to
something larger than themselves.something larger than themselves.
High need for powerHigh need for power-- Management shouldManagement shouldprovide people with strong need to influence theprovide people with strong need to influence the
opportunity to manage others for organizationalopportunity to manage others for organizationalgoals.goals.
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Goal Setting theoryGoal Setting theory
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Iqbal is a simple story about aIqbal is a simple story about a deaf anddeaf andmutemute 18 year old boy Iqbal [Shreyas18 year old boy Iqbal [ShreyasTalpade], who has just one dream sinceTalpade], who has just one dream sincehis childhoodhis childhood -- to wear ato wear a national capnational cap asas
anan Indian cricketerIndian cricketer one day. But there areone day. But there arenumber of hurdles in this dream to benumber of hurdles in this dream to befulfilled. His humble background [a smallfulfilled. His humble background [a smallvillage called Kolipad], an averagevillage called Kolipad], an averagehousehold [his father (Yateen Karyekar) ishousehold [his father (Yateen Karyekar) is
a simple man who is happy with hisa simple man who is happy with hisfarming and wants him to follow hisfarming and wants him to follow hisfootsteps], his physical handicap and thefootsteps], his physical handicap and thebiggest of all, lack of any formal coachingbiggest of all, lack of any formal coaching
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People are motivated to work towards andPeople are motivated to work towards and
achieve specific and difficult goals.achieve specific and difficult goals.
Goals enhance performance by clarifying whatGoals enhance performance by clarifying what
type and level of performance is expected ortype and level of performance is expected or
requiredrequired..
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Achieving a goal leads to feeling of competenceAchieving a goal leads to feeling of competence
and success.and success.
Falling short of goal creates a feeling ofFalling short of goal creates a feeling of
dissatisfaction, so we are motivated to work harddissatisfaction, so we are motivated to work hard
to avoid failure.to avoid failure.
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Implications for managersImplications for managers
Assign or setAssign or set specificspecific goals.goals.
Assign or setAssign or set difficultdifficult yet attainable goals.yet attainable goals.
Involve employees in the goal setting.Involve employees in the goal setting.
Provide feedback on goal attainment.Provide feedback on goal attainment.
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Expectancy theoryExpectancy theory
Victor VroomVictor Vroom
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The strength of a tendency to act in aThe strength of a tendency to act in a
certain way depends on the strength of thecertain way depends on the strength of the
expectation that the act will be followed byexpectation that the act will be followed by
a given outcome and on the attractivenessa given outcome and on the attractiveness
of that outcome to the individualof that outcome to the individual..
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ExamplesExamples
1. Sachin Tendulkar1. Sachin Tendulkar
2. Quality Procedures2. Quality Procedures