Topic 6

Motivating Organizational
Members

Motivation Defined
The forces and expenditure of effort acting on
or within a person that cause that person to
behave in a specific, goal-directed manner.

What is motivation
Motivation is the management process of
influencing another person based on the
knowledge of what makes the person tick
Motivation are those factors that cause
peoples behavior

The Relationship Between

Motivation and Performance
Motivation x Ability

Performance

Education
Knowledge

Mental
Skills

Mechanical
Skills

Psychomotor
Skills

Basic assumption about

motivation

1.Motivation is considered
as
something good
2Motivation affect
performance
3.Motivation may decline
4.Motivation is one of mgt
tools to influence performance

MOTIVATION PROCESS

Needs
(unfilled)

Tension

Reduction of Tension

Drive

Search Behavior

Satisfied needs
(Needs to be fulfilled)

The Early Views Of

Motivation
1.The traditional view
2.The human relations
model
3.The human resources
model

The Traditional Model

Is associated with Frederick
Taylor and the scientific mgt.
Assume that workers are
lazy and could only be
motivated by financial
reward

The Human relations model

Is most often associated with
Elton Mayo.
Believed that managers could
motivate employees by
acknowledging their social
needs and by making them
feel useful and important

The Human Resources Model

Assume that workers have
the capacity to accept,
even seek, responsibility.
Managers should create a
working environment to
maximize workers talents
and potential

Motivation Approaches
Need-Based Models
Emphasize specific human needs or the
factors within a person that energize,
direct, and stop behavior.

Process Models
Take a more dynamic view of motivation.
They focus on understanding the thought
or cognitive processes that take place
within the individuals mind and act to
affect behavior, as well as cues in the
environment that influence behavior.

Need-Based Models of
Motivation
Maslows
Hierarchy of
Needs

Herzbergs
Two-Factor
Model

AcquiredNeeds Model

Maslows Hierarchy of Needs

According to Maslow, a person has
five fundamental needs:
Physiological, security, affiliation,
esteem, and self-actualization.

Individuals have various needs and

try to satisfy these needs using a
priority system or hierarchy.

Maslows Hierarchy of Needs

Selfactualization
Esteem
Affiliation
Security
Physiological

Maslows Hierarchy of
Needs

Abraham proposed that there are five

levels of human needs:
1.Physiological needs e.g need for food
and shelter
2.Safety and security e.g Freedom from
fear
3.Social needs e.g affection, affiliation
and belongings
4.Esteem e.g Power, respect and prestige
5.Self actualization e.g Advancement and
career development

Assumptions of the Maslows

Hierarchy of Needs model
1.Human needs are satisfied in
stages beginning with the lower
level needs
2.A satisfied need is not a
motivator of behavior, only
unsatisfied needs are motivator
3.If higher level needs are not
satisfied, lower level needs will
again become dominant

Hertzbergs two factor

theory
Frederick Hertzberg proposed
that motivation depends on
two factors:
1.Motivators/Satisfiers
2.Hygiene /Dissatisfiers

Motivators/Satisfiers
Factors that causes
satisfaction
Satisfiers are factors in the
job content. E.g Work itself,
responsibility, interest,
autonomy and feedback

Hygiene/Dissatisfiers
Factors that causes dissatisfaction
Hygiene are factors in the job
context. E.g Wages and salary,
company policy and social factors
Hygiene factors if present will not
create satisfaction, it only prevent
dissatisfaction

Two-Factor Model
Slide 2 of 2
Motivator Factors
- Achievement
- Recognition
- The work itself
No satisfaction

Satisfaction

Dissatifaction

No dissatifaction
- Company policy
- Salary
- Work conditions
Hygiene Factors

McGregor Theory X VS
Theory Y
Mcgregor proposed that there
are two different sets of
assumptions about what
motivates people:
1.Theory X
2.Theory Y

Theory X
Contends that people dislike
work and will avoid it whenever
possible
They must be controlled or even
threatened with punishment to
get them to work.
Managers have to be strict and
authoritarian

Theory Y
An optimistic view of people
and their work.
People accept and even seek
responsibility.
People are creative , imaginative
and able to exercise self
direction and self control

Mc Clelland Three Needs

Theory
Said that these three needs are the major
force or motives in work.
Divided into three

Need for achievement (nAch)

The drive to excel, to achieve in
relation to a set of standards, and to
strive to success.

 Need for power (nPow)

The need to make others behave in
a way that they would not have
behaved otherwise.
Need for affiliation (nAff)
The desire for friendly and close
interpersonal relationships.

Acquired-Needs Model
The acquired-needs model focuses on
three particularly important or relevant
needs in the work environment:
Need for achievement
Need for affiliation
Need for power

The model proposes that when a need

is strong, it will motivate the person to
engage in behavior to satisfy that need.

Acquired-Needs Model
Need for Achievement
The drive to excel, to accomplish
challenging tasks, and to achieve a
standard of excellence.

Need for Power

The desire to influence and control ones
environment.

Need for Affiliation

The desire for friendly and close
interpersonal relationships.

Likert System Four Management

Developed by Rensis Likert

Proposed that there are four types of management
styles:
1. Autocratic authoritative - Mgt make all decisions.
Subordinates do not have any rights to contribute ideas.
2.Benevolent Authoritative - Subordinates are given
some latitude to contribute ideas but mgt still makes
the final decisions.
3.Consultative- Subordinates contributions are
encourage.
4.Participative - Team or democratic styles

Process-Based Models of Motivation

Expectancy
Model

Equity
Model

Goal
Setting

Behavior
Modification

Expectancy Model
Motivational model suggesting that work motivation is
determined by the individuals perceptions:
- The relationship between effort and performance.
- The desirability of various work outcomes that are
associated with different performance levels.

Expectancy Model
Components of Expectancy Model
Expectancy
The belief that a particular level of effort will
be followed by a particular level of
performance.
Instrumentality
The probability assigned by the individual that
a specific level of achieved task performance
will lead to various work outcomes.
Valence
The value or importance that the individual
attaches to various work outcomes.

Expectancy Model
Effort
Expectancy
Performance
Instrumentality
Outcomes: Rewards
Valence

The Process Theory

Assume that motivation= expectancy
x valens
Valens refers to the quality of the
rewards
Expectancy refers to the workers
expectation that behaviors will lead
to a certain outcomes. E.g if they
work hard they expect to be rewarded

The Reinforcement Theory

Assume that motivation has
nothing to do with rewards or
needs.But motivation is
simply a learning process.I.e
How past experience
influenced future behaviors

Behavior Modification
Behavior modification is the
application of reinforcement theory
that rests on two underlying
assumptions:
First, human behavior is determined by
the environment.
Second, human behavior is subject to
observable laws and can be predicted
and changed.

Behavior Modification
Implication of Behavior Modification
Assumptions
Since people repeat behaviors that are
positively reinforced and avoid
behaviors that are punished, managers
can influence employee performance by
reinforcing behavior they see as
supporting organizational goals.

Reinforcement Strategies

Positive Reinforcement
The administration of positive and
rewarding consequences following a
desired behavior.
Avoidance
Strengthens desired behavior by allowing
Extinction
escape from an undesirable consequence.

- The withdrawal of the positive reward or reinforcing

consequences for an undesirable behavior.
Punishment
- The administration of negative consequences
following undesirable

Reinforcement Strategies
Behavior

Supports
organizational
goals

Positive
reinforcement

Avoidance

Hinders
organizational
goals

Extinction

Punishment

The Equity Theory

Based on the assumption that
motivation is dependent on the
individual evaluation of the
equity or fairness of the rewards
received. i.e If workers perceived
that management are unfair
their motivation will decline

Equity Model
Equity model focuses on an
individuals feelings about how fairly
he or she is treated in comparison
with others.
The model makes two assumptions:
Individuals evaluate their interpersonal
relationships just as they evaluate any
exchange process.
Individuals compare their situations with
those of others to determine the equity of
their own situation.

Equity Model
Maintaining Equity
Equity theory suggests that maintaining ones
self-esteem is an important priority. To reduce a
perceived inequity, a person may take one of
the following actions:
Change work inputs either upward or
downward to an equitable level.
Change outcomes to restore equity.
Psychologically distort comparisons.
Ways of reducing a perceived inequity:
Change the comparison person he or she is
using to another person.
Leave the situation (e.g., quit the job or
transfer to another department).

Goal Setting
A process intended to increase efficiency and
effectiveness by specifying the desired
outcomes toward which individuals, groups,
departments, and organizations work.
As a motivational tool, goal setting can help
employees because goals serve three
purposes:
Guide and direct behavior toward supportive
organizational goals.
Provide challenges and standards against which
the individual can be assessed.
Define what is important and provide a framework
for planning.

Motivational Challenges For

Todays Managers

1.Participative management
2.Recognition programs
3.Money as a motivator
4.Rewarding team
performance

Participative management
The need to encourage employees
involvement in the workplace beyond
the scope of their job.
Employee recognition is a powerful
element to motivate employees and
elicit positive behavior.e.g offering
tangible and intangible in recognition
of excellence

Money as a motivator
1.Money is a motivator when a
significant amount of money is
involved
2.Money is not a motivator
A) The amount of money is too small to
make a difference
B) Productive behavior has not been
defined
C) Poor or no measures of productive
behavior.

Rewarding team
performance
The need for managers to
develop effective mechanism
to reward team performance.

Contemporary Motivational
Approaches
Participative Management
Encompasses various activities in which
subordinates share a significant degree of decisionmaking power with their immediate superiors.
The use of participative management involves any
process where power, knowledge, information, and
rewards are moved downward in the organization.
When companies increase the amount of control
and discretion workers have over their jobs, they
are empowering employees and may improve the
motivation of both employees and management.

Contemporary Motivational
Approaches
Money as a Motivator
-Does money motivate employees?
Expectancy Model - Asserts that money
motivates people if it is contingent on
performance and satisfies their personal goals.
Herzbergs Two-Factor Model - Would argue
that money is a hygiene factor, so it does not
act as a motivator.

Prescription for Greater

Motivation
Tell people what you expect them to
do.
Make the work valuable.
Make the work doable.
Give feedback.
Reward successful performance.