MOTIVATION MOTIVATION AND PERFORMANCE This is decision making process through which individuals choose the desired outcome

and apply the right behavior to achieve them In motivation managers control work environment, rewards and sanctions to encourage behaviour and performance Advantages of Motivation - Encouragement to better performance while complying with rules and procedures - Adds value to organization through employee commitment in creativity to methods of operations - Provides job satisfaction Problems with Lack of Motivation - Increased labour turnover - Absenteeism - Reduced up ward communication - Increased disputes and grievances - Restricted output quality/quantity as sabotage REWARDS AND INCENTIVES IN MOTIVATION A reward a token given in recognition of contribution to success TYPES OF REWARDS Extrinsic Rewards - These are rewards which are not directly related to the job performed - Depends on decision of others - Includes pays cash benefits or cash incentives Intrinsic Rewards - Arise from the performance of work itself - Considered psychological - Include the satisfaction on the job complete QUALITIES OF REWARDS SYSTEM Should attract people to join Encourages consistency Maintain flexibility Foster innovation behavior Reflect job nature as priority and fair to all Motivates measure commitment and effort 1

TYPES OF MOTIVATION Positive: appeals to individual need to attain goals and satisfy wants Negative: appeals to individual to avoid and prevent unpleasant through threats of sanctions and pain THEORIES OF MOTIVATION These are ideas which try to explain motivation and how people can be motivated A. Content theories of motivation Considers that people are motivated by special needs 1. Maslow hierarchy of needs Unveils five human needs which may be arranged in a hierarchy Self-actualization Esteem needs Love / Social needs Safety needs Physiological need each need is dominant until satisfied Different needs cause different behaviour in different individuals

CRITICS OF MASLOWS Ignores the concepts of gratification where people ignores current suffering Empirical verification of the hierarchy is hard to gain Concentrated on western cultural values which are not transferable

b. MC CLELLARD NEED THEORY Discovered three motivating needs i. Need for power - People seek positions to influence and control others - Most common is a senior manager Need for affiliation - People need a sense of belonging and membership through maintaining good personal relationship. - Common at middle to lower levels 2

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Need for achievement - People under this need have a strong desire for success and fear of failure - Common in upper and middle levels

c. HENZBERGS TWO-FACTOR THEORY Interviewed engineers and accountants to assess critical condition that mode them feel good or bad Realized that a) People seek to avoid unpleasantness o Satisfied by hygiene factors o Its factors can be manipulated to prevent dissatisfaction and are temporary Hygiene factors Examples include; o Company policy and administration o Salary o Style of supervision and management o Interpersonal relation within team o Job security b) People seek growth and fulfillment o Satisfied by motivators o Actively creates job satisfaction and motivates to better effort and performance Motivating Factors include; - Recognition - Responsibilities - Challenging work - Achievement - Growth and development in the job - Concluded that satisfaction arises from the job - Satisfiers are wide range of rewards and working conditions CRITICISMS - Verification and proof of effects of motivating factors increasing productivity has been hard to find - Specific context of engineers and accountants cant be applied to other jobs - Based on a small sample B. PROCESS THEORIES OF MOTIVATION a. Vrooms expectancy theory Strength of motivation depends on level of expectation on results of effort contributes to achieving needs or goals V rooms theory may be stated as F= V x E 3

Where F Strength of a persons motivation (source motivation (force) strength of individuals preference for outcomes the chance probability that a particular action will lead to desired goals or outcome

Variance Expectancy

MANAGEMENT SYTLE AS A MOTIVATION a. Douglas Mc Gregors theory X and theory Y - Concluded that managers behave within two opposing philosophies Theory X - Embedded on that o Most people dislike work and responsibility and will avoid if possible o People must be forced, controlled, deducted and threatened with punishment for them to work with adequate effort - Under this theory manager supervise closely-apply detailed rules and controls with carol and stick Theory Y Suggest that work is just playing and resting and ordinary person does not inherently dislike work and can be a means of satisfaction Under theory Y Managers practice a democratic consultative type. b. Theory Z William Quchi - Developed a concept from Japanese and Western style - The theory was a characterized by a. b. c. d. Long term employment with slow progressing managerial career Broad concern for employee welfare within and within work content Implicit informal controls alongside explicit formed measures Collective decision making with individuals retaining accountability in respective areas e. Relations characterized of trust corporation and mutual adjective Culture as a motivation a. Excellence theory Peter and Waterman Employees can be driven to extra effort and loyalty through organization culture if o The course is perceived to be great Management reforming the greatest of work in term of quality and customer satisfaction o People are treated as winners Praising people and rewarding and recognition develop confidence o People are enabled to satisfy their needs 4

MONEY AS A MOTIVATOR Money in the form of pay is a powerful motivator and can be viewed as a basis for comparison or as a reinforcement The multiple meaning of pay can be related to motivation theory as examined in the following 1. Maslow Pay is unique in that it can satisfy all types of needs, directly in the use of lower needs, and other wise indirectly 2. Hertzberg Pay is normally viewed as hygiene factor, but it can e a motivator where it facial recognition for a job well done 3. Expectancy Theory Pay is only one of many work rewards that may be valued by individual at work when expectation is high pay can be a source of motivation 4. Equity Theory Pay is an object of social comparison and is a major reason for feeling inequity.