What Is Motivation? Motivation works best when individual needs are compatible with organizational goals.

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1 7 Motivation 1

2 What Is Motivation? Motivation Is the result of an interaction between the person and a situation; it is not a personal trait. Is the set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal Energy: a measure of intensity or drive. Direction: toward organizational goals Persistence: exerting effort to achieve goals. Motivation works best when individual needs are compatible with organizational goals. 2 Source: Robbins, S.P., Coulter, M. (2009) Management 10 th ed., Pearson Education, Inc., Upper Saddle River, New Jersey

3 NEED SATISFACTION What leads to effort? Needs. Needs are the physical or psychological requirements that must be met to ensure survival and wellbeing Name some types of needs. Source: Williams, C. (2012) MGMT 4, Management, South-Western, Cengage Learning, USA 3

4 A BASIC MODEL OF WORK MOTIVATION AND PERFORMANCE Source: Williams, C. (2012) MGMT 4, Management, South-Western, Cengage Learning, USA 4

5 Maslow s Hierarchy of Needs 5 Source: Robbins, S.P., Coulter, M. (2009) Management 10 th ed., Pearson Education, Inc., Upper Saddle River, New Jersey

6 Early Theories of Motivation Maslow s Hierarchy of Needs Theory Needs were categorized as five levels of lower- to higher-order needs. Individuals must satisfy lower-order needs before they can satisfy higher order needs. Satisfied needs will no longer motivate. Motivating a person depends on knowing at what level that person is on the hierarchy. Hierarchy of needs Lower-order (external): physiological, safety Higher-order (internal): social, esteem, self-actualization No empirical support 6

7 Motivation and Needs Three-Needs Theory (McClelland) There are three major acquired needs that are major motives in work (not innate). Need for achievement The drive to excel and succeed High achievers avoid very easy and very difficult tasks Need for power The need to influence the behavior of others Need for affiliation The desire for interpersonal relationships 7 Source: Robbins, S.P., Coulter, M. (2009) Management 10 th ed., Pearson Education, Inc., Upper Saddle River, New Jersey

8 Motivation and Needs Frustration regression Source: 8

9 EXTRINSIC AND INTRINSIC REWARDS Extrinsic rewards are tangible and visible to others and are given to employees contingent on the performance of specific tasks or behaviors Intrinsic rewards are the natural rewards associated with performing a task or activity for its own sake 9

10 MOTIVATING WITH THE BASICS Ask people about their needs Satisfy lower-order needs first Expect people s needs to change After satisfying lower-order needs, give them opportunities for satisfying higher-order needs Source: Williams, C. (2012) MGMT 4, Management, South-Western, Cengage Learning, USA 10

11 Equity Theory 11 Source: Robbins, S.P., Coulter, M. (2009) Management 10 th ed., Pearson Education, Inc., Upper Saddle River, New Jersey

12 Equity Theory People will be motivated at work when they perceive that they are being treated fairly. Inputs are the contributions employees make to the organization. Inputs include education and training, intelligence, experience, effort, number of hours worked, and ability. Outcomes are the rewards employees receive in exchange for their contributions to the organization. Outcomes include pay, benefits, status symbols, and job titles and assignments. Referents are others with whom people compare themselves to determine if they have been treated fairly Source: Williams, C. (2012) MGMT 4, Management, South-Western, Cengage Learning, USA 12

13 Expectancy Theory States that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards 13 Source: Williams, C. (2012) MGMT 4, Management, South-Western, Cengage Learning, USA

14 Motivating with Expectancy Theory Find out what employees want from their jobs Link rewards to individual performance in a way that is clear and understandable to employees. Empower employees to make decisions if management really wants them to believe that their hard work and effort will lead to good performance. Source: Williams, C. (2012) MGMT 4, Management, South-Western, Cengage Learning, USA 14

15 Motivation and Behaviour Reinforcement Theory Assumes that a desired behaviour is a function of its consequences, is externally caused, and if reinforced, is likely to be repeated. Positive reinforcement is preferred for its long-term effects on performance Reinforcements are most effective if used immediately Ignoring undesired behavior is better than punishment which may create additional dysfunctional behaviors. 15 Source: Robbins, S.P., Coulter, M. (2009) Management 10 th ed., Pearson Education, Inc., Upper Saddle River, New Jersey

16 Motivation with Reinforcement Theory Identify, measure, analyze, intervene, and evaluate critical performance-related behaviors Don t reinforce the wrong behaviors Correctly administer punishment at the appropriate time Source: Williams, C. (2012) MGMT 4, Management, South-Western, Cengage Learning, USA 16

17 Goal-Setting Theory Proposes that people will be motivated to the extent they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement. Specific and challenging goals are superior motivating forces The specificity of the goal acts as an internal stimulus Motivation is maximized by difficult goals Performance feedback is information about the quality or quantity of past performance that indicates whether progress is being made toward the accomplishment of a goal. 17 Source: Robbins, S.P., Coulter, M. (2009) Management 10 th ed., Pearson Education, Inc., Upper Saddle River, New Jersey

18 Motivating with Goal-setting theory Assign specific, challenging goals Make sure workers truly accept organizational goals Provide frequent, specific, performancerelated feedback 18

19 Sources Williams, C., (2012) MGMT 4, South Western Robbins, S.P., Coulter, M. (2009) Management 10 th ed., Pearson Education, Inc., Upper Saddle River, New Jersey