Motivation: MGMT 54-616 Dr. Araceli Hernandez

MGMT 54-616
DR. ARACELI HERNANDEZ

MOTIVATION
Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

MOTIVATION
The process of arousing and sustaining a goal directed

behavior.
Intensity Direction Persistence
In the workplace we will focus an organizational goals.

INTERNAL VS. EXTERNAL MOTIVATION

MOTIVATION
3.1. TRADITIONAL THEORIES OF

TRADITIONAL THEORIES
•Maslow’s Hierarchy of Needs Theory

•Alderfer ERG Theory
•McGregor’s Theory X and Theory Y
•McClelland’s Theory of Needs
•Herzberg’s Two-Factor Theory
MASLOW’S HIERARCHY OF NEEDS THEORY
Self-Actualization
Higher order
Internal Esteem
Social
Safety
Lower order
External
Physiological
ALDERFER’S ERG THEORY
Self-Actualization
G Growth
Esteem
Social Relatedness
R
E Existence
Safety
Physiological
MCGREGOR’S THEORY X AND THEORY Y
Self-Actualization
Workers are self directed
Enjoy work Esteem Theory Y
Accept responsibility
Social
Workers have little ambition Safety
Dislike work Theory X
Avoid responsibility Physiological
MCCLELLAND’S THEORY OF NEEDS
Socialized
Achievement Power Affiliation

• Excellence, • Make an impact, • Establishing and
competition, influence others, maintaining warm,
challenging goals, change people or close, intimate
persistence, events, make a relationships with
overcoming difficulties difference others
Personalized
NEED FOR ACHIEVEMENT
• People with a high need for achievement are likely to:

• Prefer to undertake activities with a 50/50 chance of success, avoiding very low- or high-risk situations
• Be motivated in jobs that offer high degree of personal responsibility, feedback, and moderate risk
• Not necessarily make good managers – too personal a focus. Most good general managers do NOT
have a high nAch
• Need high level of nPow and low nAff for managerial success
• Good research support, but it is not a very practical theory

HERZBERG’S TWO-FACTOR THEORY
Motivation factors
• Company policy and increase
administration job satisfaction
• Supervision
• Interpersonal relations
• Working conditions
Intrinsic and Related to

Extrinsic and Related to
• Salary • Achievement
• Status
Dissatisfaction
• Achievement recognition
Satisfaction
• Security • Work itself
• Responsibility
• Advancement
Hygiene factors • Growth
avoid • Salary?
job dissatisfaction
Key Point: Satisfaction and dissatisfaction are not opposites but separate constructs
OF MOTIVATION
3.2. CONTEMPORARY THEORIES

CONTEMPORARY THEORIES OF MOTIVATION
• Self-Determination Theory
• Equity Theory
• Organizational Justice theory
• Expectancy Theory
• Self-Efficacy Theory
• Goal-Setting Theory
• Management by Objectives (MBO)
Key:
provide
SELF-DETERMINATION THEORY extrinsic,
but make
People prefer to feel they have control over their actions, so anything that makes a sure they
previously enjoyed task feel more like an obligation than a freely chosen activity will feel in
undermine motivation. control of
Major Implications for Work Rewards their
behavior
• If something feels like an obligation it undermines intrinsic motivation.
• Best results if the organization’s goal is aligned with the self-interest because there is self-
concordance.
• Verbal rewards increase intrinsic motivation; tangible rewards may decrease intrinsic
motivation.
Needs:
Autonomous motivation
Competence If satisfied High quality performance
Autonomy
Wellness
Relatedness
Inequity
Tension
EQUITY THEORY
Motivation to Act

EQUITY THEORY
• Alter the person’s outcomes

• Alter the person’s inputs
• Alter the comparison other’s outcomes

• Alter the comparison other’s inputs
• Change who is used as a comparison other
• Rationalize the inequity

• Leave the organizational situation
ORGANIZATIONAL JUSTICE THEORY
Procedural
Justice
• Fairness of
outcome process
Distributive Interactional
Justice Justice
• Fairness of • Being treated
outcome with dignity and
respect
Organizational
Justice
VROOM’S EXPECTANCY THEORY
The strength of a tendency to act in a certain way depends on the strength of an
expectation that the act will be followed by a given outcome and on the
attractiveness of the outcome to the individual.
Expectancy of Instrumentality of Valuation of the
performance success in getting reward in
success reward employee’s eyes
Individual IndivIidual
Reward
effort performance
VROOM’S EXPECTANCY THEORY
Disbelief in a
relationship
between
performance
Disbelief in a and rewards
relationship Lack of desire
between effort for the rewards
and offered
performance
Motivational
problems
SELF-EFFICACY
An individual’s belief that he or she is capable of performing a task.
• Higher efficacy is related to:
• Greater confidence
• Greater persistence in the face of difficulties
• Better response to negative feedback (work harder)
Increased Confidence
Accomplishing Goal Higher Performance
Higher Self-Set Goal

INCREASING SELF-EFFICACY
• Enactive mastery
• “Practice makes perfect”
• Vicarious modeling
• Watching others perform the task
• Verbal persuasion
• Self-fulfilling prophecy
• Arousal
• Getting “psyched up”
LOCKE’S GOAL SETTING THEORY
Specific S
Measurable M
Effective
Attainable A
Goals
Relevant R
Time-Bound T
MANAGEMENT BY OBJECTIVES
Corporate goals are broken down into smaller, more specific goals at
each level of organization.
Four common ingredients to MBO programs:

• Goal specificity
• Participative decision making
• Explicit time period
• Performance feedback
HOW DO WE MOTIVATE PEOPLE
• Training
• Coaching
• Task assignments
• Rewards contingent on good performance
• Equality
• Rewards and fair pay

3.3. ENGAGEMENT

WORK ENGAGEMENT
Positive, fulfilling affective-motivational state of work related well-being
WHY DO WE CARE ABOUT WORK ENGAGEMENT
Positive, fulfilling affective-motivational state of work related

well-being
• High levels of energy and self-eficacy
• Enthusiastically involved in their work
• Absorbed in their work
• Create their own positive feedback
ENGAGEMENT
Engaged • Work is challenging

employees • Work is fun
Disengaged • Work is demanding

employees • Work is stressful
WHEN DO WE EXPERIENCE ENGAGEMENT
Job Demands
All physical, social or
organizational aspects that
require sustained effort
• Workload
• Time pressure
• Emotionally demanding
interaction
Job Resources
All physical, psychological, social or
organizational aspects of the job
that:
• functional in achieving work goals
• reduce job demands and the
associated physiological and
psychological costs
• stimulate personal growth and
development.
HOW DO WE INCREASE ENGAGEMENT
Balance job demands and job resources

Ensure the demands are not excessive
Provide job resources:
• Pay, security, career opportunities
• Supervisor support, work climate
• Role clarity, participation in decision making
• Skill variety, task identity, task significance, autonomy and feedback
Enhance personal resources
• Training coaching and mentorships
WORK ENGAGEMENT
loose track of time Overwhelmed,

and diminish their emotionally drained
response to and unable to meet
distractions demands
WHAT DO WE GET FROM ENGAGEMENT
Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010)

Job
demands
Job
Engagement Outcomes
resources • Performance
• OCB
Personal
resources Recovery
3.4. STRESS

STRESS
• Stress
• Unconscious preparation to fight or flee that a person experiences when faced
with any demand.
• Types of Stress
• Challenge Stressors
• Stress associated with workload, pressure to complete tasks, and time urgency
• Hindrance Stressors
• Stress that keeps you from reaching your goals, such as red tape
• Cause greater harm than challenge stressors
YERKES-DODSON LAW

SOURCES OF STRESS
WORK RELATED
• Task demands (change, lack of control, career progression, new technologies, time pressure)
Interpersonal demands (emotional toxins, sexual harassment, poor leadership)
• Role demands (role conflict, role ambiguity)
• Physical demands (extreme environments. strenuous activities, hazardous substances, global travel)
NON-WORK
• Home demands
• Personal demands
CONSEQUENCES
BENEFITS OF EUSTRESS COSTS OF DISTRESS

• Individual
• Psychological
• Performance • Medical
• Behavioral
• Organization
• Health • Participation
• Performance
• Less litigation
PREVENTION
• Organization
• Primary (diminish source of stress)
• Secondary (alter response to stress)
• Tertiary (heal stress)
• individual
• Gender
• Hardiness
• Self-reliance
• Type A, Type B
PERSONAL DIFFERENCES

Motivation: MGMT 54-616 Dr. Araceli Hernandez

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MGMT 54-616

DR. ARACELI HERNANDEZ

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

The process of arousing and sustaining a goal directed

In the workplace we will focus an organizational goals.

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

•Maslow’s Hierarchy of Needs Theory

Achievement Power Affiliation

• People with a high need for achievement are likely to:

• Good research support, but it is not a very practical theory

Intrinsic and Related to

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

• Alter the person’s outcomes

• Alter the comparison other’s outcomes

• Rationalize the inequity

Accomplishing Goal Higher Performance

Higher Self-Set Goal

Four common ingredients to MBO programs:

• Rewards contingent on good performance

• Rewards and fair pay

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

Positive, fulfilling affective-motivational state of work related

Engaged • Work is challenging

Disengaged • Work is demanding

Balance job demands and job resources

loose track of time Overwhelmed,

Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010)

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

BENEFITS OF EUSTRESS COSTS OF DISTRESS

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

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