Basic Motivation Concepts

Ch-10
Basic Motivation Concepts
Copyright 2009, V S P Rao
10 1
Organisational Behaviour
V S P Rao
Excel Books
Ch-10
Introduction
The success of an organisation depends on how effectively managers are able to motivate their subordinates. According to Allen, "poorly motivated people can nullify the soundest organisation". People will give their best to an organisation when their personal goals are in sync with organisational demands, when they
are able to achieve goals that they perceive as important, utilizing their
competencies to the fullest possible extent. Employee-hungry companies in the 21st century, not surprisingly, are trying every trick through appropriate human resource policies and practices to inspire people to give their best.
10 2
V S P Rao
Excel Books
Ch-10
Nature of Motivation
Motivation is the work a manager performs to inspire, encourage and impel people to take required action. It is a process of stimulating people to action to accomplish desired goals. It can be thought of as the set of forces acting on or within a person that energize, direct and sustain behaviour (Hitt, et al). These forces can come from the personthe so called push of internal forces that compel a person to exert high levels of effort to realize a goal. Model of Work Motivation
Need Creates desire to fulfil needs Behaviour Results in actions to fulfill needs Goal Satisfy needs: intrinsic or extrinsic rewards
A Simple Model of Motivation
Tension Reduction Organisational Behaviour V S P Rao
10 3
Excel Books
Ch-10
Complexities involved in Motivating People

It is not easy to understand the complexities involved in motivating people. If an employee has an argument with his boss and fails to report to work the next day, it may appear that his behaviour is a result of the confrontation.
Multiple causes: Different people may have different reasons for behaving in the same manner. For example, a bank officer may join a service club because it is a good place to have business contacts; another may join because of the social atmosphere; still another joins because of the interesting programmes and speakers at the club. Thus, three different 'whys' can underline the same behaviour, further complicating the process of inferring motivation from behaviour.
Multiple behaviours: Further, the same motive or drive may result in different behaviour. For example, if Rao wants a promotion, he may concentrate on performing his job exceptionally well. But Siddharth, who also wants a promotion, may take a different approach. He may try to 'apple polish' the boss to get the promotion. Copyright 2009, V S P Rao
Organisational Behaviour V S P Rao Excel Books
10 4
Ch-10
Determinants of Motivation
Three types of forces generally influence human behaviour: (i) forces operating within the individual, (ii) forces operating within the organisation, and (iii) forces operating in the environment. (Steers; zedeck) The Individual: Human needs are both numerous and complex. Some of these needs cannot be described and identified, because people hide their real needs under the cover of socially accepted behaviour. The Organisation: The climate in the organisation must be conducive to human performance. Climate plays an important part in determining worker's motivation. The Environment: A worker does not live in two separate worlds, one inside the factory and the other outside of it. The troubles and pleasures of off-the-job life cannot be put aside when reporting for work in the morning, nor can factory matters be dropped when returning home after work.
10 5
V S P Rao
Excel Books
Ch-10
Early Theories of Motivation

Maslow's Hierarchy of Needs Theory Maslow's Hierarchy of Needs Theory proposes that people are motivated by multiple needs and that these needs exist in a hierarchical order. The essential components of the theory may be stated thus: Adult motives are complex. No single motive determines behaviour, rather, a number of motives operate at the same time. Needs from a hierarchy. Lower level needs must at least, partly be satisfied before higher level needs emerge. In other words, a higher order need cannot become an active motivating force until the preceding lower order need is essentially satisfied. A satisfied need is not a motivator. A need that is unsatisfied activates seeking behaviour. If a lower level need is satisfied, a higher level need emerges. Higher level needs can be satisfied in many more ways than the lower level Cont. needs.
10 6
V S P Rao
Excel Books
Ch-10
Alderfer's ERG Model Clayton Alderfer's modified need hierarchy breaks Maslow's five hierarchical levels into three: Existence, Relatedness and Growth (ERG).
ERG Model
Physiological safety Existence needs: Needs required to preserve human life. They include all of that Maslow termed as physiological needs relating to material safety. Social needs Relatedness needs: They refer to all socially intended needs. i.e., how people relate to their surrounding social environment. These include the need for meaningful social and interpersonal relationships. Growth needs: They reflect the individual's desire to be self-confident, productive and creative; the desire to engage in tasks that require the full utilization of abilities and that develop additional capabilities/skills.
Cont.
Esteem/self-actualization needs
10 7
V S P Rao
Excel Books
Ch-10
Achievement Motivation Theory
According to McClelland, achievement, power and affiliation are three important needs that help to understand human motivation in organisational settings. Power need (n Pow): This is the need to dominate, influence and control people. Power speaks about the ability to manipulate or control the activities of others to suit one's own purposes. People with a high need for power look for positions of leadership. They like to set goals, make decisions and direct activities.
Affiliation need (n Aff): The need for affiliation is a social need for
companionship and support and for developing meaningful relationships with people. Persons who have a high need for affiliation view the organisation as a chance to form new and satisfying relationships. They are motivated by jobs that demand frequent interaction with co-workers. Such people are not likely to Cont. succeed well at tasks that force them to work in isolation.
10 8
V S P Rao
Excel Books
Ch-10
Achievement need (n Ach): This is the need for challenge, for personal accomplishment and success in competitive situations. A person with a high need for achievement has three distinct characteristics: Personal responsibility: Doing most things himself rather than getting them done by others. He wants to take personal responsibility for his success or failure. He does not want to hold others or chance responsible for his actions; Feedback: He wants to know how well he is doing. He would seek situations where concrete feedback is possible; Moderate risks: He tends to set moderately difficult goals for himself and takes calculated risks to achieve these goals.
Cont.
10 9
V S P Rao
Excel Books
Ch-10
Herzberg's Motivation-Maintenance Factors Hygienes

1. 2. 3. 4. 5. 6. 7. Company Policy and Administration Relationship with Supervisor Work Conditions Salary Relationship with Peers Personal Life Relationship with Subordinates 3. 4. 5. 6. Work itself Responsibility Advancement Growth 2. Recognition
Motivators
1. Achievement
8.
9. 10.
Status
Security Supervision
Cont.
10 10
V S P Rao
Excel Books
Ch-10
Traditional View
Dissatisfaction
Satisfaction
[Satisfaction and Dissatisfaction are Opposite Ends of a Single Continuum] Herzbergs View Hygienes Dissatisfaction No Satisfaction
Herzberg's View of Satisfaction and Dissatisfaction
Motivators No Satisfaction Satisfaction
[Satisfaction and Dissatisfaction are Independent Dimensions, Satisfaction is affected by Motivators and Dissatisfaction by Hygienes]
Cont.
10 11
V S P Rao
Excel Books
Ch-10
Self Actualisation Ego Social Motivators
Safety
Physiological Maslow (Needs Emphasised)
Hygienes
Herzberg (Goals, Incentives Emphasised)
Comparison of Maslow and Herzberg Models

Cont.
10 12
V S P Rao
Excel Books
Ch-10
Differences in Maslow's and Herzberg's Motivation Theories (Gray and Starke)

Issue 1. 2. Type of theory The satisfactionperformance relationship 3. Effect of need satisfaction performance 4. Need order Maslow Descriptive Unsatisfied needs energise behaviour; this behaviour which causes performance A satisfied need is not a motivator A satisfied (hygiene) need is not (except self-actualisation) Hierarchy of needs a motivator; other satisfied needs are motivators No hierarchy Herzberg Prescriptive Needs cause performance
5.
6. 7. 8.
Effect of pay
Effect of needs View of motivation Worker level
Pay is a motivator if it satisfies

needs All needs are motivators at various times
Pay is not a motivator

Only some needs are motivators
Macro viewdeals with all aspects Macro viewdeals primarily with of existence Relevant for all workers work-related motivation Probably more relevant for white collar and professional workers
Cont.
10 13
V S P Rao
Excel Books
Ch-10
Theory X and Theory Y Douglas McGregor proposed two distinct sets of assumptions about what motivates people-one basically negative, labelled Theory X and the other basically positive, labelled Theory Y.
Assumptions of Theory X and Y
Theory X Assumptions Employees inherently dislike work and will try to avoid it. Since employees dislike work, they must be coerced, controlled and threatened with punishment to achieve goals. Employees will shirk responsibilities and seek formal direction whenever possible. Most employees want security above all in their work and display little ambition. Theory Y Assumptions Employees can view work as being as natural as rest or play. People will exercise self direction and self -control if they are committed to the objectives. Under proper conditions, employees do not avoid responsibility. People want security but also have other needs such as self -actualisation and esteem.
Cont.
10 14
V S P Rao
Excel Books
Ch-10
McGregors Approach Theory X Production centered Autocratic External control A. Closer supervision Initiating structure Directive Managements role: Organising, directing Employee -cent ered Democratic Internal control General supervision Consideration Supportive Challenging Jobs, growth opportunities employee involvement in decisions Theory Y
B.
C.
Emphasis on control coercion and punishment

People are lazy, lack ambition like to be led, and are motivated strictly by personal economic concerns.
Emphasis on growth, autonomy and reward

People by nature enjoy work, want to do well, and are motivated by self -control and self -development.
Source: Adapted from T.R. Mitchell, People in Organisations: Understanding their Behaviour, New York, McGraw Hill, 1978, p. 158.
Cont.
10 15
V S P Rao
Excel Books
Ch-10
Maturity-Immaturity Theory i. Human beings have a tendency to develop from a state of being passive as an infant to a state of increasingly active as an adult. ii. Human beings have a tendency to develop from a state of dependence on others as an infant to a state of relative independence as an adult. iii. People have a tendency to develop from being capable of behaving in only a few ways as an infant to being capable of behaving in many different ways as an adult. iv. People have a tendency to develop from being having erratic, casual, shallow quickly dropped interests as an infant to a deepening of interests as an adult. v. Human beings have a tendency to develop from having a short time perspective as an infant to a much longer time perspective as a mature adult. vi. People in work organizations have a tendency to develop from being in a subordinate position in the family and society as an infant to an awareness of and control over one's self as an adult. Copyright 2009, V S P Rao Cont.
10 16
V S P Rao
Excel Books
Ch-10
The Immaturity-Maturity Continua

Immaturity Passive Dependence Behaves in a few ways Having skin-surfaced or shallow Having a short-time perspective Subordinate position Lack of awareness of self Maturity Active Independence Capable of behaving in a variety of ways Developing a few abilities in depth abilities Longer time perspective Subordinate or equal position Awareness and control over self
10 17
V S P Rao
Excel Books
Ch-10
Contemporary Theories
J. Stacy Adam's Equity Theory Major Components of Equity Theory Categories of Inequity
How to escape Inequity? (Inequity Resolution Strategies)

The Major Postulates of the Theory Equity Theory: Research Evidence
Limitations
Cont.
10 18
V S P Rao
Excel Books
Ch-10
Vroom's Expectancy Theory At a time when managers have been bombarded with a number of different approaches to motivation, Victor Vroom presented the expectancy theory (1964) as an alternative to content theories. Expectancy theory represents a comprehensive, valid and useful approach to understanding motivation. Features 1. Expectancy theory is one of the most ambitious theories developed in the area of organizational behaviour. It accommodates a number of motivational determinants in its theoretical framework. "It is primarily a theory for the scholar and the scientist rather than for the practitioner". 2. It is one of the most complete theories for detailing not only how people feel and behave but also why they react as they do. 3. It is a predictive theory of motivation, a heuristic decision tool to guide managers in dealing with the complexity of employee motivation in organizations. 4. The expectancy model is a choice-based model, for the individual chooses o behave according to the expectancy process. Copyright 2009, V S P Rao
Cont.
10 19
V S P Rao
Excel Books
Ch-10
Key Variables in the Model In general, the expectancy theory is based upon a relation-economic view of people. It views people as having their own needs and expectations of what they desire from their work (obviously rewards). They use these to decide on which
company to join and how hard to work on the job. The theory assumes that
people are decision-makers who choose among alternatives by selecting the one that appears most desirable at the time. Thus, motivation depends on the situation facing people and how it satisfies their desires. Both individual and
situational differences are given due consideration. The expectancy theory is

built around three concepts: Valence, expectancy and instrumentality.
Cont.
10 20
V S P Rao
Excel Books
Ch-10
Vroom's Motivational Model

Goals and Associated Outcomes Person Possessing Preference among various Outcomes First Level Outcomes 1 Outcomes 1b Outcomes 1a
Force = Valence Expectancy
Action Accomplished by Probabilities of Actions Leading to various Outcomes
Outcomes 2a Outcomes 2 Outcomes 2b Outcomes 2c
Cont.
10 21
V S P Rao
Excel Books
Ch-10
Evaluation
Expectancy theory emphasizes expected behaviours, concerned with expectations. It is irrelevant as to what is realistic or rational. It makes a strong argument in favour of having rewards contingent upon successful performance.
The implications for managers too are quite clear:

1. 2. 3. 4. It emphasizes payoffs. People make choices based upon what they think they will get, not what they got in the past. Rewards should be tied to performance. Rewards should be equitable. It emphasizes expected behaviours. Does the individual know what is expected of him and how he will be appraised?
Cont.
10 22
V S P Rao
Excel Books
Ch-10
Value of Reward
Abilities and Traits
4 Perceived Equitable Rewards 7a 9 Satisfaction Extrinsic Rewards 7b 8
Intrinsic Rewards 3 Effort 6 Performance Accomplishment
Perceived Reward Probability
Role Perceptions
The Porter and Lawlers Model of Motivation

Cont.
10 23
V S P Rao
Excel Books
Ch-10
Goal Setting Theory According to Edwin Locke, motivation is a result of rational and intentional behaviour. The direction of the behaviour is a function of the goals individuals set and their efforts toward achieving these goals. The theory suggests that managers and subordinates should establish goals for the individual on a regular basis. These goals should be moderately difficult (in fact people will extend more effort to reach the more difficult goals if they have been rewarded for mastering difficult tasks in the past) and very specific (specificity is enhanced by setting goals into quantifiable terms). Moreover, they should be of a type that the employee will accept and commit to accomplishing. Goal acceptance is simply
the degree to which individuals accept goals as their own. Goal commitment is the dedication which individuals extend toward reaching the set objective rewards should be linked directly to reaching the goals.
Cont.
10 24
V S P Rao
Excel Books
Ch-10
Reinforcement Theory and Behaviour Modification Reinforcement theory simply looks at the relationship between behaviour and its consequences. It focuses on changing or modifying the employees' on the job behaviour through proper use of immediate rewards and punishments.
Behaviour modification refers to a set of techniques by which reinforcement

theory uses to modify human behaviour. It relies heavily on the effective measurement of performance and the provision of rewards to employees after they perform at a high level.
10 25
V S P Rao
Excel Books

Basic Motivation Concepts

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Basic Motivation Concepts

Hochgeladen von

Copyright:

Verfügbare Formate

Ch-10

Basic Motivation Concepts

Basic Motivation Concepts

Copyright 2009, V S P Rao

Copyright 2009, V S P Rao

A Simple Model of Motivation

Tension Reduction Organisational Behaviour V S P Rao

Copyright 2009, V S P Rao

Complexities involved in Motivating People

Early Theories of Motivation

Achievement Motivation Theory

Copyright 2009, V S P Rao

Herzberg's Motivation-Maintenance Factors Hygienes

Herzberg's View of Satisfaction and Dissatisfaction

Motivators No Satisfaction Satisfaction

Self Actualisation Ego Social Motivators

Herzberg (Goals, Incentives Emphasised)

Comparison of Maslow and Herzberg Models

Differences in Maslow's and Herzberg's Motivation Theories (Gray and Starke)

Pay is a motivator if it satisfies

Pay is not a motivator

Emphasis on control coercion and punishment

Emphasis on growth, autonomy and reward

The Immaturity-Maturity Continua

Copyright 2009, V S P Rao

How to escape Inequity? (Inequity Resolution Strategies)

situational differences are given due consideration. The expectancy theory is

Vroom's Motivational Model

Force = Valence Expectancy

Action Accomplished by Probabilities of Actions Leading to various Outcomes

Outcomes 2a Outcomes 2 Outcomes 2b Outcomes 2c

The implications for managers too are quite clear:

Abilities and Traits

4 Perceived Equitable Rewards 7a 9 Satisfaction Extrinsic Rewards 7b 8

Intrinsic Rewards 3 Effort 6 Performance Accomplishment

Perceived Reward Probability

The Porter and Lawlers Model of Motivation

Behaviour modification refers to a set of techniques by which reinforcement

Copyright 2009, V S P Rao

Das könnte Ihnen auch gefallen