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Motivation
Motive- an inner state that energizes, activates or
moves, and that directs or channels behaviors towards goals. Motivation- the willingness to exert high levels of effort to reach organizational goals, conditioned by the efforts ability to satisfy some individual need. Direction ----- Strength------ Persistence There is only one way to get people do what you would like them to do, and that is by making them want to do it.
Theory X
Without intervention from management , people would be passive even resistant to organization needs.
Theory Y
Carrot and Stick approach do not work
People are not by nature Passive, Organization turns them into one.
Motivation, potential for development, capacity to assume responsibility, readiness to direct behavior toward organization goals are all present in people. Management has to help people recognize and develop these human characteristics.
indolent- works as little as possible Lacks ambition, dislikes responsibility Self-centered Resistant to change Not very bright Prefers to be led
Self Control and Self direction Especially applicable for Knowledge workers and workers in Developed countries whose basic needs are already fulfilled
Content Theories
various workers Hygiene factors = lower three of Maslows needs Motivator factors = upper two of Maslows needs
Job Enrichment Increase motivators in job and reduce hygiene factors
satisfied but are unmotivated. Job is perceived as paycheck Low Hygiene + High Motivator = Employees are motivated but have high no. of complaints. Low Hygiene + Low Motivator = Worst situation
Successful Managers ( Climb the corporate ladder quickly) High need for achievement (Coordinators, integrators, counselors, sales)
Process Theories
Equity Theory
Expectancy Theory The Porter- Lawler Extension
Behavior Modification
Equity Theory
Input/ Outcome Ratios must be equal
A person who is under rewarded with someone else
- put forth less effort - press for a higher salary or a bigger office -leave the situation ( quit or transfer) A person who is over rewarded maybe motivated to commit more.
University of Missouri
may
Equity Theory
INPUTS Time Effort Loyalty Hard Work Commitment Ability Adaptability Flexibility Tolerance Determination Enthusiasm Personal sacrifice Trust in superiors Support from co-workers and colleagues Skill
OUTCOMES Job security Esteem Salary Employee benefit Expenses Recognition Reputation Responsibility Sense of achievement Praise Thanks Stimuli
Equity Theory
Equity Theory consists of four propositions: Individuals seek to maximize their outcomes (where outcomes are defined as rewards minus costs) Systems of equity will evolve within groups, and members will attempt to induce other members to accept and adhere to these systems. The only way groups can induce members to equitably behave is by making it more profitable to behave equitably than inequitably.
When individuals find themselves participating in inequitable relationships, they become distressed. The more inequitable the relationship, the more distress individuals feel. According to equity theory, both the person who gets too much and the person who gets too little feel distressed. The person who gets too much may feel guilt or shame. The person who gets too little may feel angry or humiliated. Individuals who perceive that they are in an inequitable relationship attempt to eliminate their distress by restoring equity. The greater the inequity, the more distress people feel and the more they try to restore equity.
Expectancy Theory
Expectancy Theory
Environment
Effort
Effort- toPerformance Expectancy A
Performance
Outcomes
Ability
Valence of Outcomes C
Motivation = A * B * C
Students Example
probability that the behavior is repeated 1. Positive Reinforcement Reward to repeat desired behavior 2. Negative Reinforcement or Avoidance Ignore to repeat desired behavior 3. Punishment - Punish to decrease probability of repeating undesired behavior 4. Extinction Ignore to decrease probability of repeating undesired behavior