MOTIVATION. Definition of Motivation The will to achieve. Factor that cause, channel & sustain an individual s behavior (Stoner).

Transcription

1 Definition of Motivation The will to achieve MOTIVATION Factor that cause, channel & sustain an individual s behavior (Stoner). The willingness to put forth effort in the pursuit of organizational goals (Mondy). The forces acting upon or within a person that cause that person to expend effort to behave in a specific, goaldirected manner (Lewis, Goodman & Fandt). Why Motivation Importance? i) To attract people to join organization and remain in it. ii) To induce employees to exert energy and effort at an acceptable rate. iii) To maintain and develop organization s human resources. iv) Human must be interested to work with full dedication and not only obligation. v) Task or job done must be deal with full of sense of responsibilities. vi) Must be creative, spontaneous and innovative. Basic Motivation Process Motivation combines with ability to result in performance; that is, Motivation X Ability = Performance Ability include: i) Mental skills ii) Mechanical skills iii) Psychomotor skills 1

2 Basic values of motivation Diagram 7.1 : The Motivation Process Unfulfilled Needs Search Behavior Satisfaction of Needs Rewards (Reduction of tension) Source: J. Dubrin, Andrew, Essential of Management, 2 nd ed. Needs especially those unfulfilled ones are drives or forces that will initiate certain behavior in individuals. The unfulfilled needs often create tension in individuals. To reduce the amount of tension or anxiety in them, individuals often engage in certain behavior. This behavior will then help those individuals to satisfy their earlier unfulfilled needs. Those individuals will feel rewarded and thus reduced their amount of tension and anxiety. 2

3 Major Approaches to Motivation Approach Contents Theory Process Theory Theories i. Maslow s Theory of Hierarchy Needs i. Expectancy Theory ii. Herzberg s Two ii. Equity Theory Primary concern iii. Factor Theory Theory X & Theory Y (Mc Gregor) iv. Atkinson and Mc Clelland Concern with what motivates people. MOTIVATION THEORIES i) Content Theory This theory tells us what people need require living fulfilling lives, particularly with regard to work. Need is any physiological or psychological deficiency that an individual feels some compulsion to eliminate. Need vary among individuals. This is because people are different in nature. a) Abraham Maslow s Need Hierarchy iii. Reinforcement Theory Concern with how people are motivated. High Self-Actualization Need Self-Esteem Need Social Need Safety Need Low Physiological Need Source: Arthur G. Bedian (1993), Management, The Dryden Press, Orlando, Page 441 3

4 Introduced by Abraham Maslow. Maslow states that all people possessed a set of five needs in them. These five needs are arranged in a hierarchical order. Physiological Need These needs are our most basic needs. These needs are necessary for our survival. Examples of these needs are basic requirement for food, water and shelter from the environment Safety Need This is the second level of needs. This set of needs deals with our physical and psychological safety from external threats. Examples; job security, freedom from threats and a need for clearly defined regulations Social Need This is the third level of needs. Social need is the need for companionship or personal sense of belonging, desire for friendship and love. Example; need to love somebody as well as the need for social interaction Self-Esteem Need This is the fourth level of need. It is also known, as growth need. Needs for personal feelings of achievement and self-worth. Examples; respect from other, opportunities for advancement, recognition achievement as well as prestige and status. Self-Actualization Need The fifth level of need is the self-actualization needs. It is also one of the higher order needs. It comprises needs for the development of one s full potential or the realization of one s own potential. Needs for self-fulfillment and the opportunity to achieve one s potential. 4

5 5 Needs Means Examples Self-Actualization Need i. Opportunities for achievement. ii. Encouragement of creativity. iii. Chance for advancement. iv. Autonomy. v. Challenging job - Realization of one s potential - Creativity - Interdependence - Self-expression Self- Esteem Need i. Promotions ii. Praise iii. Name in newsletter iv. Private office v. Job title - Recognition - Respect, sense of accomplishment - Responsibility Social Need i. Sponsor athletic teams ii. Permit informal group activities iii. Encouragement iv. Develop professional friendship v. Hold office parties - Friendship - Group membership - Affection - Acceptance - Interaction with others Safety Need i. Medical insurance ii. Guaranteed compensation iii. Retirement plan iv. Safe working conditions v. Job security - Security - Stability - Freedom from fear or threat - Avoidance of pain - Peace Physiological Need i. Adequate salary ii. Comfortable working conditions iii. Free meals iv. Clothing allowance v. Company housing - Sleep - Rest - Food - Air - Water - House 5

6 b) Herzberg s Two Factor Theory In the late 1950s, Frederick Herzberg and his associates conducted a study of the job attitudes of 200 engineers and accountants. Herzberg placed responses in one of 16 categories were consistently related to job satisfaction and dissatisfaction. This theory was termed the tow-factor theory: - i) Hygiene factor (Dissatisfiers) It is associated with the working setting of an individual, often called jib context. Hygiene factor causes feeling of job dissatisfaction. Including salary, working conditions, company policy, security and relationship with supervisors. Hygiene leading to job dissatisfaction It is associated with the work setting of an individual called job context. Job Context Company policies and administration Supervision Relations with peers Relations with supervisor / boss Relations with workers Working conditions Pay Job security Status ii) Motivating Factor (Satisfiers) Satisfier related to the job content of individuals. Satisfier factor causes feelings of satisfaction. Including achievement, recognition, responsibility and advancement all related to the job content and the rewards of work performance. Motivators leading job satisfaction Factors that related to the job content of individuals 6

7 Job Content Achievement Recognition Work Itself Responsibility Advancement Personal Growth c) Douglas McGregor s Theory This theory was developed by Douglas Mc Gregor. This theory describes the views or perception of manager with regard to their employees. This perception and views are termed Theory X and Theory Y. Theory-X Theory-Y By nature, lacking of ambition. Dislike responsibility / irresponsible Passive and resistant to change. Willing to work; work is as natural as play or rest. Satisfaction through work. Assume responsibility. Inherently disliking work Avoiding work whenever possible Feeling that work is of secondary importance Preferring to be led than to lead Having to be pushed by managers o work. Readiness to direct behavior toward organizational goals. Capable of directing themselves (selfdirection) Capable of self-control Frequently using imagination, ingenuity and creativity in accomplishing 7

8 Theory-X Theory X has a pessimistic view of motivation with regard to employee. In order to make sure that their employees do their work, managers have to apply the autocratic style of leadership where the employees have to be constantly directed and controlled. Coercive power will be used. Theory-Y Theory Y is optimistic. To ensure high job performance, managers need only to apply the participative style of leadership, where employees are allowed more participation, freedom and responsibility in their work. The Theory Y manager will delegate the authority and he allows employees to participate in decision-making. Greater job autonomy and task-variety is offered to employees. d) McClelland s Achievement Motivation Theory Proposed by David McClelland and J.W. Atkinson. Achievement, power and affiliation are three important needs that help to understand motivations: i. Need for Achievement The drive to excel, to achieve in relation to a set of standards, to strive & to succeed. ii. Need for Power The need to make others behave in away that they would not have behaved otherwise. iii. Need for Affiliation The desire for friendly and close interpersonal relationship. 8

9 ii) (a) Process Theory Porter-Lawler Model Process theory of motivating addresses the thought process through which individuals give meaning to rewards that will allow them to influence their behavior. In other words, process theory explains how individuals are motivated or the steps that occur when individuals are motivated. This model explains why some people choose to invest more or less effort in their work. It called equity theory because it deals with how we determine the equitability of our work-reward relationship with our employer. Value of reward 1 Abilities & Trails 4 Perceived equitable rewards 8 Effort 3 Performance (accomplishm ent) 6 Intrinsic rewards 7a Extrinsic rewards 7b Satisfaction 9 Perceived Effort reward probability 2 Role perceptions 5 Source: Terry and Franklin (1982), Principles of Management, 8 th Richard D. Irwin, pg. 316 Edition, 9

10 According to this model, there are 2 major influence on work effort (Box 3): i. the employee s personal estimate of the probability that a given level of effort will lead to a reward (Box 2) ii. the degree to which the likely rewards are of any personal value to the workers (Box 1) Two major influences on the employee s expectation that effort will lead to performance (Box 6) & the degree to which the employee feels that he/she has the abilities / trails to perform well (Box 4). Role perception (Box 5) refers to how well that employee fells that he/she understands the nature of the job. Extrinsic rewards (Box 7b) Example: base pay, incentive pay, job status, employee benefits, promotion & gift of any kind. It should represent a variety (something of everybody) & should be contingent upon performance. Personal activities associated with extrinsic reward: formal compensation programs, promotion policies, seniority and collective bargaining activities. Intrinsic rewards (Box 7a) Those rewards that are provided directly to the employee as a function of performing the job. Example: feelings of accomplishment for a job well done, feelings of satisfaction for succeeding at a task The value on these rewards will be based on our perception of how equitable they are & to what extent they can satisfy our needs. 10

11 Implications: Employers should create an environment where employees know what is expected of them, believe that they are capable of accomplishing what is expected, feel that their personal effort will affect valued & equitable rewards for their performance efforts. b) Reinforcement Theory Associated with the psychologist B.F. Skinner and other, shows how the consequences of past behavior affect future actions in a cyclical learning process. This process may be expressed as follows: Response Consequences Future Response The individual s own voluntary behavior (response) to a situation or event (stimulus) is the cause of specific consequences. If those consequences are positive, the individual will in the future tend to have similar responses in similar situations. If those consequences are unpleasant, the individual will tend to change his or her behavior in order to avoid them. According to this theory, a person is motivated when he or she responds to stimuli in consistent patterns of behavior over time. 11