motivation theories[1]
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Motivation
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DEFINITIONThe term MOTIVATION has its originfrom the Latin word movers,
which means to moveMotivation can !e de"ned as the#rocess that acco$nt for an
individ$a%s intensit&, direction and#ersistence of e'ort towardsattaining a goa%
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MEANING OF
OTIVATION
MOTIVATION IS SET OF FORCE THAT
CAUSE PEOPLE TO BEHAVE IN CERTAIN
WAY .
MOTIVATOIN IS GOAL DIRECTED.
MOTIVATION COUPLED WITH ABILITY
LEADS TO PERFORMANCE.
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MotivationPsychological processes that arouse, direct,
and maintain behavior toward attaining a goal
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Motivation
Needs
& ExpectationsBehaviour / Action
Desired
Goals
Fulfilment
Motivation is the driving force to achieve a goal / fulfil a need
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Types of motivationExtrinsic tangible rewards (eg salary,
benefits, security, contracts etc) largely
outside of managers direct control Intrinsic psychological rewards (eg
being appreciated, doing challenging
wor, positive recognition, using onesability etc ) can be heavily influenced
by managers behaviour and actions
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Motivational factors
Monetary factors !on"Monetary factors
Salaries and wages
Bonus
Incentives
Special individualincentives
Status or job title
Appreciation &
recognition
Delegation of
authorityWorking conditions
ob security
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Theories of MotivationContent Theories
Maslow
#$% &er'berg
Mclelland
rocess Theories
#pectancy theories* (+room, Porter
-awler)
#.uity heory* (0dams)
%oal heory* (-oce)
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Content Theories aslows
Hierarchy of Needs Theory
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Content TheoriesAlderfers
ERG Theory
Growth
!ela
ted
ness
E)iste
nc
e
%rowth, advancement, creativity
1elf"respect, prestige, status
0ffection, belonging, love
1ecurity, stability, protection
2ood, water, sleep
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Content TheoriesMcGregors
Theory and Theory !Theor" #
* #mployees dislie wor andwhenever possible will avoid it
* 1ince they dislie wor they mustbe coerced, controlled, orthreatened with punishment toachieve goals
* #mployees will avoidresponsibilities and see formaldirection when possible
* Most worers place security aboveother things associated with worand will display little ambition
Theor" $
* #mployees can view wor asbeing as natural as rest or play
* People will eercise self"direction and self"control if theyare committed to the ob3ectives
* he average person can learn toaccept, even see responsibility
* 0bility to mae innovativedecisions is widely dispersedthroughout the population andnot necessarily seen only inthose in management
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Content TheoriesMcGregors
Theory and Theory !
&igher 4rder !eeds
-ower
4rder
!eeds
heory 5
heory 6
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Content Theories cClellands
Ac"#ired Needs Theory!eed for 0chievement (n0ch)
* !eed for ecellence, competition, challenging goals,persistence, overcoming difficulties
!eed for Power (nPower)
* !eed for maing an impact on or influencing others,changing people or events, maing a difference in life
!eed for 0ffiliation (n0ff)* !eed for establishing and maintaining warm, close,
and intimate relationships
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Content TheoriesHer$%ergs
Two&'actor Theory
Hygiene FactorsNo JobDissatisfaction JobDissatisfaction
MotivatorsJobSatisfaction No JobSatisfaction
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&er'berg7s 7hygiene7 needs (or maintenance
factors) in the worplace are8
policy relationship with supervisor
wor conditions
salary company car
status
security
relationship with subordinates
personal life
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&er'berg7s motivators
achievement
recognition
wor itself
responsibility advancement
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()M)*AR)T! +ET,EEN MA(*-,( NEE. H)ERARCH!()M)*AR)T! +ET,EEN MA(*-,( NEE. H)ERARCH!
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()M)*AR)T! +ET,EEN MA(*-,( NEE.()M)*AR)T! +ET,EEN MA(*-,( NEE.
H)ERARCH! AN. HER/+ERG( T,-&'ACT-RH)ERARCH! AN. HER/+ERG( T,-&'ACT-R
THE-R!THE-R!
&
1#-2"0@0-
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0rocess Theories1rooms
E2pectancy Theory
Effort Performance Rewards
Expectancy Instrumentality ValenceMotivation =x
x
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0rocess TheoriesAdams
E"#ity Theory
My outcomes Others outcomes
My inputs Others inputs
My outcomes Others outcomes
My inputs Others inputs
My outcomes Others outcomes
My inputs Others inputs
!
"
#
Equity
Inequityun!er"re#ar!$
Inequityover"
re#ar!$
Equity Sensitives
Benevolents
Entitleds
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%oal theory (-oce)
=ased on the premise that people%s oals
or intentions pla" an important part in
determinin 'ehaviour(#ffort isregulated by theperceived difficultyof
the goal and the individuals
commitment>