HND – 4. MotivationLim Sei Kee @ cK

Introduction

Motivation is the result of the interaction of the individual and the situation.

Individuals differ in their basic motivational drive.

The level of motivation varies both between individuals and within individuals at different times.

Definition The processes that account for an individual’s

intensity, direction, and persistence of effort toward attaining a goal – specifically, an organizational goal.

Three key elements:

Intensity – how hard a person tries Direction – effort that is channeled toward,

and consistent with, organizational goals Persistence – how long a person can

maintain effort

Components of Motivation

Early Theories of Motivation

These early theories may not be valid, but they do form the basis for contemporary theories and are still used by practicing managers.

o Hierarchy of Needs Theoryo Theory X and Theory Yo Two-Factor Theoryo ERG Theoryo McClelland’s Theory of Needso Goal Setting Theoryo Expectancy Theory

Abraham Maslow’s Hierarchy of Needs

Hierarchy of Needs Theory – Abraham Maslow

• Physiological: the need for food, sleep, water, air, and sex [survival]

• Security: the need for safety, family, stability, and economic security [physical and emotional safety]

• Social or affiliation: the need to belong, to interact with others, to have friends, and to love and be loved [love and affection and a sense of belonging]

• Esteem: the need for respect and recognition of others [respect, recognition, and a sense of our own accomplishment and worth]

• Self-actualization: the need to realize one’s potential, to grow, to be creative, and to accomplish [to grow and develop and become all that we are capable of being]

Theory X and Theory Y (Douglas McGregor)

Theory XAssumes that employees dislike work, lack ambition, avoid responsibility, and must be directed and coerced to perform.

Theory YAssumes that employees like work, seek responsibility, are capable of making decisions, and exercise self-direction and self-control when committed to a goal.

Theory X and Theory Y

Theory X, 4 assumptions held by managers:

- Employees inherently dislike work, whenever possible, will attempt to avoid it

- Since employees dislike work, they must be coerced, controlled or threatened with punishment to achieve goals

- Employees will avoid responsibilities and seek formal direction whenever possible

- Most workers place security above all other factors associated with work and will display little ambition

Theory Y, 4 assumptions held by managers:

- Employees can view work as being as naturalas rest or play

- People will exercise self-direction & self control if they are committed to the objectives

- The average person can learn to accept, even seek, responsibility

- The ability to make innovative decisions is widely dispersed throughout the population

Two-Factor Theory – Frederick Herzberg

• Motivator Factors: Pertained to the content of the job; e.g. career advancement, recognition, achievement, sense of responsibility

• Hygiene Factors: Stemmed from the context in which the job was performed, e.g. job security, company policies, interpersonal relations, working conditions, salary – when these factors adequate, people will not be dissatisfied.

Motivator Factors (Sources of Job Satisfaction and Motivation)

Hygiene Factors (Sources of Job Dissatisfaction;Neutral to Motivation)

oChallenge of the work itself

oResponsibility

oRecognition

oAchievement

oJob advancement and

professional growth

oPhysical working condition

oCompany policies

oQuality of supervision

oCoworker relationships

oSalary

oStatus

oJob security

oBenefits, including work

habits and time management

Herzberg’s Motivation-Hygiene Theory

ERG Theory (Clayton Alderfer)

Core Needs

Existence: provision of basic material requirements.

Relatedness: desire for relationships.

Growth: desire for personal development.

Core Needs

Existence: provision of basic material requirements.

Relatedness: desire for relationships.

Growth: desire for personal development.

Concepts:

More than one need can be operative at the same time.

If a higher-level need cannot be fulfilled, the desire to satisfy a lower-level need increases.

Concepts:

More than one need can be operative at the same time.

If a higher-level need cannot be fulfilled, the desire to satisfy a lower-level need increases.

There are three groups of core needs: existence, relatedness, and growth.

Alderfer’s ERG Theory

Three groups of core needs: Existence (Maslow: physiological and

safety) Relatedness (Maslow: social and

status) Growth (Maslow: esteem and self-

actualization)

Removed the hierarchical assumption Can be motivated by all three at once

E

G R

McClelland’s Theory of Needs

• Need for Achievement: The drive to excel, to achieve

in relation to a set of standards, to strive to succeed.

• Need for Affiliation: The desire to friendly and close

interpersonal relationships.

• Need for Power: The need to make others behave in a

way that they would not have behaved

Acquired needs theory.

Need for achievement (nAch).▪ The desire to do something better or more efficiently, to

solve problems, or to master complex tasks.

Need for affiliation (nAff).▪ The desire to establish and maintain friendly and warm

relations with others.

Need for power (nPower).▪ The desire to control others, to influence their behavior,

or to be responsible for others.

Locke’s Goal-Setting TheoryGoal Setting Theory

• The theory that specific and difficult

goals, with feedback, lead to higher

performance

Difficult Goals:

Focus and direct attention Energize the person to work harder Difficulty increases persistence Force people to be more effective and

efficient

Goal Setting Theory

Function of Goalsbasis of motivationdirect behavior

For goals to be effective– individuals must be aware of goals– must accept the goals

Factors that influence effectiveness of goal setting

– goals must be specific– goals should be difficult but attainable

Guidelines for SMART Goals

Specific

Measurable

Attainable

Results oriented

Time bound

Give feedback regularly!

Expectancy Theory – Victor Vroom

Motivation depends on how much we want something and on how likely we think we are to get it

Implications are that managers must recognize that▪ Employees work for a variety of reasons▪ The reasons, or expected outcomes, may change over time

▪ It is necessary to show employees how they can attain the outcomes they desire

Expectancy Model of Motivation

Performance RewardEffortEffort

Perceived effort–performance Probability

Perceived value of reward

Perceived performance– reward probability

“If I work hard,will I get the jobdone?”

“What rewardswill I get when the job is well done?”

“What rewardsdo I value?”

The Expectancy Theory of MotivationThe Expectancy Theory of Motivation

Guidelines for the Use ofExpectancy Theory

Practical use of the theory by managers:

Determine the primary outcome each employee wants.

Decide what levels and kinds of performance are needed to meet organizational goals.

Make sure the desired levels of performance are possible.

Link desired outcomes and desired performance.