7 Motivation+ +part+1

MOTIVATION

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What Leads to Performance? Performance = f (Ability, Motivation, Opportunity)

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What is Motivation? Origin : Latin ‘Movere’= ‘to move’

“Dynamic force which sets a person into motion”

“An inner state that energizes, activates and directs or channels behavior towards goals” OB/ MOTIVATION

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Motivation…. “Process of channeling a person’s inner drives so that he wants to accomplish the goals of the organization”

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Motivation

“The willingness to exert high levels of efforts

towards

organizational

goals,

conditioned by the effort’s ability to satisfy some individual need.” - Stephen P Robbins

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The Motivation Process

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Nature 

Individuals

differ

in

their

motivation 

Motivations change



Motivations

are

expressed

differently 

Ind. may himself be unaware of his motivation



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Theories of Motivation Process Theories

Content Theories

“ What Motivates People”

“ How Motivation occurs”

focus on internal needs 1. Maslows Hierarchy of Needs 2. Herzberg’s 2 factor theory 3. Alderfer’s ERG theory 4. McClelland’s Need

how people choose behaviors to satisfy their needs 1. Victor Vroom’s Expectancy theory 2. Porter Lawler Model

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Content Theories – Focus on what arouses, energizes, or

starts

behavior,

i.e.

individual

physiological & psychological needs – Motivation results from the individual’s

attempts to satisfy needs. – Attempt to identify & prioritize the needs

& drives that motivate people.

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MASLOW’S HIERARCHY OF NEEDS

Growth needs

Self Actualization Esteem Needs

Internal

Higher Order needs

Symbolic behavior

Social Needs Safety Needs Physiological Needs OB/ MOTIVATION

Striving needs External Economic behavior

Lowe r Order need s 11

Satisfied need no longer motivates

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Maslow’s Need Hierarchy Theory

 Adult motives are complex  Needs form a Hierarchy – Lower needs to be satisfied before higher order needs  People seek growth. They want to move up the hierarchy of needs

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Maslow’s Need Hierarchy Theory Research evidence – Flexible hierarchy of needs – Satisfaction of one need level may not decrease its

importance and increase importance of next need level. – Needs vary according to: • A person’s career stage. • Organizational size. • Geographic location. • Across Cultures OB/ MOTIVATION

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Maslow’s Need Hierarchy Theory Managerial implications 

Physiological needs – wages, food, breaks



Safety needs – safe working environment, job security, insurance



Social needs – teams, opportunity to interact



Esteem needs – challenging tasks, recognition, participation, status symbols



Self actualization needs – encourage creativity, innovation OB/ MOTIVATION

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Herzberg’s Two – Factor theory  Frederick Herzberg  Dual Factor / Motivation-hygiene theory  Portrays two different factors — – Hygiene factors: related to job context – Motivating factors: related to job content

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Herzberg’s Two – Factor theory  Research (1950) – Asked people to describe situations in which they found their job exceptionally good or bad  Conclusion: Job satisfaction – Intrinsic factors Dissatisfaction – extrinsic factors

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Herzberg’s Two- Factor Theory Contrasting Views of Satisfaction-Dissatisfaction

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Herzberg’s Two – Factor theory

•Intrinsic factors •Build high level of motivation • & job satisfaction •Stimulates superior performance OB/ MOTIVATION

•Environmental, external to job •Prevent dissatisfaction •Zero level motivation if maintained 19

Herzberg’s Two – Factor theory

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Herzberg’s Two – Factor theory Research evidence – Theory fails to: • Account for individual differences. • Link motivation & needs to both satisfaction &

performance. • Consider cultural & professional differences.

( Ex- Theory applicable to knowledge workers. For blue collar workers maintenance factors maybe motivators)

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Alderfer’s ERG Theory  Developed by Clayton Alderfer.  Collapses

three

Maslow’s five categories into

categories:

existence

needs,

relatedness needs, and growth needs.  More than one need category may be

activated at the same time.

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ERG Theory  Existence needs: Desire for physiological

and material well-being.  Relatedness needs: Desire for satisfying

interpersonal relationships.  Growth

needs:

Desire

for

continued

personal growth and development.

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ERG Theory  Research evidence on ERG theory: – Supporting evidence is encouraging. – Offers

a

more

flexible

approach

to

understanding human needs.

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Comparison of Content Theories

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Process theories  Process Theories: – Focus on the cognitive processes that influence behavior, i.e. why a person behaves in a particular way. – Deal with ‘how’ to motivate

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VROOM’S EXPECTANCY THEORY  Developed by Victor Vroom.  A person’s motivation is a multiplicative

function of: – Expectancy. – Instrumentality – Valence.

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Vroom’s Expectancy Theory  Expectancy:

Probability

assigned

by

individual that work effort will be followed by a given level of task accomplishment  Instrumentality: Probability assigned by

the individual that a given level of achieved task performance will lead to various work outcomes.  Valence:

The

value

attached

individual to various work outcomes. OB/ MOTIVATION

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the 28

Overview of Expectancy Theory Effort

Performance

Expectancy

X

Reward

Instrumentality

X

Valence of reward

MOTIVATION Abilities and traits

Role perceptions and opportunities

JOB PERFORMANCE

Simplified Expectancy Theory Performance appraisal system

Human resources management

Training and development OB/ MOTIVATION

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Vroom’s Expectancy Theory  Motivational

implications

of

expectancy

theory. – Motivation

is sharply reduced when,

expectancy, instrumentality or valence approach zero. – Motivation is high when expectancy and

instrumentality are high and valence is strongly positive. OB/ MOTIVATION

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Vroom’s Expectancy Theory  Managerial

implications

of

expectancy

theory. – Managers

should

act

to

maximize

expectancies,

instrumentalities,

valences

support

that

and

organizational

objectives.

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Vroom’s Expectancy Theory  Research evidence on expectancy theory. – Theory

has received empirical support.

– Multiplier

effect

is

substantial

subject to

some

question. – May be useful to distinguish between

extrinsic rewards and intrinsic rewards. – Does not specify which rewards will

motivate particular groups of workers, thereby allowing for cross-cultural 33 OB/ MOTIVATION differences.

Porter –Lawler Model  Tries to establish relationship between the efforts,

performance

&

satisfaction

of

individual.  Important variables are: – Effort – Performance – Rewards – Satisfaction OB/ MOTIVATION

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Porter –Lawler Model Value Of Rewards

Perceived Equitable Rewards

Abilities & Traits Intrinsic Rewards EFFORT

PERFORMANCE SATISFACTION

Perceived Effort Reward Probability

Role Perception

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Extrinsic Rewards

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