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Motivation at Work
Contents
Definition Of motivation
Motivation is
Qualities Of Motivation
Process Of Motivation
Six C’s of motivation
Basic model of motivation
Theory Of Motivation
Definition of motivation
The driving force within individuals by which they
attempt to achieve some goal in order to fulfill some
needs or expectation.
The degree to which an individual wants to choose in
certain behavior.
Motivation is…
Complex
Psychological
Physical
Unique to each and every person
Context sensitive
Not fully understood
Qualities of Motivation
Energizes behavior
Enable persistence towards a goal
Exists in varying details
Directs behavior
Motivation as a process
ENERGY DIRECTION PERSISTENCE
It is a process by which a person’s efforts areenergized, directed and sustained towards attainingthe goal.
*Energy- A measure of intensity or drive.
*Direction- Towards organizational goal.
*Persistence- Exerting effort to achieve goal
Six C’s of Motivation..
Challenges
Choices
Control
Collaboration
Consequences
Constructing meaning
Basic model of motivation
Needs or Result in Drive force To Achieve
expectations (Behavior or Action)
Desired Goal
Feedback Fulfillment Which provides
3 Groups of Motivational Theories
Internal
Suggest that variables within the individual give rise to motivation and behavior
Example: Maslow’s hierarchy of needs theory
Process
Emphasize the nature of the interaction between the individual and the environment
Example: Expectancy theory
External
Focus on environmental elements to explain behavior
Example: Two-factor theory
Maslow’s Hierarchy of Needs
Physiological
Safety & Security
Love (Social)
Esteem
SA
Maslow’s Hierarchy of needs theory
Needs were categories as five levels of lower-higher-
order needs.
*Individual must satisfy lower-level needs before they
can satisfy higher order needs.
*Satisfied needs will no longer motivate.
*Motivating a person depends on knowing at what level
that a person is on the hierarchy.
Hierarchy of Needs
*Lower order ( External ) : Physiological and safety
needs
*Higher order ( Internal ) : Social, Esteem, and Self-
Self-Actualisation Need
Social Needs
Safety Needs
Psychological Needs
Esteem Needs
McGregor’s Theory X and Y
Theory X
Assume that workers have little ambition, dislike work, avoid
responsibility, and require close supervision.
Theory Y
Assumes that workers can exercise self-direction, desire,
responsibility, and like to work.
Assumption
Motivation is maximized by participative decision making,
interesting jobs, and good group relation.
Motivational Theories X
In this theory, which has been proven counter-effective in most modern
practice, management assumes employees are inherently lazy and will
avoid work . According to this theory, employees will show little ambition
without an enticing incentive program and will avoid responsibility
whenever they can, under Theory X the firm relies on money and benefits
to satisfy employees' lower needs, and once those needs are satisfied the
source of motivation is lost. Theory X in fact hinder the satisfaction of
higher-level needs. Consequently, the only way that employees can attempt
to satisfy their higher level needs in their work is by seeking more
compensation, so it is quite predictable that they will focus on monetary
rewards. Theory X thus have a hard approach towards the employee’s
however, McGregor assert that neither approach is appropriate because the
assumptions of Theory X are not correct.
In conclusion Theory X assumes that the average person:
Dislikes work and attempts to avoid it.
Has no ambition, wants no responsibility, and would rather
follow than lead.
Is self-centred and therefore does not care about
organizational goals.
Resists change.
McGregor’s Assumptions About People Based on Theory X
Motivational Theories X & Y
Physiological
Safety & Security
Love (Social)
Esteem
SATheory Y - a set of
assumptions of how to
manage individuals
motivated by higher
order needs
Theory X - a set of
assumptions of how to
manage individuals
motivated by lower order
needs
Motivational Theories Y
In this theory, management assumes employees may be ambitious and
self-motivated and exercise self-control. It is believed that employees
enjoy their mental and physical work duties. They possess the ability for
creative problem solving, but their talents are underused in most
organizations. Theory Y managers believe that employees will learn to
seek out and accept responsibility and to exercise self-control and self-
direction in accomplishing objectives to which they are committed. They
also believe that the satisfaction of doing a good job is a strong
motivation. McGregor want to open a more positive view of workers and
thus the possibilities that can be created. He thinks that Theory Y
managers are more likely than Theory X managers to develop the climate
of trust with employees that are required for human resource
development.
He thinks that Theory Y managers are more likely than Theory X
managers to develop the climate of trust with employees that are required
for human resource development.
This would include managers communicating openly with subordinates,
minimizing the difference between superior-subordinate relationships,
creating a comfortable environment in which subordinates can develop
and use their abilities. This climate would include the sharing of decision
making, so that subordinates comes out with decisions that influence
them. This theory is a positive view to the employees, meaning that the
employer is under a lot less pressure than someone who is influenced by a
theory X management style
McGregor’s Assumptions About People Based on Theory Y
Theory Y makes the following general assumptions:
Work can be as natural as play and rest.
People will be self-directed to meet their work objectives if
they are committed to them.
People will be committed to their objectives if rewards are in
place that addresses higher needs such as self-fulfillment.
Under these conditions, people will seek responsibility.
Most people can handle responsibility because creativity and
ingenuity are common in the population.
McClelland’s Need Theory:Need for Achievement
Need for Achievement :
• The desire to excel and succeed.
Competition, challenging goals, persistence, and
overcoming difficulties.
McClelland’s Need Theory:Need for Power
Need for Power - a manifest (easily perceived) need
that concerns an individual’s need to make an impact on
others, influence others, change people or events, and
make a difference in life.
The need to influence the behavior of others.
McClelland’s Need Theory:Need for Affiliation
Need for Affiliation - a manifest (easily perceived)
need that concerns an individual’s need to establish and
maintain warm, close, intimate relationships with other
people
The desire for interpersonal relationship.
Alderfer’s ERG Theory
Physiological
Safety & Security
Love (Social)
Esteem
Internal &
External
SA
Growth
Relatedness
Existence
3 Motivational Need Theories
Maslow Alderfer McClelland
Higher
Order
Needs
Self-actualization
Esteem
self
interpersonal
Belongingness
(social & love)
Lower
Order
Needs
Safety & Security
interpersonal
physical
Physiological
Growth
Relatedness
Existence
Need for
Achievement
Need for
Power
Need for
Affiliation
Herzberg’s Two-Factor Theory
Hygiene Factor -e.g. status, job security, salary and fringe benefits that do not give positive satisfaction, though dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary.
Motivation Factor -challenging work, recognition, responsibility that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth.
Motivation-Hygiene &Theory of Motivation (2 Factor Theory)
Hygiene factors avoid
job dissatisfaction
• Company policy &
administration
• Supervision
• Interpersonal Relations
• Working conditions
• Salary
• Status
• Security
• Achievement
• Achievement recognition
• Work itself
• Responsibility
• Advancement
• Growth
• Salary?
Motivation factors increase job satisfaction
Expectancy Theory of Motivation
Expectancy theory is about the mental processes regarding choice, or
choosing. It explains the processes that an individual undergoes to make
choices. Expectancy theory is a motivation theory first proposed by
Victor Vroom.
Expectancy theory predicts that employees in an organization will be
motivated when they believe that:
putting in more effort will yield better job performance
better job performance will lead to organizational rewards, such as an
increase in salary or benefits
these predicted organizational rewards are valued by the employee.
Expectancy Theory of Motivation: Key Constructs
Vroom’s model is based on three concepts:
Valence - Strength of an individual’s preference for a particular outcome.
For the valence to be positive, the person must prefer attaining the outcome
to not attaining it.
Instrumentality – Means of the first level outcome in obtaining the
desired second level outcome; the degree to which a first level outcome
will lead to the second level outcome.
Expectancy - Probability or strength of belief that a particular action will
lead to a particular first level outcome.
Expectancy Model of Motivation
Effort Performance Reward
Perceived effort -
performance
probability
Perceived
performance -
reward probability
Perceived
value of reward
“If I work hard,
will I get the job
done?”
“What rewards
will I get when
the job is well
done?”
“What rewards
do I value?”
Belief that effort will not result in performance.
Belief that performance will not result in rewards.
The value a person places on, or the preference a
person has for, certain rewards.
3 Causes of Motivational Problems
J.S. Adam’s Theory of Inequity
Inequity – the situation in which a person perceives
he or she is receiving less than he or she is giving,
or is giving less than he or she is receiving
Motivational Theory of Social Exchange
Negative Outcomes < Outcomes
Inequity Inputs Inputs
Positive Outcomes > Outcomes
Inequity Inputs Inputs
Person Comparison
other
Equity Outcomes = Outcomes
Inputs Inputs
Moral Maturity
Moral Maturity – the measure of a person’s
cognitive moral development
Morally mature people
behave and act based on
universal ethical principles.
Morally immature people
behave and act based on
egocentric motivations.