Motivation

MOTIVATION “Treat others as you would like to be treated” • How do human needs influence motivation to work? • How do thought processes and decisions affect motivation to work?

WHAT IS MOTIVATON  MOTIVATION

is an important factor which encourage person to give their best performance and help in reaching enterprise goal .A positive motivation will help the increase output employees but negative motivation will reduce their performance.

The Nature of Motivation  Motivation  

The set of forces that cause people to behave in certain ways. The goal of managers is to maximize desired behaviors and minimize undesirable behaviors.

 The

Importance of Motivation in the Workplace  Determinants

of Individual Performance

Motivation—the desire to do the job.  Ability—the capability to do the job.  Work environment—the resources needed to do the job. 

MOTIVATION

Human Needs  Motivation  accounts

for the level, direction, and persistence of effort expended at work.

 Need  an

unfulfilled physiological or psychological desire.

What Is Motivation? Direction

Intensity

Persistence

Maslow’s Theory “We each have a hierarchy of needs that ranges from "lower" to "higher." As lower needs are fulfilled there is a tendency for other, higher needs to emerge.”

Maslow’s Theory

Maslow’s theory maintains that a person does not feel a higher need until the needs of the current level have been satisfied. Maslow's basic needs are as follows:

Basic Human Needs  Food  Air  Water  Clothi

ng

Physiological Needs

 Sex

Safety and Security  Protection  Stability  Pain

Safety Needs

Avoidance  Medical

insurance

Love and Belonging  Affection

Social Needs

 Acceptan

ce  Need

of friends

 Need

to give and receive

Esteem Esteem Needs

 Self-Respect  Self-Esteem  Respected

Others

by

Self-Actualization  Achieve

full potential  Fulfillment

Summary

Self-Actualization Esteem

Belonging Safety Physiological

MOTIVATION

Human Needs  Maslow’s

Hierarchy of Needs

ERG  Alderfer’s

ERG theory focuses on existence, relatedness, and growth needs. The ERG theory is improvement of Maslow's theory Maslow's theory suggested that the person will move to next level only if the need of previous level is satisfied. Advantages and limitation

MOTIVATION

Human Needs  Alderfer’s 

Existence Needs 



are desires for physiological and material well-being. the existence needs combine the physiological and safety need of Maslow's modal. the existence need are satisfied by material incentive.

Relatedness Needs 



ERG Theory

are desires for satisfying interpersonal relationships.releted need include Maslow's social and esteem need, which are derived from other people. This include relationship with other people we care about. this need are satisfied by personal relation and social interaction.

Growth Needs 

are desires for continued psychological growth and development. This need similar to self actualisation need.

TWO FACTOR  Herzberg’s

two-factor theory focuses on higher-order need satisfaction

Herzberg instead that hygiene factors caused dissatisfaction by their absence, but did not cause motivation by their increased presence. Imagine the office was too cold. This will dissatisfy you. However making the office exactly the right temperature will not motivate you positively.

MOTIVATION

Human Needs  Herzberg’s  Hygiene

Two-factor Theory

Factor

 is

found in the job context, such as working conditions, interpersonal relations, organizational policies, and salary.

 Motivator  is

Factor

found in job content, such as a sense of achievement, recognition, responsibility, advancement, or personal growth.

Herzberg’s Two-Factor Theory Dissatisfaction and demotivation

Not dissatisfied but not motivated

Hygiene Factors •Company policies •Quality of supervision •Relations with others •Personal life •Rate of pay, salary •Job security •Working conditions

Positive satisfaction and motivation

Motivational Factors •Achievement •Career advancement •Personal growth •Job interest •Recognition •Responsibility

Needs Theories Maslow

Herzberg

Self-Actualisation Motivators

Esteem

Social Safety Physiological

Hygiene Factors

MOTIVATION

VROOMS EXPECTENCY THEORY  Expectancy

theory considers motivation = expectancy x instrumentality Whereas Maslow and Herzberg x lookvalence at the relationship between internal needs and the resulting effort expended to fulfill them, Vroom separates effort (which arises from motivation), performance, and outcomes.

MOTIVATION

Thought Processes and Decisions 

Vroom’s Expectancy Theory motivation = expectancy x instrumentality x valence  Expectancy  a person’s belief that working hard will result in achieving a desired level of task performance  Instrumentality  a person’s belief that successful performance will lead to rewards and other potential outcomes  Valence  the value a person assigns to the possible rewards and other workrelated outcomes.

How Expectancy Theory Works Your tutor offers you £1 million if you memorise the textbook by tomorrow morning.

Expectancy

Instrumentality

Valence

Effort - Performance Link

Performance - Rewards Link

Rewards - Personal Goals Link

No matter how much effort you put in, probably not possible

Your tutor does not look like someone who has £1 million

There are a lot of wonderful things you could do with £1 million

to memorise the text in 24 hours E=0

I=0

V=1

Conclusion: Though you value the reward, you will not be motivated to do this task.

MOTIVATION

Thought Processes and Decisions Vroom’s Expectancy Theory

Expectancy 

2. 3. 4.

Expectancy is the belief that increased effort will lead to increased performance i.e. if I work harder then this will be better. This is affected by such things as: Having the right resources available (e.g. raw materials, time) Having the right skills to do the job Having the necessary support to get the job done (e.g. supervisor support, or correct information on

Instrumentality 

2.

3.

4.

Instrumentality is the belief that if you perform well that a valued outcome will be received i.e. if I do a good job, there is something in it for me. This is affected by such things as: Clear understanding of the relationship between performance and outcomes – e.g. the rules of the reward ‘game’ Trust in the people who will take the decisions on who gets what outcome Transparency of the process that

Valence  Valence

is the importance that the individual places upon the expected outcome. For example, if I am mainly motivated by money, I might not value offers of additional time off. Ex. person who is more intes. In getting reorganization for the hard work will not have any

MOTIVATION

Reinforcement

 Operant

conditioning influences behavior by controlling its consequences.  Positive reinforcement connects desirable behavior with pleasant consequences.  Punishment connects undesirable behavior with unpleasant consequences.

MOTIVATION

Reinforcement  The

law of effect states that behavior followed by a pleasant consequence is likely to be repeated; behavior followed by an unpleasant consequence is unlikely to be repeated.

MOTIVATION

Reinforcement Operant Conditioning – B. F. Skinner

Reinforcement Perspectives on Motivation  Reinforcement

Theory

 The

role of rewards as they cause behavior to change or remain the same over time.  Assumes that:  Behavior

that results in rewarding consequences is likely to be repeated, whereas behavior that results in punishing consequences is less likely to be repeated.

Reinforcement Perspectives on Motivation (cont’d)  Kinds

of Reinforcement in Organizations (cont’d)  Punishment  Weakens

undesired behavior by using negative outcomes or unpleasant consequences when the behavior is performed.

 Extinction  Weakens

undesired behavior by simply ignoring or not reinforcing that behavior.

Reinforcement Perspectives on Motivation (cont’d)  Kinds

of Reinforcement in Organizations  Positive

reinforcement

 Strengthens

behavior with rewards or positive outcomes after a desired behavior is performed.

 Avoidance  Strengthens

behavior by avoiding unpleasant consequences that would result if the behavior is not performed.

Reinforcement Perspectives on Motivation (cont’d)  Providing

Reinforcement in Organizations  Behavior A

modification

method for applying the basic elements of reinforcement theory in an organizational setting.  Specific behaviors are tied to specific forms of reinforcement.

HOW TO MOTIVATIVE PEOPLE

?