motivation

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MOTIVATION MOTIVATION

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Page 1: Motivation

MOTIVATIONMOTIVATION

Page 2: Motivation

6–2

Defining MotivationDefining Motivation

Key ElementsKey Elements

1.1. Intensity: how hard a person triesIntensity: how hard a person tries

2.2. Direction: towards what a person triesDirection: towards what a person tries

3.3. Persistence: how long a person triesPersistence: how long a person tries

Key ElementsKey Elements

1.1. Intensity: how hard a person triesIntensity: how hard a person tries

2.2. Direction: towards what a person triesDirection: towards what a person tries

3.3. Persistence: how long a person triesPersistence: how long a person tries

MotivationMotivation

The processes that account for an The processes that account for an individual’s intensity, direction, and individual’s intensity, direction, and persistence of effort towards attaining a persistence of effort towards attaining a goal.goal.

Page 3: Motivation

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Hierarchy of Needs Theory (Maslow)Hierarchy of Needs Theory (Maslow)

There is a hierarchy of There is a hierarchy of five needsfive needs——physiological, physiological, safety, social, safety, social, esteem, and self-esteem, and self-actualizationactualization; as ; as each need is each need is substantially satisfied, substantially satisfied, the next need the next need becomes dominant.becomes dominant.

Page 4: Motivation

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Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs

Lower-Order NeedsLower-Order NeedsNeeds that are satisfied externally; physiological and safety needs.

Higher-Order NeedsHigher-Order NeedsNeeds that are satisfied

internally; social, esteem, and self-actualization

needs.

Page 5: Motivation

Hierarchy of Needs TheoryHierarchy of Needs Theory

Physiological: Physiological:

Includes hunger, Includes hunger, thirst, shelter, sex, thirst, shelter, sex, and other bodily and other bodily needs.needs.

Safety: Safety:

Includes security Includes security and protection from and protection from physical and physical and emotional harm.emotional harm.

Social: Social:

Includes affection, Includes affection, belongingness, belongingness, acceptance, and acceptance, and friendship.friendship.

Esteem: Esteem:

Includes internal esteem factors Includes internal esteem factors such as self-respect, autonomy, and such as self-respect, autonomy, and achievement; and external esteem achievement; and external esteem factors such as status, recognition, factors such as status, recognition, and attention.and attention.

Self-actualization:Self-actualization:

The drive to become the best The drive to become the best one is capable of becoming; one is capable of becoming; includes growth, achieving includes growth, achieving one’s potential, and self-one’s potential, and self-fulfillment.fulfillment.

Page 6: Motivation

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Theory X and Theory Y (Douglas McGregor)Theory X and Theory Y (Douglas McGregor)

Theory XTheory X

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

Theory YTheory Y

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

Page 7: Motivation

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Two-Factor Theory (Frederick Herzberg)Two-Factor Theory (Frederick Herzberg)

Two-Factor (Motivation-Hygiene) TheoryTwo-Factor (Motivation-Hygiene) Theory

•Intrinsic factors are related to job satisfaction and motivation. These are Intrinsic factors are related to job satisfaction and motivation. These are motivational factorsmotivational factors. Eg. Challenging work, advancement, growth in the job. Eg. Challenging work, advancement, growth in the job

Recognition, etcRecognition, etc

* * Extrinsic factors are associated with job dissatisfaction. These are Extrinsic factors are associated with job dissatisfaction. These are maintenance factorsmaintenance factors..

Hygiene FactorsHygiene Factors

FactorsFactors—such as company policy and —such as company policy and administration, supervision, and salary—that, administration, supervision, and salary—that, when inadequate in a job, dissatisfy workers. when inadequate in a job, dissatisfy workers. When these factors are adequate, people will When these factors are adequate, people will not be dissatisfied but not necessarily not be dissatisfied but not necessarily motivated either.motivated either.

Page 8: Motivation

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David McClelland’s Theory of NeedsDavid McClelland’s Theory of Needs

nAchnAch

nPownPow

nAffnAff

Need for AchievementNeed for Achievement

The drive to excel, to The drive to excel, to achieve in relation to a set achieve in relation to a set of standards, to strive to of standards, to strive to succeed.succeed.

Need for AffiliationNeed for Affiliation

The desire for The desire for friendly and close friendly and close personal personal relationships.relationships.

Need for PowerNeed for Power

The need to make others The need to make others behave in a way that behave in a way that they would not have they would not have behaved otherwise.behaved otherwise.

Page 9: Motivation

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Matching High Achievers and JobsMatching High Achievers and Jobs

Page 10: Motivation

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Goal-Setting Theory (Edwin Locke)Goal-Setting Theory (Edwin Locke)

..

Self-EfficacySelf-EfficacyThe individual’s belief that he The individual’s belief that he or she is capable of performing or she is capable of performing a task.a task.

Factors influencing the Factors influencing the

goals–performance relationship:goals–performance relationship:

Goal commitment, adequate Goal commitment, adequate self-efficacy, task self-efficacy, task characteristics, and national characteristics, and national culture.culture.

Specific and difficult Goals with Feedback lead to Specific and difficult Goals with Feedback lead to Higher PerformanceHigher Performance

Page 11: Motivation

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Equity TheoryEquity Theory

Equity TheoryEquity Theory

Individuals compare their job inputs and Individuals compare their job inputs and outcomes with those of others and then outcomes with those of others and then respond to eliminate any inequities.respond to eliminate any inequities.

Page 12: Motivation

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Equity Theory (cont’d)Equity Theory (cont’d)

Page 13: Motivation

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Equity Theory (cont’d)Equity Theory (cont’d)

Choices for dealing with inequity:Choices for dealing with inequity:

1.1. Change inputs (slack off)Change inputs (slack off)

2.2. Change outcomes (increase output)Change outcomes (increase output)

3.3. Distort/change perceptions of selfDistort/change perceptions of self

4.4. Distort/change perceptions of othersDistort/change perceptions of others

5.5. Choose a different referent personChoose a different referent person

6.6. Leave the field (quit the job)Leave the field (quit the job)

Choices for dealing with inequity:Choices for dealing with inequity:

1.1. Change inputs (slack off)Change inputs (slack off)

2.2. Change outcomes (increase output)Change outcomes (increase output)

3.3. Distort/change perceptions of selfDistort/change perceptions of self

4.4. Distort/change perceptions of othersDistort/change perceptions of others

5.5. Choose a different referent personChoose a different referent person

6.6. Leave the field (quit the job)Leave the field (quit the job)

Page 14: Motivation

Thank youThank you Thank youThank you