Post on 15-Jul-2015
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What is Motivation?
Mahmood Qasim
Primary motives are unlearned and physiological. These motives are also
known as Physiological Motives or Biological Motives
Eg: Food, Shelter, Sex
What is Motivation?
Mahmood Qasim
These are also unlearned but are not physiological based.
Eg: Curiosity, Manipulation, Affection,
What is Motivation?
Mahmood Qasim
A motive must be learned in order robe included in the Secondary
classification.
Eg: Power, Achievement, Affiliation, Security, Status
The Content Theories of Work Motivation
Mahmood Qasim
1. When did you feel particularly good about your job – what turned you on?
2. When did you feel exceptionally bad about your job – what turned you off?
The Content Theories of Work Motivation
Mahmood Qasim
Hygiene Factors (Dissatisfies)
Company policy and administrationSupervision, technicalSalaryInterpersonal, supervisorWorking conditions
Motivators (Satisfiers)
AchievementRecognitionWork itself
ResponsibilityAdvancement
The Content Theories of Work Motivation
Mahmood Qasim
MOTIVATORS
HYGIENE FACTORS
GROWTH
RELATEDNESS
EXISTANCE
HERZBERG’S TWO FACTORS
MASLOW’S HIERARCHY OF
NEEDS
ALDERFER’S ERG NEEDS
The Process Theories of Work Motivation
Mahmood Qasim
Vroom’s Model is built around the concept of valence, instrumentality, and expectancy and is commonly called the VIE
theory.
Valence (V) – The value a person places on the rewards he or she receives from an organization.Eg: value, incentive, attitude, expected utility.
Instrumentality (I) – An individual’s beliefs regarding the likelihood of being rewarded in accord with his or her own level of performance.
Expectancy (E) – The belief that one’s efforts will positively influence one’s performance.
The Process Theories of Work Motivation
Mahmood Qasim
Motivational ForceF = E Valence X Expectancy
Expectancy
Outcome 1
Instrumentalities
Outcome 1a
Outcome 1b
Outcome 2a
Outcome 2b
Outcome 2c
Outcome 1
First-Level Outcomes
Second-Level Outcomes
The Process Theories of Work Motivation
Mahmood Qasim
Perceived Effort reward probability
Perceived equitable rewards
Effort
Abilities and traits
Role perceptions
Performance(accomplishment)
Intrinsic rewards
Value of Reward
Extrinsic rewards
Satisfaction
LOCKE AND LATHAM’S
Mahmood Qasim
The process of determining specific levels of performance for workers to attain.
LOCKE AND LATHAM’S
Mahmood Qasim
Values andvalue
judgment
Emotionsand
desires
Responses, actions, or
performance
Intentions or GOALS
Consequences, feedback, or
reinforcement
The Content Theories of Work Motivation
Mahmood Qasim
People strives to maintain rations of their own outcomes (rewards) t their own
inputs (contributions) that are equal to the outcome/input ratios of others with whom
they compare themselves.
My outcomes Other’s OutcomesMy inputs Other’s inputs
=
The Content Theories of Work Motivation
Mahmood Qasim
The Rewards employees receive from their jobs, such as salary and recognition.
People’s contribution to their jobs, such as their experience, qualifications, or the amount of time worked.
The Content Theories of Work Motivation
Mahmood Qasim
The condition, resulting in feelings of guilt,in which the ratio of one’s outcomes toinputs is ,more than the corresponding ratioof another person with whom that personcompares himself or herself.
The condition, resulting in feelings of anger,in which the ratio of one’s outcomes toinputs is ,less than the corresponding ratioof another person with whom that personcompares himself or herself.
The Content Theories of Work Motivation
Mahmood Qasim
Social Comparison
OutcomesInputs
OutcomesInputs
OutcomesInputs
OutcomesInputs
OutcomesInputs
OutcomesInputs
Greater than
Less than
Equal to
Person A Person B
OverpaymentInequity
for Person A
UnderpaymentInequity
for Person A
Equitablepayment
for Person A
UnderpaymentInequity
for Person B
OverpaymentInequity
for Person B
Equitablepayment
for Person B
Mahmood Qasim
POSIBLE REACTIONS TO INEQUITY
People can respond to overpayment and underpayment inequities in behavioral and /or psychological ways. These reactions help change the perceived inequities into a state of perceived equity.
Types of Reaction
Types of ReactionBehavioral
(What you can do is…)
Psychological(What you can think is…)
Overpayment Inequity
Underpayment Inequity
Raise your inputs (e.g., work harder), or lower your outcomes (e.g., work through a paid vacation)
Lower your inputs (e.g., reduce effort), or raise your outcomes (e.g., get a raise in pay), or change comparison (e.g., compare yourself with another person), Employee theft (e.g., employees may steal things to compensate inequity.
Convince yourself that your outcomes are deserved based o your inputs (e.g., rationalize that you work harder than others and so you deserve more pay).
Convince yourself that others’ inputs are really higher than your own (e.g., rationalize that the comparison worker is really more qualified and so deserves higher outcomes).
Questions for Discussion
Mahmood Qasim
1. Based on Malsow’s need hierarchy theory, what specific things can be done to enhance an employee’s motivation?
2. Suppose an employee feels underpaid relative to his or her co-workers. What conditions may have led to these feelings, and how might you expect such an individual to behave on the job?
3. Consider a poor performing employee who explains to his boss that he is trying very hard. According to expectancy theory, what factors would contribute to such effort? What additional factors, besides motivation, contribute to task performance?
4. Explain the role that money plays as a motivator in Maslow’s hierarchy of need theory, Alderfer’s EGR theory and Herzberg‘s Two Factor Theory.
5. Briefly define the three classifications of motives. What are some examples of each?