MOTIVATIONChapter 5

Presented by Ilyas, Asyraf, Mas Zaiti, Amalina & Aminah

Learning ObjectivesAfter completing this chapter ,students should be able to :•Explain the basic motivation process.

•Outline how goal setting is used as a tool for motivating individuals.

•Describe how the reinforcement approach is used to increase and decrease in an organizational setting.

Motivation Defined •The forces acting upon or within a person that cause that person to expend to behave in a specific , goal-directed manner.

•It is a psychological process that gives purpose and direction to behaviour.

•The management process of influencing people’s behaviour to behave in a way that ensures the accomplishment of some goal.

MOTIVATION’S EQUATION

Motivation X Ability [Goal & Desire ] [Education,Knowledge]

=Perfomance[ Accountant ]

Example : You are motivated to become an accountant.

MOTIVATION PROCESS

Unsatisfied Need

Tension

Effort

Satisfied Need

Tension Reduction

•Intensity•Direction•Persistence

EARLY VIEWS OF MOTIVATION

Traditional Model

Often associated with Frederick Taylor Scientific Management

•Through a system of wage incentives – the more workers produced , the more they earned.

Human Relations Model

Often associated with Elton Mayo and his contemporaries.

•Managers could motivate employees by acknowledge their social needs and by making them feel useful and important.

Human Resources Model

Often associated with Douglas McGregor

•Theory X – People have an inherent dislike of work.

•Theory Y - People want to work and can derive great deal of satisfaction from work.

TRADITIONAL HUMAN RELATION HUMAN RELATION

ASSUMPTIONS

Work inherently distasteful to most people.

People want to feel useful and important.

Work is not inherently distasteful. People want to help to contribute to meaningful goal.

What they do is less important than what they earn for doing it.

People want to belong and to be recognized as individuals.

People can exercise far more creativity , self-direction than their present job demands.

Few want or can handle work that requires creativity and self direction.

These needs are more important than money in motivating people to work.

TRADITIONAL HUMAN RELATION HUMAN RELATION

POLICIES

The manager should closely supervise and control subordinates.

The manager should make each worker feel useful and important.

The manager should make use of underutilized resources.

He or she must break down task into simple , repetitive , easily learned operations.

He or she should keep subordinates informed and listen to their objections to his or her plans.

The manager should make use of underutilized human resource.

He or she must establish detailed work routines and procedures , and enforce these fairly but firmly.

The manager should allow subordinates to exercise some self-direction and self control on routine matters.

He or she must encourage full participation in important matters , continually broadening subordinates self-direction andself-control.

TRADITIONAL HUMAN RELATION HUMAN RELATION

EXPECTATION

People can tolerate work if the pay is decent and the boss is fair.

Sharing information with subordinates and involving them in routine decisions satisfy their basic needs to belong and to feel important.

Expanding subordinates influence , self direction , and self control will lead to direct improvement in operating efficiency.

If task are simple enough and people are closely controlled , they will produce up to standard.

Satisfying these needs will improve morale and reduce resistance to formal authority- subordinates will “willingly corporate”.

Work satisfaction may improve as a “by a-product” of subordinates “making full use of their resources.

ACQUIRED NEED MODEL

This acquired need model proposes that when a need is strong , it will motivate the person to engage in behaviors to satisfy that need :

Focus on!

-Need For Achievement The drive to excel , to accomplish and to achieve a standard of excellence.

-Need For PowerThe need to influence and control one's environment : may involve either personal power or institutional power.

-Need For AffiliationThe desire for friendly and close interpersonal relationship.

NEED-BASED MODELS OF MOTIVATION

Maslow's Hierarchy of Needs

Herzberg's Two-Factor Model

MASLOW'S HIERARCHY OF NEEDS

•According to Maslow , individuals have various needs and try to satisfy these needs using a priority system or hierarchy.

•Maslow specified five (5) fundamental needs people have.

Self-Actualization Needs

Esteem Needs

Social Needs

Security Needs

Physiological Needs

MASLOW'S HIERARCHY OF NEEDS

Physiological Needs•Needs such food, water, air and shelter•Needs a good, comfortable working condition such as basic wage or salary•Managers who focus on physiological needs assume that people work mainly for money and primarily concerned with comfort and their rate of pay.

Security Needs•Needs to have a safe physical and emotional environment.•Needs protection against threats or unsafe working environment such as job security and predictable work environment.•Managers will often emphasize rules, job security and fringe benefits

Social/Affiliation Needs•Needs for friendship, love and feeling of belonging.•Needs acceptance by others such as association and communication with others and being part of the group.•Individuals value after work as an opportunity for finding and establishing friendly interpersonal relationships.

Esteem Needs•Needs for personal feelings of achievements and self-worth and by recognition, respect and prestige from others.•Managers who focus on esteem needs try to foster employees’ pride in their work and use public reward and recognition for services.

Self-Actualization Needs•Needs for self-fulfilment and the opportunity to achieve one’s potential.•People who strive for self-actualization accept themselves and use their abilities to the fullest and most creative extent.•Managers who emphasize self-actualization may involve employees in designing their jobs or make special assignments that capitalize on employees’ unique skills.

NEED-BASED MODELS OF MOTIVATION

Maslow's Hierarchy of Needs

Herzberg's Two-Factor Model

NEED-BASED MODELS OF MOTIVATION

Herzberg found that the factors leading to job satisfaction were separated and distinct from those that lead to job dissatisfaction.

• Motivator FactorsRelated to job content or what people actually do in their work.

• Hygiene FactorsAssociated with the job context in which the job is performed.

PROCESS-BASED MODELS OF MOTIVATION

REINFORCEMENT THEORY

GOALSETTIN

G

EQUITYMODELEXPECTAN

CYMODEL

EXPECTANCYMODEL

The expectancy model suggest that motivation to expend effort to do something is determined by three basic perceptions.

•The perception that effort will lead to performance.

•The perception that reward are attached to performance.

•The perception that the outcomes or rewards are valuable to the individual.

COMPONENT OF EXPECTANCY MODEL

EXPECTANCYThe belief that a particular level of effort will be followed by a particular level of

performance.

INSTRUMENTALITYThe probability assigned by the individual that a specific level of achieved task performance

will lead to various work outcomes.

VALANCE (VALUE OF OUTCOMES)The value or importance that the individual attaches to various work outcomes.

EFFORT

PERFORMANCE

OUTCOMES REWARDS

EXPECTANCY

INSTRUMENTALITY

VALENCE

EXPECTANCY MODEL

EQUITYMODEL Equity model focuses on an

individual’s feeling about how fairly he or she is treated in comparison with others.

•People have a perception of the ratio of their inputs compared to their own outcomes in a situation.

•They also have a perception of the ratio of everyone else’s inputs to outcomes.

•Then, each person compares his or her own ratio to that of everyone else.

EQUITYMODEL

INDIVIDUAL WITH CERTAIN INPUTS

RECIEVED OUTPUTS

COMPARED INPUT/OUTPUT

RATIO WITH OTHER

PERCIEVE EQUITY

MOTIVATED TO REDUCE

PERCIEVE EQUITY

EXHIBITS NEW BEHAVIOR OR

ACTION

PERCIEVE EQUITY

EXHIBITS NO CHANGE IN

BEHAVIOR OR ACTION

MAINTAINING EQUITYTo reduce a perceived inequity, a person

may take one of the following action:•Change work input either upward or downward to an equitable level

•Change outcomes to restore equity

•Psychologically distort comparisons.

•Change the comparisons person he or she is using to another person.

•Leave the situation (e.g., quit the job or transfer to another department).

GOAL SETTINGA process intended to increase efficiency and

effectiveness by specifying the desired outcomes toward which individuals, groups, departments and organizations work.

Goals setting serves three purposes:

•Guide and direct behaviour toward overall organizational goals and strategies.

•Provide challenges and standards against which the individual can be assessed.

•Define what is important and provide a framework for planning.

SMART GOAL SETTING

EFFECTIVE GOAL

SETTING SHOULD

BE:

REINFORCEMENT THEORY

•Based on the idea that people learn to repeat behaviours that are positively reward (reinforced) and avoid behaviours that are punished (not reinforced).

•The application of reinforcement theory is frequently called behaviour modification because it involves changing one’s own behaviour of someone else.

Increasing Desired Behaviour

Positive Reinforcement

•The administration of positive and rewarding consequences following a desired behaviour.

Negative Reinforcement

•Also called avoidance learning, strengthens desired behaviour by allowing escape from an undesirable consequence.

Decreasing Desired Behaviour

Extinction

The withdrawal of the positive reward or reinforcing consequences for an undesirable behaviour.

Punishment

The administration of negative consequences for following undesirable behaviour.

Using Behaviour Modification

•The application of Reinforcement Theory called behaviour modification

•The reason is that the intent of applying the concepts is to change or modify, one’s own, or someone else’s behaviour.

•Hopefully, managers reward behaviour of employees that is desirable for the organization (high performance) and ignore behaviour that is not, or even punish it.

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SEKIAN, TERIMA KASIH