Professional Documents
Culture Documents
Motivation
Motivation
Motivation
What Is Motivation?
Direction
Intensity
Persistence
Drives
Satisfied Need
Internal
Observable externally
Internal
Characteristics of Motivation
1. Motivation is an internal feeling (Based on his needs in his mind). 2. Person in totality, not in part is motivated (Person having organisational commitment). 3. Motivation is the product of anticipated values (The person feels that the goal is realistic).
Theories of Motivation
Major Theories. Maslows, ERG McClellands Hertzbergs Theory X and Y Expectancy Goal Setting Equity
Higher-Order Needs Needs that are satisfied internally; social, esteem, and self-actualization needs.
Self-actualization: The drive to become one is capable of becoming; includes growth, achieving ones potential, and self-fulfillment.
becomes the primary motivator Satisfaction-progression process Satisfaction of one need level may not decrease it importance and increase importance of next need level. Needs vary according to: A persons career stage. Organizational size. Geographic location.
ERG Theory
Developed by Clayton Alderfer. Collapses Maslows five categories into three
nPow
nAch
nAff
Alderfer
Growth
McClelland
Need for Achievement Need for Power
Existence
setting.
Improving hygiene factors prevent people
Salary?
High
Job Satisfaction
Theory Y
Assumes that employees like work, seek responsibility, are capable of making decisions, and exercise self-direction and self-control when committed to a goal.
Theory X
Managers See Workers As
Theory Y
Managers See Workers As
Expectancy Theory
Developed by Victor Vroom. A persons motivation is a multiplicative
function of:
Expectancy. Instrumentality Valence.
Expectancy Theory
Expectancy. The probability assigned by an individual that work effort will be followed by a given level of task accomplishment. Instrumentality. The probability assigned by the individual that a given level of achieved task performance will lead to various work outcomes. Valence. The value attached by the individual to various work outcomes.
Effort Effort
Performance
Reward
Expectancy Theory
Individual Effort
Individual Performance
Organizational Rewards 3
Expectancy Theory
Expectancy: Belief that effort leads to a specific level of performance Instrumentality: A performance perception. outcome
Factors influencing the goals performance relationship: Goal commitment, adequate selfefficacy, task characteristics, and national culture.
Goal-setting theory
Motivation occurs if individuals clearly know what to do, how to do it, when, etc. Goals are a potent motivating force Specific goals lead to increased performance, vague goals dont Challenging goals, when accepted, result in higher output than easy goals Goals are more easily achieved if there is feedback on progress made Holding ability and acceptance constant; the more difficult the goals, the higher the level of performance Goals can be a major source of work motivation
Insights from Goal-Setting Theory Goal Difficult Goals Lead to Higher Performance. - Easy goals produce low effort because the goal is too easy to achieve. - Impossible goals ultimately lead to lower performance because people begin to experience failure. Specific Difficult Goals Lead to Higher Performance for Simple Rather Than Complex Tasks. - Goal specificity pertains to the quantifiability of a goal. - Specific difficult goals impair performance on novel, complex tasks when employees do not have clear strategies for solving these types of problems. Feedback Enhances The Effect of Specific, Difficult Goals. - Goals and feedback should be used together.
Insights from Goal-Setting Theory Goal Participative Goals, Assigned Goals, and Self-Set Goals SelfAre Equally Effective. - Managers should set goals by using a contingency approach. Different methods work in different situations. Goal Commitment and Monetary Incentives Affect GoalGoalSetting Outcomes. - Difficult goals lead to higher performance when employees are committed to their goals. - Difficult goals lead to lower performance when employees are not committed to their goals. - Goal based incentives can lead to negative outcomes for employees in complex, interdependent jobs requiring cooperation.
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Equity Theory
J. Stacy Adams. People gauge the fairness of their work outcomes in
relation to others.
Perceived inequity occurs when there is an
motivated to remove the discomfort. (Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities)
Equity Theory
Perceived Ratio Comparisona
Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A > = < Outcomes B Inputs B Outcomes B Inputs B Outcomes B Inputs B Inequity (Over-Rewarded) Equity
Employees Assessment
Inequity (Under-Rewarded)