lecture-3 motivation at work

8/8/2019 Lecture-3 Motivation at Work

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MBAMBA

SHRMSHRM

THEORIESOF MOTIVATIONTHEORIESOF MOTIVATION

INTRODUCTIONINTRODUCTION

INFLUENCES OF MOTIVATIONINFLUENCES OF MOTIVATION

THEORIES OF MOTIVATIONTHEORIES OF MOTIVATION

CONTENT THEORIESCONTENT THEORIES

PROCESS THEORIESPROCESS THEORIES

STAFF MOTIVATIONSTAFF MOTIVATION


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INRODUCTIONINRODUCTION

Motivation an be defined as the will to do, the urgeMotivation an be defined as the will to do, the urgeto achieve goals, the drive to excel.to achieve goals, the drive to excel.

It is also the degree to which a person wants andIt is also the degree to which a person wants and

chooses to engage in certain behaviours. Allchooses to engage in certain behaviours. All

behaviour is motivated the performance of a taskbehaviour is motivated the performance of a taskis the product of ability and motivation.is the product of ability and motivation.

Motivation is concerned both with why peopleMotivation is concerned both with why people

choose to do one thing rather than another andchoose to do one thing rather than another and

also with the amount of effort or intensity of actionalso with the amount of effort or intensity of action

that people put into their activities.that people put into their activities.


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INFLUENCES OF MOTIVAIONINFLUENCES OF MOTIVAION

VALUES: They affect the types of activity that people willVALUES: They affect the types of activity that people willfind appealing and secondly they influence people`sfind appealing and secondly they influence people`smotivation towards specific outcomes such as money,motivation towards specific outcomes such as money,power and prestige.power and prestige.

BELIEFS: people must believe that what is required ofBELIEFS: people must believe that what is required ofthem is possible to achieve and also they need to believethem is possible to achieve and also they need to believethat by performing well, they will personally benefit fromthat by performing well, they will personally benefit fromtheir efforts.their efforts.

ATTITUDES: A person with a positive attitude towards theATTITUDES: A person with a positive attitude towards the

organisation will be more likely to come to work regularly.organisation will be more likely to come to work regularly. NEEDSNEEDS

GOALS: A goal provides a target to am at,something toGOALS: A goal provides a target to am at,something toaspire to and goals provide a standard of performance.aspire to and goals provide a standard of performance.


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CONTENT THEORIES: Content theories are sometimesCONTENT THEORIES: Content theories are sometimes

known as need theories and focus on the needs servedknown as need theories and focus on the needs served

by work. The motivation of a person depends on theby work. The motivation of a person depends on the

strength of their needs.strength of their needs.

Main content theories are:Main content theories are:

Maslow`s Needs HierarchyMaslow`s Needs Hierarchy Herzberg`s twoHerzberg`s two--factor theoryfactor theory

McClelland`s achievement motivationMcClelland`s achievement motivation

Perceived

needs

Motivating Force

(Tension)Activity Goal Achieved


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PROCESS THEORIES: process theories focus on thePROCESS THEORIES: process theories focus on the

goals and processes by which workers are motivated.goals and processes by which workers are motivated.

They attempt to explain and describe how people start,They attempt to explain and describe how people start,

sustain and direct behaviour aimed at the satisfaction ofsustain and direct behaviour aimed at the satisfaction ofneeds or the elimination or reduction of inner tension.needs or the elimination or reduction of inner tension.

Main process theories are:Main process theories are:

Victor VroomVictor Vroom--Expectancy theoryExpectancy theory

Adam`s Equity theoryAdam`s Equity theory McGregor`s Theory X and Theory YMcGregor`s Theory X and Theory Y

Ouchi`s theory ZOuchi`s theory Z


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MASLOW`S THEORYMASLOW`S THEORY

He identified a hierarchy of human needs which individualsHe identified a hierarchy of human needs which individualspursue in a predicted sequence. Maslow showed how anpursue in a predicted sequence. Maslow showed how an

individual`s emphasis moved from basic to the higherindividual`s emphasis moved from basic to the higher

needs as satisfaction at the lower level occurred.needs as satisfaction at the lower level occurred.

BASIC NEEDSBASIC NEEDS

SAFETY NEEDSSAFETY NEEDS

SOCIAL NEEDSSOCIAL NEEDS

EGO NEEDSEGO NEEDS

SELFSELF--FULFILMENT NEEDSFULFILMENT NEEDS


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McCLELLAND`S ACHIEVEMENT MOTIVATION THEORYMcCLELLAND`S ACHIEVEMENT MOTIVATION THEORY

EMPHASISED THREE FUNDAMENTALEMPHASISED THREE FUNDAMENTAL

NEEDSAS MOTIVATORS:NEEDSAS MOTIVATORS:

1.1. ACHIEVEMENTACHIEVEMENT

2.2. AFFILIATIONAFFILIATION

3.3. POWERPOWER


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VICTOR VROOMVICTOR VROOM--EXPECTANCY THEORYEXPECTANCY THEORY

Vroom believes that people will be motivated to do thingsVroom believes that people will be motivated to do thingsto reach a goal if they believe in the worth of that goal andto reach a goal if they believe in the worth of that goal andif they can see that what they do will help them in achievingif they can see that what they do will help them in achieving

itit..FORCE = VALANCEFORCE = VALANCEEXPECTANCY, Where FORCE is the strength of aEXPECTANCY, Where FORCE is the strength of a

person`s motivation.person`s motivation.

Valance =The strength of an individual`s preference for an outcome.Valance =The strength of an individual`s preference for an outcome.

Expectancy =The probability that a particular action will lead to a desiredExpectancy =The probability that a particular action will lead to a desiredoutcome.outcome.

When a person is indifferent about achieving a certain goal, a valance ofWhen a person is indifferent about achieving a certain goal, a valance of

zero occurs. Likewise, a person would have no motivation to achieve azero occurs. Likewise, a person would have no motivation to achieve agoal if the expectancy were zero.goal if the expectancy were zero.

The heart of the theory is that an individual`s performance is the result f aThe heart of the theory is that an individual`s performance is the result f anumber of factorsnumber of factors perception about the situation, the worker`s place inperception about the situation, the worker`s place inthe organisation and their role etc.the organisation and their role etc.


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ADAM`S EQUITY THEORYADAM`S EQUITY THEORY

Equity theory focuses on people`s feelings of how fairlyEquity theory focuses on people`s feelings of how fairlythey have been treated in comparison with the treatmentthey have been treated in comparison with the treatment

received by others.received by others.

Adam`s argues that inequities exist whenever people feelAdam`s argues that inequities exist whenever people feel

that the rewards obtained for their efforts are unequal tothat the rewards obtained for their efforts are unequal to

those received by others. Unequities can led followngthose received by others. Unequities can led followngsituation:situation:

1.1. Changing work inputChanging work input

2.2. Changing reward receivedChanging reward received

3.3. Leaving the situationLeaving the situation

4.4. Changing the reference groupChanging the reference group

5.5. Psychologically distorting the comparisonsPsychologically distorting the comparisons


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MCGREGO`S THEORY X AND THEORY YMCGREGO`S THEORY X AND THEORY Y

Theory XTheory X--assumes that the average human beingassumes that the average human beinghas an inherent dislike of work and will avoid it ifhas an inherent dislike of work and will avoid it ifpossible. Therefore, they prefer to be directed,possible. Therefore, they prefer to be directed,wishes to avoid responsibility, less ambition.wishes to avoid responsibility, less ambition.

Theory Y is the integration of individual andTheory Y is the integration of individual andorganisational goals. It focuses on:organisational goals. It focuses on:

*Expenditure of physical and mental efforts*Expenditure of physical and mental efforts

*Commitment to objectives*Commitment to objectives*High degree of imagination*High degree of imagination

* Self* Self--direction and selfdirection and self--controlcontrol


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STAFF MOTIVATIONSTAFF MOTIVATION

PARTICIPATIONPARTICIPATION

QUALITY OF WORK LIFEQUALITY OF WORK LIFE

JOB DESIGNJOB DESIGN

JOB ENRICHMENTJOB ENRICHMENT

JOB ENLARGEMENTJOB ENLARGEMENT

JOB ROTATIONJOB ROTATION

RECOGNITIONRECOGNITION

ENCOURAGEMENTENCOURAGEMENT

lecture-3 motivation at work

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