Unit 5 Motivation. "Motivation is the set of forces that causes people to behave in certain ways." R.W. Griffin

Transcription

1 Unit 5 Motivation Concept and Process Since motivation influences productivity, supervisors need to understand what motivates employees to reach peak performance. It is not an easy task to increase employee motivation because employees respond in different ways to their jobs and their organization's practices. Motivation is the set of processes that moves a person toward a goal. Thus, motivated behaviors are voluntary choices controlled by the individual employee. The supervisor (motivator) wants to influence the factors that motivate employees to higher levels of productivity. Factors that affect work motivation include individual differences, job characteristics, and organizational practices. Individual differences are the personal needs, values, and attitudes, interests and abilities that people bring to their jobs. Job characteristics are the aspects of the position that determine its limitations and challenges. Organizational practices are the rules, human resources policies, managerial practices, and rewards systems of an organization. Supervisors must consider how these factors interact to affect employee job performance. "The process that account for an individual's intensity direction and persistence of effort toward attaining a goal." - S.P. Robbins "Motivation is the set of forces that causes people to behave in certain ways." R.W. Griffin On any given day, an employee may choose to work as hard as possible at a job, to work just a hard enough to avoid a reprimand (warning), or to do as little as possible. The Level of motivation varies both between individual and within individuals at different times which lead to show the aforementioned behavior. The Motivation Framework (Process of Motivation) Need (Deficiency) Search for ways to satisfy need Choice of behavior to satisfy need Determination of future needs and search/choice or satisfaction Evaluation of Need Satisfaction Importance of Motivation Feedback 1 Motivation

2 1. Optimum use of resources 2. Productivity improvement 3. Efficiency and effectiveness 4. Understand Employee behaviour 5. Employee retention 6. Creativity promotion 7. Job Satisfaction 8. Other employee factors - Low employee turnover - Reduce absenteeism - Reduce rate of accidents - Better employee discipline - Reduced employee grievances - Harmonious labour relation Motivation Theories Early Theories The theories which have not held up well under examination 1. Maslow's Need Hierarchy 2. Hertzberg's Motivation Hygiene 3. X and Y Contemporary There are number of contemporary theories that have one ting in common-each has a reasonable degree of valid supporting documentation. 1. Expectancy 2. ERG 3. Equity 4. McClelland's Need Achievement 1. Maslow's Hierarchy of Needs There is a hierarchy of five needs-physiological, safety, social, esteem an self actualization; each need is substantially satisfied, the next need becomes dominant. 2

3 Status Friendship Stability Bodily Criticisms needs Achievement Self Actualization Needs Esteem Needs Respect of others, and ego or status needs Social needs Belongingness, affection, friendship Safety needs Physiological needs Hunger, thirst, the activity, sleep, sex Challenging job Job Title Friends at work Pension Plans Base Salary 1. Theoretical difficulties 2. Not research based 3. Superfluous classification scheme: The model is based more on wisher of what an 'SHOULD BE' rather than what he 'ACTUALLY' is. 4. Individual difference High order needs Low order needs 2. X and Y (Douglas McGregor) X The assumptions that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform. Y The assumption that employees like work, are creative, seek responsibility and can exercise self direction. Assumption of X 1. Employees inherently dislike work and, wherever possible, will attempt to avoid it. 2. Since employee dislike work, they must be coerced, controlled, or threatened punishment to achieve goals. 3. Employees will avoid responsibility and seek formal direction whenever possible 4. Most workers place security above all other factors associated with work and will display little ambition. Assumption of Y 1. Employees can view work as being a natural as rest play 2. People will exercise self-direction and self-control if they are committed to the objectives. 3. The average person can learn to accept, even seek responsibility. 3

4 4. The ability to make innovative decision is widely dispersed throughout the population and is not necessarily the sole province of those in management positions. 3. Hertzberg's Motivation-Hygiene (Duel Factor ) Hygiene Factors (Intrinsic) (dissatisfiers) - These factors are necessary to avoid dissatisfaction. a. Company policy and administration b. Technical supervision c. Interpersonal relations with superiors, peers and subordinates d. Salary e. Job Security f. Personal life g. Work conditions h. Status Motivational Factors a. Achievement b. Recognition c. Work itself d. Responsibility e. Advancement f. Growth Contrasting views of Satisfaction Traditional View Satisfaction Dissatisfaction Herzberg's view Motivators Satisfaction No satisfaction Hygiene Factors No dissatisfaction Dissatisfaction Criticisms 1. The procedure that Hertzberg used is limit by its methodology. When things are going well, people tend to take credit themselves. They blame failure on the extrinsic environment. 2. The reliability of Hertzberg's methodology is questioned. 3. No overall measure of satisfaction was used. 4. The theory is inconsistent with previous research. It ignores situational variables. 5. No relationship between satisfaction and productivity. 4

5 Comparisons between Hierarchy of Needs and Motivation-Hygiene 4. ERG (Clayton Alderfer) - There are three groups of core needs: existence, relatedness and growth. Existence (Physiological and safety needs) Relatednes s (Social needs) Growth (Esteem, Self actualization needs) ERG argues that satisfied lower-order needs lead to desire to satisfied higher-order needs; but multiple needs can be operating as motivators at the same time, and frustrations in attempting to satisfy a higher-level need can result in regression to a lower level need. 5

6 5. McClelland's Need Achievement (David McClelland) 1. Need for achievement( nach) - The desire to accomplish a goal or task more effectively than the past-personal responsibility etc. 2. Need for affiliation (naff) - The desire for human companionship and acceptance (social interaction, offer opportunities to make friends 3. Need for Power (npow) - The desire to be influential in a group and to control one's environment. (supervisory positions) 6. Equity (J Stacy Adams) Equity theory suggests that people are motivated to seek social equity in the rewards they receive for performance. An employee selects adds to the complexity of equity theory. There are four referent comparisons that an employee can use: 1. Self-inside : An employee's expectations in a different position inside his or her current organization 2. Self-outside : An employee's experiences in a situation or position outside his or her current organizations. 3. Other-inside : Another individuals or group of individuals inside the employees organization. 4. Other-outside : Another individual or group of individuals outside the employee's organization. The equity comparison process Outcomes (Self)? Inputs (Self) = Outcomes (Others) Input (Others) When employees perceive an inequity, they can be predicted to make one of six choices: 1) Change their inputs-effort 2) Change their outcomes-result (product) 3) Distort perception of self 4) Distort perception of others 5) Choose different referent 6) Leave the field/quit job 6

7 7. Expectancy (Victor Vroom) A theory of motivation that suggests that motivation depends on two things, how much we want something and how likely we think we are to get it. E P P O Valence Individual Effort Individual Organization 1 Performance 2 al Resources 3 Personal Goals Motivation = Expectancy X Valence 1. Effort-to-performance expectancy relationship 2. Performance -to-outcome (Reward) relationship 3. Rewards -to-personal goals relationship Valence = Outcome Recap of Motivational Theories Hierarchy of Needs X- Y Motivation- Hygiene ERG Need Achievement Equity Expectancy Individual Abraham Maslow Douglas McGregor Frederick Hertzberg Clayton Alderfer David McClelland J. Stacey Adams Victor Vroom Summary Five needs in an hierarchical order from lowest to highest: physiological, safety, social, esteem, self actualization. An individual moves up the hierarchy and, when a need is substantially realized, moves up to the next need. Proposes two alternative sets of assumptions that managers hold about human beings' motivation-one basically negative, labeled X; and the other basically positive, labeled Y. McGregor argues that Y assumptions are more valid that X and that employee motivation would be maximized by giving workers greater job involvement and autonomy Argues that intrinsic job factors motivate whereas extrinsic factors only placate employees. There are three groups of core needs: existence, relatedness and growth. Existence: Physiological and safety needs Relatedness: Social needs Growth: Esteem, Self actualization needs Proposes that there are three major needs in workplace situations: achievement, affiliation and power: A high need to achieve has been positively related to higher work performance when jobs provide responsibility, feedback, and moderate challenge. An individual compares his or her input/outcome ratio to that of relevant others. If there is a perceived inequity, the individual will change his or her behaviour or compare themselves with someone else. Proposes that motivation is a function of valence (value) of the effort performance and the performance reward relationships. 7