MOTIVATION

Motivation
Motivation is derived from the latin word movere which means to move Motivation is a process that starts with a physiological and psychological deficiency or need that activates a behavior or a drive that is aimed at a goal or incentive

Definition of Motivation
The willingness to exert high levels of effort toward organizational goals, conditioned by the efforts ability to satisfy some individual need Key elements of definition are Effort Organizational goals Needs

Motivation process
Needs Drives Incentives Needs: Needs are created when ever there is a physiological or psychological Imbalance Drives: Drives or motives are set up to alleviate the needs. Physiological or psychological drives are action oriented and provide an energizing thrust towards reaching an incentive Incentives: It is defined as anything that alleviate a need and reduce a drive. It restore the physiological or psychological balance and will reduce the drive

Primary Motives
Such motives are variously called physiological, biological, unlearned, or primary. Most common recognized primary motives include, hunger, thirst, sleep, avoidance of pain, and maternal concern.

General Motives
The Curiosity, Manipulation, and Activity Motives The Affection Motive

Secondary Motives
The Power motive The Achievement motive The Affiliation Motive The security Motive The status Motive

Need for Power

Influencing people to change their attitudes or behavior Controlling people and activities Being in a position of authority over others Gaining control over information and resources Defeating an opponent or enemy

Need for Achievement

Doing better than competitors Attaining or surpassing a difficult goal Solving a complex problem Carrying out a challenging assignment successfully Developing a better way to so something

Need for Affiliation

Being liked by many people Being accepted as part of a group or team Working with people who are friendly and cooperative Maintaining harmonious relationships and avoiding conflicts Participating in pleasant social activities

Need for Security

Having a secure job Being protected against loss of income or economic disaster Having protection against illness and disability Being protected against physical harm or hazardous conditions Avoiding tasks or decisions with a risk of failure and blame

Need for Status

Having the right car and wearing the right clothes Working for the right company in the right job Having the degree from the right university Living in the right neighborhood and belonging to country club Having executive privileges

Needs Theories of Motivation

Basic idea:

Individuals have needs that, when unsatisfied, will result in motivation

Maslows hierarchy of needs Herzbergs two factor theory (motivation-hygiene theory) Alderfers ERG theory

Maslows Hierarchy of Needs

Higher-order needs Selfactualization needs Esteem needs Social needs Safety needs Physiological needs Lower-order needs

What do the content theories suggest about individual needs and motivation?

Herzbergs Motivation-Hygiene Theory

What do the content theories suggest about individual needs and motivation?

ERG Theory
ERG theory.
Existence needs.
Desire for physiological and material well-being.

Relatedness needs.
Desire for satisfying interpersonal relationships.

Growth needs.
Desire for continued personal growth and

development.

Concepts: More than one need can be operative at the same time.

Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development.

If a higher-level need cannot be fulfilled, the desire to satisfy a lowerlevel need increases.

Summarizing the Various Needs Theories

Maslow
Self-Actualization

Alderfer
Growth

Herzberg
Motivators

McClelland
Need for Achievement Need for Power

Esteem Affiliation Security Existence Physiological Relatedness

Hygiene Factors

Need for Affiliation

Overview of Expectancy Theory

Effort Performance Reward

Expectancy

Instrumentality

Valence of reward

MOTIVATION
Abilities and traits Role perceptions and opportunities

JOB PERFORMANCE

How Does Expectancy Theory Work?

My professor offers me $1 million if I memorize the textbook by tomorrow morning. Expectancy
Effort Performance Link

Instrumentality
Performance Rewards Link Rewards

Valence
Personal Goals Link

No matter how much effort I put in, probably not possible to memorize the text in 24 hours E=0

My professor does not look like someone who has $1 million I=0

There are a lot of wonderful things I could do with $1 million V=1

Conclusion: Though I value the reward, I will not be motivated to do this task.

Steps to Increasing Motivation, Using Expectancy Theory

Improving Expectancy Improving Instrumentality Improving Valence

Improve the ability of the individual to perform Make sure employees have skills for the task Provide training Assign reasonable tasks and goals

Increase the individual s belief that

performance will lead to reward Observe and recognize performance Deliver rewards as promised Indicate to employees how previous good performance led to greater rewards

Make sure that the reward is meaningful to the individual Ask employees what rewards they value Give rewards that are valued

Referent Comparisons: Self-inside Self-outside Other-inside Other-outside

Equity Theory
Main points

Comparison of job inputs/ outcomes with others and then respond so as to eliminate any inequities. Recognition that individuals are concerned not only with the absolute amount of rewards for their efforts, but also with the relationship of this amount to what others receive.

Equity Theory
Ratio of Output to Input Person 1s Perception
Person 1 Person 2

Inequity, underrewarded

Person 1 Equity Person 2

Person 1 Person 2

Inequity, overrewarded

Equity theory.
People gauge the fairness of their work outcomes in relation to

others.
Felt negative inequity. Individual feels he/she has received relatively less than

others in proportion to work inputs.

Felt positive inequity. Individual feels he/she has received relatively more than

others in proportion to work inputs

Equity Comparisons

Self-inside

Self-outside
Other-inside

Other-outside

Responses to Inequity
Change Inputs
Change Outcomes

Adjust Perceptions of Self

Adjust Perceptions of Others

Choose a Different Referent

Leave the Field

David McClellands Theory of Needs

nPow

nAch

nAff

Theory X and Theory Y (Douglas McGregor)

Concepts:

Behavior is environmentally caused.

Behavior can be modified (reinforced) by providing (controlling) consequences.

Reinforced behavior tends to be repeated.

What are reinforcement theories and how are they linked to motivation?

Goal-Setting Theory
The theory that specific and difficult goals lead to higher performance.

Goals tell an employee what needs to be done and how much effort will need to be expended. Specific hard goals produce a higher level of output than does the generalized goal of do your best.

Summary
Need Theories

Be aware that individuals differ in their levels and types of needs

Clear and difficult goals lead to higher levels of employee productivity. Offers a relatively powerful explanation of employee productivity, absenteeism, and turnover.

Goal Setting Theory

Expectancy Theory