Motivating Self and Others

Questions for Consideration:

What do theories tell us about motivating ourselves and others? How do we motivate for specific organizational circumstances and/or individual differences?

What is Motivation?

Motivation
The processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal

Intensity: how hard a person tries Direction: where effort is channeled Persistence: how long effort is maintained

Theory X and Theory Y

Theory X
The assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform.

Theory Y
The assumption that employees like work, are creative, seek responsibility, and can exercise self-direction.

Motivators

Intrinsic
A persons internal desire to do something, due to such things as interest, challenge, and personal satisfaction.

Extrinsic
Motivation that comes from outside the person, such as pay, bonuses, and other tangible rewards.

Needs Theories of Motivation

Maslows hierarchy of needs Herzbergs two factor theory (motivation-hygiene theory) Alderfers ERG theory McClellands theory of needs

Basic idea: Individuals have needs that, when unsatisfied, will result in motivation

Maslows Hierarchy of Needs

Physiological
includes hunger, thirst, shelter, sex and other bodily needs

Safety
includes security and protection from physical and emotional harm

Social
includes affection, belongingness, acceptance, and friendship

Esteem
includes internal esteem factors such as self-respect, autonomy, and achievement; and external esteem factors such as status, recognition, and attention

Self-actualization
the drive to become what one is capable of becoming; includes growth, achieving ones potential, and self-fulfilment

Herzbergs MotivationHygiene Theory

Hygiene factors - necessary, but not sufficient, for healthy adjustment

extrinsic factors; context of work

company policy and administration unhappy relationship with employee's supervisor poor interpersonal relations with one's peers poor working conditions

Motivators - the sources of satisfaction

intrinsic factors; content of work

achievement recognition challenging, varied or interesting work responsibility advancement

Contrasting Views of Satisfaction and Dissatisfaction

Traditional View
Satisfaction Dissatisfaction

Herzbergs View
Motivators

Satisfaction

No Satisfaction

Hygiene Factors No Dissatisfaction Dissatisfaction

Relationship of Various Needs Theories

Maslow
Self-Actualization

Alderfer

Herzberg

McClelland

Growth Esteem

Motivators

Need for Achievement

Need for Power Affiliation Security Existence Physiological Relatedness

Hygiene
Factors

Need for Affiliation

Summary of Needs Theories

Maslow: Argues that lower-order needs must be satisfied before one progresses to higher-order needs. Herzberg: Hygiene factors must be met if person is not to be dissatisfied. They will not lead to satisfaction, however. Motivators lead to satisfaction. Alderfer: More than one need can be important at the same time. If a higherorder need is not being met, the desire to satisfy a lower-level need increases. McClelland: People vary in the types of needs they have. Their motivation and how well they perform in a work situation are related to whether they have a need for achievement, affiliation, or power.

Process Theories of Motivation

Looks at the actual process of motivation

Expectancy theory Goal-setting theory

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 that outcome to the individual.

Expectancy Theory

Individual Effort

Individual Performance

Organizationa l Rewards

Personal Goals

1. Effort -performance relationship (expectancy) 2. Performance -reward relationship (instrumentality) 3. Rewards - personal goals relationship (valence)

Expectancy Relationships

The theory focuses on three relationships:

Effort-performance relationship

The perceived probability that exerting a given amount of effort will lead to performance. The degree to which the individual believes that performing at a particular level will lead to a desired outcome. The degree to which organizational rewards satisfy an individuals personal goals or needs and and are attractive to the individual.

Performance-reward relationship

Rewards-personal goals relationship

Maximizing Motivation Under Expectancy

If I give maximum effort, will I be able to accomplish the task expected of me? If I give maximum effort, will it be recognized by my manager and/or in my performance appraisal? If I receive a good performance appraisal, will it lead to organizational rewards? If Im rewarded, are the rewards ones that I find personally attractive?

Goal-Setting Theory

The theory that specific and difficult goals lead to higher performance.
Goals tell an employee what needs to be done and how much effort will need to be expended. Specific goals increase performance; difficult goals, when accepted, result in higher performance than do easy goals; and feedback leads to higher performance than does nonfeedback. Specific hard goals produce a higher level of output than does the generalized goal of do your best.

The specificity of the goal itself acts as an internal stimulus.

Management by Objectives

A program that encompasses

Specific goals Participative decision-making Explicit time period Performance feedback