achievement motivation final

8/8/2019 Achievement Motivation Final

1/26

MOTIVATION


2/26

The Nature of Motivation

The Basic Motivation Process

Unsatisfied

need

Drive toward goal to

satisfy need

Attainment of goal

(need satisfaction)

Motivation

is a psychological

process through whichunsatisfied wants or needs

lead to drives that that

are aimed at goals or

incentives


3/26

Maslows Hierarchy of Needs

Self - Actualization

Esteem

Social

Safety

Physiological

Desire to reach ones full potential

Need for power and status

Need to interact and feel wanted by others

Desire for security and stability

Need for food, clothing, and shelter


4/26

Maslow and Management

Self - Actualization Stress human potential, set andachieve attainable goals

Esteem People need to feel important, promotion, awards

Social Stress social interaction within work groups, peoplebecome friends

Safetystress safety programs/ equipment, medical insurance,unemployment benefits

Physiological stress salary, wages paid by

organization


5/26

Some needs are more basic than others

The individual will seek to satisfy these

more basic needs before becoming awareof higher order needs

Once a need has been met, it ceases tobe motivating so the behaviour of the

individual changes


6/26

Clayton AlderferERG Theory

Existence

Relatedness

Growth

Frustration Regression


7/26

Herzbergs Two Factor Theory

Salary

Technical

Supervision CompanyPolicies

and Administration

Interpersonal

Relations WorkingConditions

JobContext

Achievement

Recognition

Responsibility

Advancement

The WorkItself

JobContent

Hygiene Factors Motivators


8/26

Views of Satisfaction/Dissatisfaction

Absent Pr esent

(nosatisfaction) (dissatisfaction)

(motivators)

Absent Pr esent

(dissatisfaction) (nodissatisfaction)

(hygiene factors)

Two-FactorTheory

Satisfaction Dissatisfaction

Traditional View


9/26

International Findings on Herzbergs

Theory

Motivators are more important to job satisfaction

than hygiene factors

Job content is more important than job context in

motivating employees

Managers from different cultures differ regardingperceived importance of job outcomes and level

of satisfaction


10/26

McClellandss Theory of Needs

Need for Achievement

Need for Power

Need for Affiliation


11/26

Achievers prefer jobs that offer

Personal Responsibility

Feedback

Moderate risks


12/26

Achievement Motivation Theory

Characteristicsof HigherAchievers

1. Like situationswhere theytake personal responsibility forfinding

solutionstoproblems

2. Moderate risk-takersratherthanhighrisk-takers

3. Want concrete feedbackontheirperformance4. Tendtobe loners

WaystoDevelop High Achievers

1. Obtain feedbackonperformance

2. Emulate people whohave beensuccessful achievers3. Developaninternal desire forsuccessand challenge

4. Daydream inpositive termsbypicturingoneselfassuccessful


13/26

Achievement Motivation Theory

AchievementMotivation

Canteachpeople the need forachievement

HOW? Obtain job feedback, emulate successful

achievers,developdesire forsuccessLeadersnotalwaysgood managers - lackhuman

skills

Herzberg

Highachievement motivationpeople are more

interestedin job motivators(content)

Low achievement motivationpeople are more

interestedwithhygiene factors(context)


14/26

MASLOW

SELF

ACTUALIZATION

ESTEEM

SOCIAL

SAFETY

PHYSIOLOGICAL

HERZBERG

MOTIVATORS

HYGIENE

MCCLELLAND

HIGH

ACHIEVERS

LOWACHIEVERS


15/26

Process Theories

Equity Theory

When people perceive they are being treated

equitably, it will have a positive effect on their job

satisfaction

Not universal due to cultural and status differences

Goal Setting Theory

Focuses on how individuals go about setting goals

and responding to them and the overall impact ofthis process on motivation

Depends on goal difficulty, feedback, importance of

objective

Not universal


16/26

Equity Theory

Job Inputs-effort,experience,education,competence

Job Outcomes-salary,raises,recognition

Four referent comparisons

Self-inside

Self-outside

Other-inside

Other-outside


17/26

If inequity

is perceived Change their inputs

Change their outcomes

Distort perceptions of self Distort perceptions of others

Choose a different referent

Leave the field


18/26

Three Theories of job satisfaction

Affectivity

1. Negative affectivity2. Positive affectivity

Herzbergs Two Factor Theory


19/26

Organizational Justice

Distributive justice

Procedural justice

Interactional justice


20/26

Distributive justice concerns followers

perception of whether the level of reward

or punishment is commensurate with an

individuals performance or infraction.

Dissatisfaction occurs when followers

believe someone has received too little or

too much reward or punishment


21/26

Procedural justice involve the process inwhich rewards or punishment areadminstered. If someone is to be

punished, then followers will be moresatisfied if the person has been givenadequate warnings and has had theopportunity to explain his or her actions

and if the punishment has beenadminstered in a timely and consistntmanner


22/26

Interactional justice---reflects the degree to

which people are given information about

different reward procedures and are

treated with diginity and respect


23/26

Process Theories

Expectancy Theory

A process theory that infers that motivation is

influenced by a persons belief that

Effort will lead to performance

Performance will lead to specific outcomes, and

The outcomes will be of value to the individual

Theory appears to be culture bound

Best in cultures where the locus of control is

high


24/26

SOMETIPS

The recognition must supply the employer and employee with

specific information about what behaviors or actions are being

rewarded and recognized.

Anyone who then performs at the level or standard stated in the

criteria receives the reward.

The recognition should occur as close to the performance of theactions as possible, so the recognition reinforces behavior the

employer wants to encourage.


25/26

You don't want to design a process in which managers "select"

the people to receive recognition.

Identify and communicate the criteria by which the proposed

recipients will be judged or assessed, so people are clear about

what they need to do to qualify for recognition.

Announce and communicate the recognition and the criteria that

you have established for the awards.

Design and communicate the process by which employees will

be selected for recognition so that all employees clearly

understand the selection process.


26/26

Allow time for people to qualify for the recognition.

Every entry that qualifies for the recognition should receive the

recognition.

If financial constraints are an issue, either present recognition

amounts you can afford. Or, announce all eligible employees,

publicly praise them for their contribution, and then, place all

names in a drawing to select the lucky winner.

Magnify the value of the recognition by these methods: name theemployees publicly, place employee names in the newsletter,

send out a company-wide email announcement, and so on.

achievement motivation final

Documents