MOTIVATION THEORIES

MOTIVATION
not demonstrated by people but interpreted by their behavior. Whatever influences our choices and creates direction, intensity and persistence in behavior (Hughes, Ginnett & Curphy, 1999; Kanfer, 1990) process that occurs internally to influence and direct our behavior in order to satisfy needs (Lussier, 1999)

2 types of motivation theory

Content Motivation Theories Maslows Hierarchy of Needs Aldefers expectancy-relatedness-growth theory Herzbergs two-factor theory McClellands manifest needs theory & model of achievement, power and affiliation Process Motivation Theories Expectancy Theory Equity theory

MASLOWS HIERARCHY O NEEDS

Motivationbegins when a need is not met. developed by Abraham H. Maslow (1970) most well-known theories of Motivation shows how an individual is motivated Five different levels in Maslows Hierarchy of Needs Physiological Needs Security Needs Social Needs Esteem Needs Self-actualizing Needs

TWO FACTOR THEORY

theory developed by Frederick Herzberg (1968) the theory states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction. Two sets of factors 1. Maintenance or hygiene factors 2. Motivation factors

THEORY X & THEORY Y

developed by Douglas McGregor represent two sets of assumptions about human nature and human behavior that are relevant to the practice of management. Two different ways to motivate or influence others based on underlying attitudes about human nature

Theory X employees prefer security, direction and minimal responsibility - coercion, threats or punishment are necessary because people do not like their work to be done -employees are not able to offer creative solutions to help the organizations advance

Theory Y people enjoy their work -can show self-control and discipline -able to contribute creatively -motivated by ties to the group, organization and work itself -guide for managers to take advantage of the potential of each person

THEORY Z
developed by William Ouchi (1981) focuses on a better way of motivating people through their involvement collective decision-making is a hallmark of theory z as is a focus on long-term employment that involves slower promotions and less direct supervision focused on increasing employee loyalty to the company by providing a job for life with a strong focus on the well-being of the employee, both on and off the job.

THE CHANGING NATURE OF MANAGERIAL WORK

FEEDBACK - A powerful tool to assist managers in motivating behavior Factors to Maximize Feedback Effectiveness 1. Have value-behavior needs to change 2. Needs to be frequent, timely, and given at precise time intervals 3. Must be usable, consistent, correct and of sufficient diversity 4. Not be portrayed as good or bad

LEADERSHIP
process of influence in which the leader influences others toward goal achievement (Yukl, 1998) occur between leader and another individual, leader and a group, leader and an organization, community or society

can be formal leadership or informal leadership

LEADERS VS MANAGERS
LEADERSHIP Position Position is one selected or allowed by a group of followers Power base comes from knowledge, credibility, and ability to motivate other Goals and vision arise from personal interests and passion and may not be synonymous with the goals of the organization MANAGEMENT Position is one appointed by someone higher in the organizational hierarchy Power base is a legitimate one, arising from the position of authority Goals and vision are those espoused or prescribed by the organization

Power Base

Goals/Visions

Innovative ideas

Innovative ideas are developed, tested, and encouraged among all members of the group

Risk Level

High risk, creativity, and innovation are involved

Degree of Order

Nature of Activities

Relative disorder seems to be generated Activities are those Activities are those related to vision and related to efficiency judgment and cost-

Innovative ideas are allowed provided they dont interfere with task accomplishment, but they are not necessarily encouraged Low risk, balance, and maintaining the status quo are involved Rationality and control prevail

Focus

The focus people

Perspective

on The focus is on systems and structure Long-range Short-range perspective, with an perspective, with an eye on the horizon, eye on the bottom is critical line, often dominates
of Freestanding & not Tied to designated limited to an position in an organizational organization position of authority Does the right thing Does things right (Bennis & Nannus, (Bennis & Nannus, 1985, p.21) 1985, p.21)

is

Degree Freedom

Actions

LEADERSHIP CHARACTERISTICS
According to Bennis & Nannus, there are three fundamental qualities that effective leaders share 1. Guiding vision 2. Passion 3. Integrity According to Stodgill, certain characteristics are considered desirable and seem to contribute to the perception of being a leader. 1. Intelligence 3. Determination 2. Self-confidence 4. Sociability

According to McClure & Hinshaw, the following characteristics describe an effective leader 1. Visionary and enthusiastic 2. Supportive and knowledgeable 3. Have high standards and expectation 4. Value education and professional development 5. Demonstrate power and status in the organization 6. Visible and responsive 7. Communicate openly 8. Active in professional associations

According to Murphy and DeBack, research findings from studies revealed that the following characteristics are most valued. 1. Caring 2. Respectability 3. Trustworthiness 4. Flexibility 5. Managing the dream 6. Mastering change 7. Designing organization structure 8. Learning 9. Taking initiative

Research by Kirkpatrick and Locke concluded that leaders are different from nonleaders across six traits 1. Drive 2. Desire to lead 3. Honesty and integrity 4. Self-confidence 5. Cognitive ability 6. Knowledge of the business

LEADERSHIP THEORIES
1. BEHAVIORAL APPROACH there are three leadership styles that are widely recognized today a. Autocratic style b. Democratic style c. Laissez-faire style 1.1 LEADER BEHAVIOR a. Job-centered behavior b. Employee-centered behavior

2 DIMENSIONS OF LEADER BEHAVIOR a. Initiating structure b. Consideration MANAGERIAL GRID - Another model based on the dimensions - Developed by Blake and Mouton 5 leader styles a. Impoverished leader b. Authority compliance leader c. Country club leader d. Middle-of-the road leader e. Team leader

2. CONTINGENCY APPROACH Contingency theory acknowledges that other factors in the environment influence outcomes as much as leadership style and that leader effectiveness is contingent upon something other than the leaders behavior a. FIELDERS CONTINGENCY THEORY Views the pattern of leader behavior as dependent upon the interaction of the personality of the leader and the needs of the situation

1. Leader member relations 2. Task structure 3. Position power

b. HERSHEY AND BLANCHARDS SITUATIONAL THEORY Addresses follower characteristics in relation to effective leader behavior Consider follower readiness as a factor in determining leadership style

1. 2. 3. 4.

Telling leadership style Selling leadership style Participating leadership style Delegating leadership style

c. PATH GOAL THEORY Developed by Robert House The leader works to motivate followers and influence goal achievement Based on expectancy theory which holds that people are motivated when they believe they are able to carry out the work (Northouse 2001)

1. 2. 3. 4.

Directive style Supportive style Participative style Achievement-oriented style

d. SUBSTITUTES FOR LEADERSHIP Are variables that may influence followers to the same extent as the leaders behavior

Variables 1. Follower characteristics a. Structured routine task b. The amount of feedback provided by the task c. Presence of intrinsic satisfaction in the work 2. Organizational characteristics a. Presence of a cohesive group b. A formal organization c. A rigid adherence to rules d. Low position power

SYNTHESIS
"The difference between a successful person and others is not a lack of strength, not a lack of knowledge, but rather in a lack of will." Vincent T. Lombardi

I suppose leadership at one time meant muscles; but today it means getting along with people. -Mahatma Gandhi