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Chapter
Motivation Concepts
What Is Motivation?
Motivation
Motivation is the process that account for an individuals intensity, direction, and persistence of effort toward attaining a goal.
Key Elements 1. Intensity: How hard a person tries 2. Direction: Toward beneficial goal 3. Persistence: How long a person tries
What Is Motivation?
Direction
Intensity
Persistence
Higher-Order Needs
Needs that are satisfied internally; social, esteem, and self-actualization needs
Self Esteem
Social
Safety Physiological
Since employees dislike work, they must be forced, controlled, or threatened to achieve goals: Authoritarian Management' Style
Employees will apply self-control and self-direction in the pursuit of organisational objectives, without external control or the threat of punishment: Participative Management Style'
Theory X
Managers See Workers as
Theory Y
Managers See Workers as
Separate Constructs
Hygiene Factors Extrinsic and Related to Dissatisfaction Motivation Factors Intrinsic and Related to Satisfaction
Growth
Herzberg Application
When hygiene factors are adequate, people will not be dissatisfied; neither they will be satisfied If we want to motivate people on their jobs, we should stress on the factors that are associated to the work itself or with outcomes directly derived from it, such as promotional opportunities for growth, recognition
Bottom Line Individuals have different levels of needs in each of these areas, and those levels will drive their behavior and explain how they should be motivated.
High achievers are strongly motivated when jobs have a high degree of personal responsibility and feedback and an intermediate degree of risk.
Hint: For this theory, think about how fun it is to read in the summer, but once reading is assigned to you for a grade, you dont want to do it!
But, the relationship between goals and performance will depend on: Goal commitment I want to do it & I can do it Participation in goal setting will ideally increase commitment.
Cascading of Objectives
What Is MBO?
Management by Objectives (MBO)
A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress
Key Elements
1. Goal specificity 2. Participative decision making
Goal Specificity
Goal Difficulty Feedback Participation
Yes
Yes Yes Yes
Yes
Yes Yes No (qualified)
Self-Efficacy Theory
The self efficacy theory refers to an individuals feeling that s/he can perform a task (e.g. I know I can!) Enhances probability that goals will be achieved
The Humber Rescue team illustrate the importance of enactive mastery in increasing self- efficacy. The River Humber in the North of England is said to be one of the
Reinforcement Theory
Argues that behavior is a function of its consequences
Assumptions:
Behavior is environmentally caused.
Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated.
Equity Theory
Equity Theory
Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.
Referent Comparisons:
Self-inside: An employees experience in a different position inside his present organization. Self-outside: An employees experience in a different position outside the present organization. Other-inside: Another employee or group of employees inside the employees present organization. Other-outside: Another employee or employees outside the employees present organization.
Expectancy Theory
Currently, one of the most widely accepted explanations of motivation is Victor Vroom's expectancy theory. Essentially, the expectancy theory argues that 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. It includes three variables or relationships: 1. Attractiveness: the importance that the individual places on the potential outcome or reward that can be achieved on the job. This considers the unsatisfied needs of the individual.
2. Performance-reward linkage: the degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome. 3. Effort-performance linkage: the probability perceived by the individual that exerting a given amount of effort will lead to performance.
Bottom Line
All three links between the boxes must be intact or motivation will not occur. Thus,
Individuals must feel that if they try, they can perform and If they perform, they will be rewarded and When they are rewarded, the reward will be something they care about.