Motivation In Organization 2

MOTIVATION IN ORGANIZATION

MOTIVATION  “Motivation refers to the force that cause

people to behave in a certain way.”  *(Psychological)

forces acting on a person that initiate (begin) and direct behavior

REWARDS INSTRINSIC REWARDS The satisfaction received in the process of performing an action.  Completion of complex task may give pleasant feelings or solving a problem that benefits other may fulfill person’s mission.

EXTRINSIC REWARD A reward given by another person. Promotion Pay increase

A SIMPLE MODEL OF MOTIVATION NEED creates desire to fulfill needs

BEH AVIO RS Resul t in a ct io n to fu lfi ll ne eds

REWARDS Intrinsic or extrinsic rewards

FEED BACK Reward inform person that the behavior was good and used again

FOUNDATION OF MOTIVATION Different perspective to motivate employees  TRADITIONAL APPROACH  HUMAN RELATION APPROACH  HUMAN RESOURCES APPROACHES  CONTEMPORARY APPROACHES

 TRADITIONAL APPROACH 

According to F,Taylor ,Money is only one factor to motivate employees



People would work harder for higher pay



work is inherently unpleasant for most people and the money they earn is more important to employees than is the nature of the job they are performing.

 HUMAN RELATION APPROACH   

Worker were treated as people Alton Mayo called the father of human relation the need for belongingness and the need to feel useful are more important than money in motivating employees.

 HUMAN  

RESOURCES APPROACHES

Employees are complex and motivated by many factors. people want to contribute to organizational effectiveness and are able to make genuine contributions. The organization's responsibility is to create a work environment that makes full use of available human resources.

 CONTEMPORARY 

APPROACHES

The most recent theories   

CO NT ENT THE ORI ES PRO CE SS T HE ORIE S RE IN FORC EMENT T HE ORIE S

CONTENT THEORIES A group of theories that emphasize the needs that motivate people.  



Emphasize the needs that motivate people. Specify the kinds of needs people have and the conditions under which the need will motivate employee performance.  Concerned with "WHAT" motivates individuals. What outcomes is the individual motivated to obtain from a job & organization

HIERARCHY OF NEEDS THEORY A content theory that proposes that people are motivated by five categories. that exist in a hierarchical order. 

 

According to Maslow, lower needs take priority. They must be fulfilled before the others are activated. Lower need take priority they must be fulfilled before next level need activated. Needs satisfied in sequences.

Maslow’s Hierarchy of Needs Self Actualization

Ego and Esteem

Social

Physiological and Survival

Safety and Security

Source: Based on A. H. Maslow. 1943. A theory of human motivation. Psychological Bulletin 50:370–396.

Copyright © 2002 by SouthSouth-Western

FIGURE 7– 7–2 7—14

PHYSIOLOGICAL NEED     

OFF THE JOB FOOD WATER OXYGEN, CONSTANT BODY TEMPERATURE SLEEP

ON THE JOB  SALARY

SAFTETY NEED  OF THE JOB      

FREEDOM FROM WAR POLLUTION VIOLENCE FEEL SAFE SECURE STABLE

 ON THE JOB     

WORK SAFETY, JOB SECURITY HEALTH INSURANCE FINANCIAL RESERVES FRINGE BENEFIT

BELONGINGNESS OR SOCIAL NEED OFF THE JOB    

FAMILY, FRIENDS CLUBS NEED TO LOVE AND BE LOVED,



TO BELONG AND BE ACCEPTED;



NEED TO AVOID LONELINESS

ON THE JOB    

WORK GROUP CLIENT COWORKER SUPERVISORS

ESTEEM NEEDS OFF THE JOB

ON THE JOB 

 

APPROVAL OF FAMILY, FRIENDS, COMMUNITY NEED FOR RECOGNITION AND RESPECT FROM OTHERS.

      

RECOGNITION , HIGH STATUS, RESPONSIBILITIES ACHIEVEMENT, COMPETENCE, INDEPENDENCE REPUTATION RECOGNITION

self-actualization OFF THE JOB     

EDUCATION, RELIGION , HOBBIES, PERSONAL GROWTH NEED TO LIVE UP TO ONE'S FULLEST AND UNIQUE POTENTIAL

ON THE JOB    

TRAINING, ADVANCEMENT, GROWTH, CREATIVITY

ERG THEORY Clayton Alderfer proposed a modification of Maslow’s theory “ a modification of the needs hierarchy theory that proposes three categories of needs.” EXISTENCE: needs for physical well-being  RELATEDNESS: needs for satisfactory relationship with others.  GROWTH: development of personal growth 

Alderfer’s ERG Theory Growth Needs 1. Internal Self-Esteem Needs 2. Self-Actualization Needs

Relatedness Needs 1. Social Needs 2. Social Esteem Needs 3. Interpersonal Safety Needs

Existence Needs 1. Physiological Needs 2. Material Safety Needs

FIGURE 7– 7–3 Copyright © 2002 by SouthSouth-Western

7—16

Growth Opportunities • Challenging Job • Creativity • Organizational Advancement • Responsibility

• • • •

Autonomy Interesting Work Achievement Participation

Relatedness Opportunities • Friendship • Interpersonal Security • Athletic Teams • Social Recognition

• • • •

Quality Supervision Work Teams Social Events Merit Pay

Existence Opportunities • Heat • Air Conditioning • Lighting • Rest Rooms • Base Salary • Cafeteria • Insurance • Job Security • Retirement • Health Programs

• • • • •

Satisfying Existence, Relatedness, and Growth Needs

Clean Air Drinking Water Safe Conditions No Layoffs Time Off FIGURE 7– 7–4

Copyright © 2002 by SouthSouth-Western

7—17

ERG THEORY  Differences between ERG & Maslow's

not a rigid hierarchy; does not assume a lower levels must be filled before one moves to a higher level  · if higher level needs are ungratified, it will increase desire for gratification of lower level needs. 

ERG THEORY  Frustration-Regression

Principle

Failure to meet a higher-order need may trigger a regression to an already fulfilled lower-order need if needs remain unsatisfied at some high level, the individual will become frustrated, regress to a lower level, and begin to pursue lower-level needs again.



Example: Worker who cannot fulfill a need for personal growth may revert to a lower-order social need and redirect efforts toward making money.

TWO FACTOR THEORY  -The dual-structure approach was

developed by Frederick Herzberg and is often referred to as the two-factor theory  He believed that two entirely separate dimension contribute to an employee’s behavior at work  Hygiene factors:  Motivators

TWO FACTOR THEORY

Hygiene Factors  · Usually associated with negative feelings of job and related more to environment in which the job is performed.  the job context, which results in dissatisfaction among employees  E.G: working condition, pay ,company, policies, interpersonal relationship

TWO FACTOR THEORY Motivators  · work itself recognition, responsibility, advancement ·

positive feeling about the job and content of job. Lasting achievement directly related to job, largely internal

 .E.G: achievement, recognition, 

responsibility, opportunity for growth,

Acquired Needs Theory David McClelland  People motivated according to strength

of their desire either to perform in terms of a standard of excellence or to succeed in competitive situation  certain types of needs are acquired during individual’s lifetime.  People are not born with these needs but learn through environment and life experiences,

Acquired Needs Theory Need for Achievement  To accomplish something difficult  Attract high standard of success  Solving complex problems  Caring out a challenging assignment successfully  Developing a better way to do something

Acquired Needs Theory Need for Affiliation  Being like by many people  Form close personal relation ship  Participating in pleasant social activities  Avoiding conflict  Working with friendly and cooperative people.

Acquired Needs Theory Need for Power  Desire to Influence and control others.  Being in a position of authority over others  Defeating an opponent or enemy  be responsible for others

Adams' Equity Theory  How fairly you think you are being

treated in comparison with peers; motivation results from a comparison of the inputs one invests in a job and outcomes received in comparison with the inputs and outputs of another person or group.  · Compare effort and rewards with those of others in similar situations

Adams' Equity Theory 



c.

Equity is an individual's beliefs that he or she is being treated fairly relative to the treatment of others. The single most important thing to remember about equity theory is that if rewards are to motivate employees, they must be perceived as being equitable and fair.

Equity exist when persons perceives they being treated equally or fairly when compared to others who behave in a similar way.

The most common reaction towards inequity 

CHANGE INPUT Person may choose it increase or decrease his or her input to organization. E.G: increase absenteeism



CHANGE OUT COME

A person may change his or her out come E.g. ask more salary



DISTROT PERCEPTION

Change the perception OF Equity as if unable to change the inputs or out puts



LEAVE THE JOB

May decided to leave the job.

EXPECTANCY THEORY Motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards motivation is based on how much we want something and how likely we think we are to get Based on a relationship between it. Based on a relationship between  effort  performance  outcomes

EXPECTANCY THEORY E

P Effort-to-performance expectancy Is the individual's perception of the probability that effort will lead to high performance. This expectancy lead individual must have ability previous experience and opportunity to perform being a strong belief that effort will lead to high performance.

EXPECTANCY THEORY 

P

O Performance-to-outcome expectancy

is the individual's perception that performance will lead to a desire outcome.  If P O is high high individual will be highly motivated. 

EXPECTANCY THEORY  Valance

refers to value person attaches to various outcomes that result. Which outcomes are preferred OR Value or attraction an individual has for an outcome.

REINFORCEMENT THEORIES a motivation theory based on the relationship b/w a given behavior and its out comes.

Reinforcement any thing that cause a given behavior to be repeated or inhibited

REINFORCEMENT TOOLS 

BEHAVIOR MODIFICATION a set of techniques by which the reinforcement theory is used to modify human behavior

Law of effect The assumption that behavior which is positively reinforced tends to be repeated And not reinforced tends not to be repeated.

REINFORCEMENT TOOLS Positive reinforcement is a reward or a positive outcome after a desired behavior is performed; it serves to strengthen behavior. Avoidance learning or Negative reinforcement occurs when the individual chooses a behavior to avoid unpleasant consequences; it can strengthen desired behavior.

REINFORCEMENT TOOLS  Punishment

is unpleasant consequences used to weaken undesired behavior. 

Extinction

is ending undesired behavior by ignoring and not reinforcing

SCHEDULE OF REINFORCEMENT The frequency with which and intervals over which reinforcement occurs.  CONTINUOUS

REINFORCEMENT:

A schedule in which every occurrence of the desires behavior is reinforced. PARTIAL REINFORCEMENT: A schedule in which only some occurrences or desired behavior are reinforcement

PARTIAL REINFORCEMENT A

fixed-interval schedule

provides reinforcement at fixed intervals of time, regardless of behavior.E.G weekly pay check A

variable-interval

schedule provides reinforcement at varying time intervals E.G. appraisal awards given at random times

PARTIAL REINFORCEMENT A fixed-ratio schedule gives reinforcement after a fixed number of behaviors, regardless of the time E.G piece rate pay system

A variable-ratio schedule varies the number of behaviors needed for each reinforcement and is the most powerful schedule for maintaining desired behaviors. E.G sales bonus randomly

JOB DESIGN FOR MOTIVATION  JOB

DESIGN

The application of motivational theories to the structure of work for improving productivity and satisfaction.

APPROACHES TO JOB DESIGN FOR MOTIVATION  JOB

SIMPLIFICATION

A job design whose purpose is it improve task efficiency by reducing the number of tasks a single person must per form

JOB ROTATION A job design that systematically moves employees from one job to another to provide hem with variety and stimulation.

APPROACHES TO JOB DESIGN FOR MOTIVATION  JOB

ENLARGEMENT

A job design that combines a series of task into one new , broader job to give employees variety and challenges.  JOB

ENRICHMENT

A job design that incorporates achievement, recognition and other high level motivation into work.

 JOB

CHARACTERISTICS MODEL

A model of job design that comprises core job dimension ,critical psychological states and employees growth need strength.  WORK

DESIGN The altering to increase both the quality of employees work experiences and their productivity