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Motivation

Motivation is a psychological process through which unsatisfied wants or needs lead to drives that that are aimed at goals or

incentives

The Basic Motivation Process

Unsatisfied need

Drive toward goal to satisfy need

Attainment of goal (need satisfaction)

The Motivation Process


Unsatisfied Need Tension Drives Search Behavior Satisfied Need Reduction of Tension Cognitive Dissonance

Assumption of Content and Process


Content Theories Explain work motivation in terms of what arouses, energizes, or initiates employee behavior Process Theories Explain how employee behavior is initiated, redirected, and halted

Theories of Motivation
Content Theories
Herzbergs Motivations-Hygiene Factors Mazlows Hierarchy of Needs McClellands Need Theory Alderfer s ERG theory

Process Theories
Equity Theory Expectancy Theory Porter-Lawler Model Locke & Lathams Goal Setting Theory

Maslows Hierarchy of Needs


Lower Order Needs below line - Higher Order above line

Selfactualization Esteem Social

Safety Physiological

Abraham Maslow : Every person has five basic needs Physiological needs - food, clothing, shelter, and other basic physical

needs
Safety needs - desire for security, stability, and the absence of pain Social needs - need to interact and affiliate with others and the need

to feel wanted by others


Esteem needs - needs for power and status Self-actualization needs - desire to reach ones full potential by becoming everything one is capable of becoming Lower level needs must be satisfied before higher level needs become motivators Once satisfied, a need is no longer a motivator

Theory X and Theory Y Employer belief about employees


View of work

Theory X
Dislike and avoid it

Theory Y
As natural as rest or play

Ability to control
Attitude toward responsibility Attitude toward innovation

Must be coerced, controlled, and threatened Avoid it, seek formal direction

Exercise self direction and self-control


Accept it and even seek it

Management are not Security valued over ambition, so no desire to the only ones capable do anything new of innovation.

Alderfer's ERG Theory


An extension of Maslow's theory that proposes the existence of three needs as opposed to five.
Existence Needs: Desires for physiological
and material well-being. Relationship Needs: Desires for satisfying interpersonal relationships. Growth Needs: Desires for continued psychological growth and development.

Motivation-Hygiene Theory

Herzbergs Two Factor Theory Traditional View


Satisfaction Dissatisfaction

Two-Factor Theory
Absent (dissatisfaction) (hygiene factors) Present (no dissatisfaction)

Absent (no satisfaction)

(motivators)

Present (dissatisfaction)

Theory that holds there are two sets of factors that influence
job satisfaction
Motivators Job content factors which include achievement, recognition, responsibility, advancement, and the work itself Produce satisfaction but not dissatisfaction Hygiene factors Job context variables that include salary, interpersonal relations, technical supervision, working conditions, and company policies and administration
Produce dissatisfaction but not satisfaction

Theory has been criticized for a variety of reasons

McClelland's Theory of Needs Need for achievement The desire to do something better or more efficiently, to solve problems, or to master complex tasks. Personal responsibility Feedback

Moderate risk (50% chance)

Need for power The desire to control other persons, to influence their

behavior, or to be responsible for other people. A finer


distinction can be made between:
The need for Personal Power and, The need for Social Power

Need for affiliation


The desire to establish and maintain friendly and warm

relations with other persons.

Vroom s Expect ancy Theory Postulates that motivation is influenced by a persons belief that effort will lead to performance, performance will lead to specific outcomes, and that these outcomes are valued by the individual
Vroom suggests that the motivation to work depends on the relationships between the following three expectancy factors:
Valence
Instrumentality Expectancy

Vroom s Expect ancy Theory


Expectancy: A person's belief that working hard will

result in a desired level of task performance. Instrumentality: A person's belief that successful task
performance will be followed by rewards and other potential outcomes. Valence: The value a person assigns to possible rewards and other work-related outcomes

Vrooms Expectancy Theory Contd..


Theory implies that for motivation to be high, Expectancy, Instrumentality and V alence must be high. Motivation = Expectancy x Instrumentality x Valence A zero at any location on the right side of the equation will result in zero motivation.

Goal Setting Theory

Focuses on how individuals go about setting goals and responding to them and the overall impact of this process on motivation Theory has received limited support, especially in collectivist settings and cultures
Set specific, difficult, but achievable goals Provide feedback on goal achievement, preferably self generated

Ensure individual commitment to goal

Equity Theory

Focuses on how motivation is affected by peoples perception of how fairly they are being treated Asserts that when people believe that they have

been treated inequitably in comparison to others,


they eliminate the discomfort and restore equity. Compare ratio with that of relevant others Make choices based on perceived level of inequity

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