A Process That Account for an Individual’s Intensity, Direction, Persistence

MOTIVATIONA PROCESS THAT ACCOUNT FOR AN

INDIVIDUAL’S

INTENSITY, DIRECTION, PERSISTENCE

OF EFFORT TOWARD ATTAINING AGOAL

MOTIVATION

INTENSITY• How Hard a Person Tries

DIRECTION• High Intensity can only lead to

favorable outcomes only when the Efforts are made in the right Direction- for the Benefits of organization

MOTIVATION

PERSISTENCE

• Motivated individual’s stay with a Task long enough to Achieve their Goal.

• Persistence is the measure of How Long a can Maintain Effort.

Early Theories of Motivation

HIERARCHY OF NEEDS THEORY• PHYSIOLOGICAL NEEDS: Hunger, thirst

Shelter, Sex, other bodily needs

• SAFETY: Protection from physical and emotional harm

• SOCIAL: Belongingness, Friendship, Affection


• ESTEEM: Self-respect, Status, Attention, Recognition

• SELF-ACTUALIZATION: Achieving one’s potential, Self-fulfillment


HIERARCHY OF NEEDS THEORY

• The Individual moves up the steps of the Hierarchy. As each of the needs becomes satisfied, the next need becomes Dominant

• Higher order needs

• Lower order needs


ERG THEORY

• Clayton Alderfer

• Three groups of core needs 1. EXISTENCE 2. RELATEDNESS 3. GROWTH

• It does not assume a Rigid Hierarchy in which a Lower need must be substantially fulfilled before one can move on.

• A person can be working on growth needs even though Existence needs are unsatisfied


THEORY X and THEORY Y• Douglas McGregor• Two Distinct Views of human

beings- Negative– Theory X - Positive – Theory Y

• He concluded that managers’ views of the nature of human being are based on a certain grouping of assumption


THEORY X and THEORY YUnder Theory X, assumption held by

managers are :

1. Employees inherently dislike work2. So they must be Coerced, Threatened3. They will avoid Responsibilities 4. They Seek formal direction5. Place Security above all- little ambition


THEORY X and THEORY Y• Under Theory Y, assumption held by

managers are

1. Take work as Natural as Rest or Play

2. Exercise Self-direction and Self-control

3. Accept and even Seek Responsibilities

4. Ability to make innovative decisions


THEORY X and THEORY Y

• Theory X - Dominance of Lower order needs

• Theory Y – Dominance of High order needs

• McGregor believed Theory Y assumptions were more Valid- that ideas such as; Participative decision making, Challenging Jobs, and Good group relations would maximize an employee’s job performance


TWO FACTOR THEORY ( Motivation- Hygiene theory)• Frederick Herzberg• What do people want from their Jobs?

• Opposite of Satisfaction is not Dissatisfaction-Removing Dissatisfying factor does not necessarily make the job Satisfied

• Factors leading to satisfaction: Advancement, Recognition, Responsibility, Achievement


TWO FACTOR THEORY ( Motivation- Hygiene theory)

• Factors leading to satisfaction: Advancement Recognition Responsibility Achievement


TWO FACTOR THEORY ( Motivation- Hygiene theory)

• Factors leading to Dissatisfaction or No Dissatisfaction:

Quality of Supervision Pay Company Policies Physical working conditions Relations with others Job Security

Contemporary Theories of Motivation

These theories represent Current State of Thinking in Explaining Motivation

McClelland’s theory of Needs

• Need for Achievement

. Prefer moderately Challenging Goals

. Dislike Gambling- Succeeding by Chance


McClelland’s theory of NeedsNeed for Achievement

• They Avoid what they perceive VERY EASY or VERY DIFFICULT task

• They Prefer Tasks of INTERMEDIATE Difficulty that is, 50/50 Chances of Success and Failure


• HIGH ACHIEVERS prefer JOBS that OFFER:

-PERSONAL RESPONSIBILITY -FEEDBACK -MODERATE RISK

• Thus they become MOTIVATED by the fulfillment of the these factors


• High Achievers are Successful Entrepreneurs and in Managing a Self-Contained Unit in an Organization


• High Achievers not necessarily make Good Managers because they are Interested in How well they do Personally and not in Influencing Others



Need for PowerThey want to be INFLUENCIAL to IMPACT OTHERS

to Control Others

They are Concerned with gaining Influence over others rather than concentrating on Effective Performance



Need for Power

• Higher the Level one Rises Greater the one’s Power Motive

Therefore her/his Stimulus is “POWERFULL POSITION”



EMPLOYEES are trained to stimulate their Achievement Needs ------ so that they prefer Situations in which they Prefer RESPONSIBILITY FEEDBACK MODERATE RISK



Need for Affiliation

They prefer COOPERATIVE Situations rather than COMPETITIVE Situations


COGNITIVE EVALUATIION THEORY

INTRINSIC MOTIVATORS: RESPOSIBILITY ACHIEVEMENT COMPETENCE

EXTRINSIC MOTIVATORS:

PLEASANT WORKING CONDITIONS GOOD SUPERVISION PROMOTION PAY



• That the introduction of Extrinsic Rewards, such as Pay for work effortthat was previously intrinsically rewarding due to the pleasure associated with the content of the work itself tend to decrease overall Motivation.



Individual’s experience Loss of Control over her/her Own Behaviorthus the Previous Intrinsic

motivation Diminishes


SELF CONCORDANCE THEORY is the Outgrowth of Cognitive Evaluation theory

• If an Individual pursues Goal because of INTRINSIC INTEREST they are more likely to ATTAIN and are HAPPY even if they don’t ATTAIN

BECAUSE THE PROCESS OF STRIVING FOR THEM IS

FUN


SELF CONCORDANCE THEORY is the

Outgrowth of Cognitive Evaluation theory

• In Contrast - People who pursue Goals for EXTRINSIC REASONS e.g., MONEY, STATUS OR Other Benefits-are less likely to ATTAIN their Goals-are less HAPPY even when they do ACHIEVE them.


• Thus one must Choose Job Carefully - Make sure You DO something for Reason Other than Extrinsic Rewards

• Managers need to provide Intrinsic Rewards in addition to Extrinsic Incentives

-provide Recognition -make work Interesting-Support Employee Growth/ Development


• Employees become more MOTIVATED when they have CONTROL on their WORK FREE CHOICE


GOAL-SETTING THEORY• SPECIFIC GOALS Increase Performance

- produce a higher level of Output than the Generalized Goals

• DIFFICULT/Challenging GOALS (when Accepted) Result in Higher Performance than do Easy Goals

• FEEDBACK leads to Higher Performance than does NonFeedback


GOAL-SETTING THEORYEmployees’ Participation in Goal-

setting:• Evidence is mixed regarding the superiority

of Participative goals over Assigned Goals• If participation is not used then the purpose

and importance of the goals needs to be explained clearly by the individual Assigning the goal.


GOAL-SETTING THEORYThis theory Presupposes that an Individual is

COMMITTED to the Goal, that is, one is Determined not to Lower or Abandon the Goal.

Goals seems to have more substantial effect when TASKS are …SIMPLE rather than COMPLEX …INDEPENDENT rather than INTERDEPENDENT …WELL-LEARNED rather than NOVEL


THE MBO PROGRAMS: PUTTING GOAL-SETTING THEORY INTO PRACTIC

• Management By Objectives emphasizesParticipative Set Goals that are Tangible, Verifiable and Measurable

• Overall organizational goals are TRANSLATED into Specific Objectives for each Succeeding Level e.g., Divisional-Departmental-Individual


THE MBO PROGRAMS

Ingredients Common to both Goal-Setting and MBO programs:

1. Participation in Decision making

2. Time Period

3. Performance Feedback

Only the Issue of Participation does not match fully between them


SELF-EFFICACY THEORY (also known as Social Cognitive Theory

or Social Learning Theory)

-It refers to Individual’s Belief that he/she is CAPABLE of Performing a Task

-Higher the Self-Efficacy the More the Confidence you will have in your ability to Succeed in that Task

-with Low Self-Efficacy—it is more likely that the individual lessen her/his Effort or Give up altogether


SELF-EFFICACY THEORYAlbert Bandura who developed this theory mentioned

four ways that can increase Self-Efficacy1. Enactive Mastery; gaining relevant experience with

the Task or Job2. Vicarious Modeling;

Becoming more Confident because you see Someone Else doing the Same

3. Verbal Persuasion; Becoming more Confidentbecause Someone Convinces you that you have the Skills necessary to be Successful

4. Arousal; it leads to Energized state which derives a person to Complete the task

Date post:	18-Nov-2014
Category:	Documents
Upload:	maknojiayasir
View:	820 times
Download:	0 times

A Process That Account for an Individual’s Intensity, Direction, Persistence

Documents