LO2 Evaluate how to motivate individuals and teams to achieve a goal

Motivation

 Motivation is the word derived from the word ’motive’ which means needs,
desires, wants or drives within the individuals. It is the process of stimulating
people to actions to accomplish the goals. In the work goal context the
psychological factors the people’s behavior can be -
 desire for money
 success
 recognition
 job-satisfaction, etc.
 Motivation is why a person acts or behaves in a particular way.
It also drives people’s willingness and desire to do something.
When there is motivation, there is enthusiasm. Motivation is an internal phenomenon, i.e., it is
within us. It drives us to behave and act in certain ways.
 In the world of business and management, motivation has a specific meaning. It is all about the
factors that encourage individuals to be continually committed and interested in their jobs.
 Motivational factors help people push themselves to reach a goal or objective.
Maslow's hierarchy of needs

 Maslow's hierarchy of needs is a theory in psychology proposed by Abraham

Maslow in his 1943 paper "A Theory of Human Motivation" in Psychological
Review. Maslow subsequently extended the idea to include his observations of
humans' innate curiosity
 Maslow's hierarchy of needs is a motivational theory in psychology
comprising a five-tier model of human needs, often depicted
as hierarchical levels within a pyramid. ... From the bottom of
the hierarchy upwards, the needs are: physiological, safety, love and
belonging, esteem, and self-actualization.
 physiological needs: are those needs required for human survival such as
air, food, water, shelter, clothing and sleep.
 Safety needs include those needs that provide a person with a sense of
security and well-being. Personal security, financial security, good health and
protection from accidents, harm and their adverse effects are all included in
safety needs
 Social needs, also called love and belonging, refer to the need to feel a
sense of belonging and acceptance. Social needs are important to humans so
that they do not feel alone, isolated and depressed. Friendships, family and
intimacy all work to fulfill social needs
 Esteem needs refer to the need for self-esteem and respect, with self-
respect being slightly more important than gaining respect and admiration
from others.
 Self-actualization needs describe a person's need to reach his or her full
potential. The need to become what one is capable of is something that is
highly personal.
Identify early theories of motivation and
evaluate their applicability today
 Theory X assumptions are basically negative.
 Employees dislike work and, whenever
possible, will attempt to avoid it.
 They must be , controlled, or threatened
with punishment.

 Theory Y assumptions are basically positive.

 Employees can view work as being as natural
as rest or play.
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Herzberg’s motivation-hygiene theory

 The two-factor theory (also known as Herzberg's motivation-hygiene

theory and dual-factor theory) states that there are certain factors in the
workplace that cause job satisfaction while a separate set of factors cause
dissatisfaction, all of which act independently of each other.
 Herzberg's Two-Factor Theory of Motivation. In 1959, Frederick Herzberg, a
behavioural scientist proposed a two-factor theory or the motivator-hygiene
theory. ... In other words, hygiene factors are those factors which when
adequate/reasonable in a job, pacify the employees and do not make them
dissatisfied.
Identify early theories of motivation
and evaluate their applicability today
 McClelland’s Theory of Needs
The theory focuses on three needs:
achievement, power, and affiliation.

 Need for achievement need (nAch)

 The drive to excel, to achieve in relation to a
set of standards, to strive to succeed.

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Identify early theories of motivation and
evaluate their applicability today
 Need for achievement predicted Relationships
With a high degree of personal responsibility and
feedback and an intermediate degree of risk, high
achievers are strongly motivated.
A high need to achieve does not necessarily make
someone a good manager, especially in large
organizations.

Needs for affiliation and power tend to be closely related

to managerial success.
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Identify early theories of motivation
and evaluate their applicability today
 Need for power: The need to make others behave in a way that they would
not have behaved otherwise.
Individuals high in nPow enjoy being “in
charge.”
Strive for influence over others.
Prefer to be placed into competitive and
status-oriented situations.

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Identify early theories of motivation and
evaluate their applicability today
 McClelland’s theory has had the best support.
 It has less practical effect than the others.
 Because McClelland argued that the three
needs are subconscious—we may rank high on
them but not know it—measuring them is not
easy.
 However, the process is time consuming and
expensive, and few organizations have been
willing to invest in measuring McClelland’s
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 Apply the predictions of self-
determination theory to intrinsic and
extrinsic rewards
 Proposes that people prefer to feel they have control over their actions.
 Research on self-determination theory has focused on cognitive evaluation
theory.
 People paid for work feel less like they want to do it and more like they have
to it.
 Proposes that in addition to being driven by a need for autonomy, people
seek ways to achieve competence and positive connections to others.

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 Apply the predictions of self-
determination theory to intrinsic and
extrinsic rewards
 Extrinsic rewards used as payoffs for performance, employees feel they are
doing a good job.
 Eliminating extrinsic rewards can also shift an individual’s perception of why she
works on a task from an external to an internal explanation.
 Self-determination theory acknowledges that extrinsic rewards can improve
even intrinsic motivation under specific circumstances.

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 Apply the predictions of self-
determination theory to intrinsic and
extrinsic rewards
 Self-determination theory suggestions for providing rewards.
 Asenior
sales representative may be motivated by
a commission.
A computer programmer who values writing code
because she likes to solve problemsmight react
negatively to having to write a certain number of
lines of code every day.

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 Apply the predictions of self-
determination theory to intrinsic and
extrinsic rewards
 Implications
 For individuals, it means choose your job for
reasons other than extrinsic rewards.
 For organizations, it means managers should
provide intrinsic as well as extrinsic incentives.

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 Understand the implications of employee
engagement for management

 Job engagement, the investment of an employee’s physical, cognitive, and

emotional energies into job performance.
 Many studies attempt to measure this deeper level of commitment.
 Academic studies have also found positive outcomes.

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 Understand the implications of employee
engagement for management

 One key to increasing job engagement is the degree to which an employee

believes it is meaningful to engage in work.
 Another factor is a match between the individual’s values and the
organization’s.
 Leadership behaviors that inspire workers to a greater sense of mission.

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Foundations of Individual Behavior

 Biographical Characteristics and Ability

 Learning
 Attitudes and Job Satisfaction
 Personality
 Perception and Individual Decision Making
 Motivation
What Causes Job Satisfaction?
Intrinsic motivation theory

 Intrinsic motivation is the act of doing something without any obvious

external rewards. You do it because it’s enjoyable and interesting, rather
than because of an outside incentive or pressure to do it, such as a reward or
deadline.
 An example of intrinsic motivation would be reading a book because you
enjoy reading and have an interest in the story or subject, rather than
reading because you have to write a report on it to pass a class.
Extrinsic Motivation

 Extrinsic motivation occurs when we are motivated to perform a behavior or

engage in an activity to earn a reward or avoid punishment. In this case, you
engage in a behavior not because you enjoy it or because you find it
satisfying, but in order to get something in return or avoid something
unpleasant.

 The primary difference between the two types of motivation is that extrinsic
motivation arises from outside of the individual while intrinsic motivation
arises from within
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Hard skills and Soft skills

 Hard skills are teachable and measurable abilities, such as writing, reading,

math or ability to use computer programs.

 soft skills are the traits that make you a good employee, such as
 communication and listening, getting along with other people.