A Process That Account For An Individual’s Intensity, Direction, Persistence

MOTIVATION A PROCESS THAT ACCOUNT FOR AN INDIVIDUAL’S INTENSITY, DIRECTION, PERSISTENCE OF EFFORT TOWARD ATTAINING AGOAL

MOTIVATION INTENSITY • How Hard a Person Tries

DIRECTION • High Intensity can only lead to favorable outcomes only when the Efforts are made in the right Directionfor the Benefits of organization

MOTIVATION PERSISTENCE • Motivated individual’s stay with a Task long enough to Achieve their Goal. • Persistence is the measure of How Long a can Maintain Effort.

Early Theories of Motivation HIERARCHY OF NEEDS THEORY • PHYSIOLOGICAL NEEDS: Hunger, thirst Shelter, Sex, other bodily needs • SAFETY: Protection from physical and emotional harm • SOCIAL: Belongingness, Friendship, Affection

Early Theories of Motivation • ESTEEM: Self-respect, Status, Attention, Recognition • SELF-ACTUALIZATION: Achieving one’s potential, Self-fulfillment

Early Theories of Motivation HIERARCHY OF NEEDS THEORY • The Individual moves up the steps of the Hierarchy. As each of the needs becomes satisfied, the next need becomes Dominant • Higher order needs • Lower order needs

Early Theories of Motivation ERG THEORY • Clayton Alderfer • Three groups of core needs 1. EXISTENCE 2. RELATEDNESS 3. GROWTH •

It does not assume a Rigid Hierarchy in which a Lower need must be substantially fulfilled before one can move on. • A person can be working on growth needs even though Existence needs are unsatisfied

Early Theories of Motivation THEORY X and THEORY Y • Douglas McGregor • Two Distinct Views of human beings - Negative– Theory X - Positive – Theory Y • He concluded that managers’ views of the nature of human being are based on a certain grouping of assumption

Early Theories of Motivation THEORY X and THEORY Y Under Theory X, assumption held by managers are : 1. Employees inherently dislike work 2. So they must be Coerced, Threatened 3. They will avoid Responsibilities 4. They Seek formal direction 5. Place Security above all- little ambition

Early Theories of Motivation THEORY X and THEORY Y • Under Theory Y, assumption held by managers are 1. Take work as Natural as Rest or Play 2. Exercise Self-direction and Self-control 3. Accept and even Seek Responsibilities 4. Ability to make innovative decisions

Early Theories of Motivation THEORY X and THEORY Y • Theory X Dominance of Lower order needs • Theory Y – Dominance of High order needs • McGregor believed Theory Y assumptions were more Valid - that ideas such as; Participative decision making, Challenging Jobs, and Good group relations would maximize an employee’s job performance

Early Theories of Motivation TWO FACTOR THEORY ( Motivation- Hygiene theory) • Frederick Herzberg • What do people want from their Jobs?

• Opposite of Satisfaction is not Dissatisfaction

-Removing Dissatisfying factor does not necessarily make the job Satisfied

• Factors leading to satisfaction: Advancement, Recognition, Responsibility, Achievement

Early Theories of Motivation TWO FACTOR THEORY ( Motivation- Hygiene theory) • Factors leading to satisfaction: Advancement Recognition Responsibility Achievement

Early Theories of Motivation TWO FACTOR THEORY ( Motivation- Hygiene theory) • Factors leading to Dissatisfaction or No Dissatisfaction: Quality of Supervision Pay Company Policies Physical working conditions Relations with others Job Security

Contemporary Theories of Motivation These theories represent Current State of Thinking in Explaining Motivation

McClelland’s theory of Needs

• Need for Achievement . Prefer moderately Challenging Goals .

Dislike Gambling- Succeeding by Chance

Contemporary Theories of Motivation McClelland’s theory of Needs

Need for Achievement • They Avoid what they perceive VERY

EASY or VERY DIFFICULT task

• They Prefer Tasks of INTERMEDIATE Difficulty that is, 50/50 Chances of Success and Failure

McClelland’s theory of Needs • HIGH ACHIEVERS prefer JOBS that OFFER: -PERSONAL RESPONSIBILITY -FEEDBACK -MODERATE RISK

• Thus they become MOTIVATED by the fulfillment of the these factors

McClelland’s theory of Needs • High Achievers are Successful Entrepreneurs and in Managing a Self-Contained Unit in an Organization

McClelland’s theory of Needs

• High Achievers not necessarily make Good Managers because they are Interested in How well they do Personally and not in Influencing Others

Contemporary Theories of Motivation McClelland’s theory of Needs

Need for Power

They want to be INFLUENCIAL to IMPACT OTHERS to

Control Others

They are Concerned with gaining Influence over others rather than concentrating on

Effective Performance

Contemporary Theories of Motivation McClelland’s theory of Needs

Need for Power • Higher the Level one Rises Greater the one’s Power Motive Therefore her/his Stimulus is “POWERFULL POSITION”

Contemporary Theories of Motivation McClelland’s theory of Needs EMPLOYEES are trained to stimulate their Achievement Needs -----so that they prefer Situations in which they Prefer

RESPONSIBILITY FEEDBACK MODERATE RISK

Contemporary Theories of Motivation McClelland’s theory of Needs

Need for Affiliation They prefer COOPERATIVE Situations rather than COMPETITIVE Situations

Contemporary Theories of Motivation COGNITIVE EVALUATIION THEORY

INTRINSIC MOTIVATORS:

RESPOSIBILITY ACHIEVEMENT COMPETENCE

EXTRINSIC MOTIVATORS: PLEASANT WORKING CONDITIONS GOOD SUPERVISION PROMOTION PAY

Contemporary Theories of Motivation COGNITIVE EVALUATIION THEORY • That the introduction of Extrinsic Rewards, such as Pay for work effort that was previously intrinsically rewarding due to the pleasure associated with the content of the work itself tend to decrease overall Motivation.

Contemporary Theories of Motivation COGNITIVE EVALUATIION THEORY Individual’s experience Loss of Control over her/her Own Behavior thus the Previous Intrinsic motivation Diminishes

Contemporary Theories of Motivation SELF CONCORDANCE THEORY is the Outgrowth of Cognitive Evaluation theory • If an Individual pursues Goal because of INTRINSIC INTEREST they are more likely to ATTAIN and are HAPPY even if they don’t ATTAIN BECAUSE THE PROCESS OF STRIVING FOR THEM IS

FUN

Contemporary Theories of Motivation SELF CONCORDANCE THEORY is the Outgrowth of Cognitive Evaluation theory • In Contrast - People who pursue Goals for EXTRINSIC REASONS e.g., MONEY, STATUS OR Other Benefits -are

less likely to ATTAIN their Goals -are less HAPPY even when they do ACHIEVE them.

Contemporary Theories of Motivation • Thus one must Choose Job Carefully - Make sure You DO something for Reason Other than Extrinsic Rewards • Managers need to provide Intrinsic Rewards in addition to Extrinsic Incentives -provide Recognition -make work Interesting -Support Employee Growth/ Development

Contemporary Theories of Motivation • Employees become more MOTIVATED when they

have CONTROL on their WORK FREE CHOICE

Contemporary Theories of Motivation GOAL-SETTING THEORY • SPECIFIC GOALS Increase Performance - produce a higher level of Output than the Generalized Goals

• DIFFICULT/Challenging GOALS (when Accepted) Result in Higher Performance than do Easy Goals

• FEEDBACK leads to Higher Performance than does NonFeedback

Contemporary Theories of Motivation GOAL-SETTING THEORY Employees’ Participation in Goalsetting: • Evidence is mixed regarding the superiority of Participative goals over Assigned Goals • If participation is not used then the purpose and importance of the goals needs to be explained clearly by the individual Assigning the goal.

Contemporary Theories of Motivation GOAL-SETTING THEORY This theory Presupposes that an Individual is COMMITTED to the Goal, that is, one is Determined not to Lower or Abandon the Goal. Goals seems to have more substantial effect when TASKS are …SIMPLE rather than COMPLEX …INDEPENDENT rather than INTERDEPENDENT …WELL-LEARNED rather than NOVEL

Contemporary Theories of Motivation THE MBO PROGRAMS: PUTTING GOAL-SETTING THEORY INTO PRACTIC • Management By Objectives emphasizes Participative Set Goals that are Tangible, Verifiable and Measurable • Overall organizational goals are TRANSLATED into Specific Objectives for each Succeeding Level e.g., DivisionalDepartmental-Individual

Contemporary Theories of Motivation THE MBO PROGRAMS Ingredients Common to both GoalSetting and MBO programs: 1. Participation in Decision making 2. Time Period 3. Performance Feedback Only the Issue of Participation does not match fully between them

Contemporary Theories of Motivation SELF-EFFICACY THEORY (also known as Social Cognitive Theory or Social Learning Theory) -It refers to Individual’s Belief that he/she is CAPABLE of Performing a Task -Higher the Self-Efficacy the More the Confidence you will have in your ability to Succeed in that Task -with Low Self-Efficacy—it is more likely that the individual lessen her/his Effort or Give up altogether

Contemporary Theories of Motivation SELF-EFFICACY THEORY Albert Bandura who developed this theory mentioned four ways that can increase Self-Efficacy 1. Enactive Mastery; gaining relevant experience with the Task or Job 2. Vicarious Modeling; Becoming more Confident because you see Someone Else doing the Same 3. Verbal Persuasion; Becoming more Confident because Someone Convinces you that you have the Skills necessary to be Successful 4. Arousal; it leads to Energized state which derives a person to Complete the task