MOTIVATION

Motivation

Defined as the psychological forces within a person that determine: 1) direction of behavior in an organization; 2) the effort or how hard people work; 3) the persistence displayed in meeting goals. Intrinsic motivation: behavior performed for its own sake. Motivation comes from performing the work. Extrinsic motivation: behavior performed to acquire rewards. Motivation source is the consequence of an action.

Outcomes & Inputs

Regardless

of the source of motivation, people seek

outcomes. Outcome: anything a person gets from a job. Examples include pay, autonomy, accomplishment. Organizations hire workers to obtain inputs: Input: anything a person contributes to their job. Examples include skills, knowledge, work behavior. Managers thus use outcomes to motivate workers to provide inputs.

Motivation Equation
Inputs from Organizational members Outcomes received by members Pay Job Security Benefits Vacation Autonomy Responsibility

Performance

Time Effort Education Experience Skills Knowledge Work Behav.

Contribute to organization efficiency, effectiveness and attain goals

MOTIVATION

Motivation is a general term applying to the entire class of drives, desires, needs, wishes and similar forces Managers does those things to motivate their subordinates which they hope will satisfy these drives and desires and induce the subordinates to act in a desired manner Need want satisfaction chain ( basic motivation chain) Needs give rise to wants which cause which result in actions tensions :

MOTIVATORS
Are

things that induce an individual to perform.

While

motivations reflect wants, motivators are the identified rewards or incentives that sharpen the drive to satisfy the wants manager can do much to sharpen motives by establishing an environment to certain drives refers to the drive and effort to satisfy a want or goal refers to the contenment experienced when a want is

Motivator

Satisfaction

satisfied
Motivation

: carrot and the stick : reward and punishment remain the strongest motivators
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Consumer Motivation

Why do consumers do what they do ?

The marketing concept says that marketers should try to create products and services that best meet the needs and wants of consumers
This means that the marketers must find out the needs consumers have and what motivates them to buy. The field of motivation seeks to explain why behaviour occurs
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Motivation

There are two major components of motivation Energy : Refers to the fact that all behaviour thinking, moving, looking and so on requires us to expend an internal supply of energy . Direction : Is needed to channel our inner energies into productive attractive behaviours and to allow us to behave efficiently
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Motivation

Researchers who study the energy dimension often use Physiological measures of the bodys arousal consumers pulse rate, blood pressures, brain waves and skin chemistries can offer clues to the energy dimensions.

These measures are used to gauge consumers reaction to advertising, brand names, and other marketing appeals
Intensity : Strength of the motivation is an extremely important issue
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Motivation

As consumers : We must constantly deal with questions : At how many stores should I shop before buying Is it worth the effort to read the warranty or the instructions When consumer intensity is low, marketers face problems in gaining attention for the products and promotions. This consumer inertia makes it difficult to stimulate consumers to act even when the consumers themselves would agree that the action is in their best interests

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Motivation

Direction : Refers to exactly which behaviour is chosen from all those possible and why Purposive Behaviour : A behaviour determined by the particular purposes we are trying to achieve in a behaviour Motives : Strong and Persistent internal stimulus around which behavior Primary Motive : Involves the purposes behind the consumers decisions to use or not to use the entire classes of products

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Motivation

Selective Motives : Refers to consumers decisions as to which stores, brands and model features will be used or purchased Multiple Motives : Different Motives might lead to the same behaviour Hidden Motives : Many consumers are unaware of many of their motivations but some of these motivations can be brought out if the fishing is skillfully done by qualitative research.
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Motivation

Internal and External Forces impact motivation

Motivation is sometimes sparked internally ( eg Hunger) and sometimes sparked externally ( eg friends suggestion)
Once sparked, the direction the motivated behaviour will take is also determined partially by internal and partially factors

Prof Kurt Lewin developed his Field Theory. It is captured in

B = f(P,E)
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Motivation

Behaviour is a function of both the person and the environment. The person and environment comprise what is called the life space. The life space is the totality of all forces acting on a person at a point in time.

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Motivation

Consumer Motive has Valance The term Valance is a measure of the degree of attractiveness that a particular object , such as a product, holds for us. A valence is either positive ( when the product is attractive to us) or negative ( when it is unattractive to us) Valence also reflects the strength of attraction it can be low or high, depending on how much we are attracted or repelled by the product in question
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Motivation

Approach Avoidance : When a consumer is considering both positive and negative features of a single alternative Approach-Approach : Consumers are attempting to decide between two alternatives and are concentrating only on the attractive features Avoidance Avoidance : They involve a choice between two behaviours with negative valences. The consumer is motivated to move away from both alternatives and is not likely to purchase at all until all his perceptions of the situation shift

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Motivation

Consumers have a thirst for Variety Consumers are both Reactive and active. The optimal level of tension ( of stimulation) is not zero but some slight positive level. If the existing stimulation level is low, then too we feel a tension ( we get bored) and will want to raise the level of stimulation ( do something interesting) to reduce the tension level in the system.

This has a broad array of interesting implications for consumer behaviour including such cases as why consumers are so curious and interested in variety and adventure.
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MOTIVATION THEORIES

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MASLOWS HIERARCHY OF NEEDS THEORY

Basic human needs of maslow in an ascending order of importance Physiological needs : basic needs for sustaining human life itself such as food, water, warmth, shelter and sleep According to Maslow : unless these needs are satisfied, other needs will not motivate people

Security : needs to be free of physical danger and of the fear of losing a job, property, food, etc
Acceptance : human beings being social animals; They need to belong or to be accepted by people
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MASLOWS HIERARCHY OF NEEDS THEORY

Esteem needs : once their need of acceptance is fulfilled, they want to be held in esteem by both themselves and by others : seek power, prestige, status and self confidence Self actualization : highest need : desire to become what one is capable of becoming to maximize ones potential and to accomplish something

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Hierarchy of Needs
Need Level SelfActualization Esteem Belongingness Safety Physiological Description
Realize ones full potential Feel good about oneself

Examples
Use abilities to the fullest Promotions & recognition

Social interaction, love

Security, stability Food, water, shelter

Interpersonal relations, parties

Job security, health insurance Basic pay level to buy items
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Lower level needs must be satisfied before higher needs are addressed.

FREDRICK HERZBERG FACTOR THEORY

MODIFICATION OF MASLOW THEORY

ONE GROUP ON NEEDS : COMPANY POLICY, ADMINISTRATION, SUPERVISION, WORKING CONDITIONS , INTERPERSONAL RELATIONS, SALARY, STATUS, JOB SECURITY

THESE ARE ONLY DISSATISFIERS NOT MOTIVATORS

IF THEY EXIST IN A WORK PLACE IH QUANTITY AND QUALITY ; THEY DO NOT MOTIVATE OR SATISFY A PERSON. BUT LACK OF THEIR EXISTENCE WOULD LEAD TO DISSATISFACTION.

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Motivation-Hygiene Theory
Focuses on outcomes that can lead to high motivation, job satisfaction, & those that can prevent dissatisfaction. Motivator needs: related to nature of the work and how challenging it is. Outcomes are autonomy, responsibility, interesting work. Hygiene needs: relate to the physical & psychological context of the work. Refers to a good work environment, pay, job security. When hygiene needs not met, workers are dissatisfied. Note: when met, they will NOT lead to higher motivation, just will prevent low 23 motivation.

EARLY BEHAVIORAL MODEL : MCGREGORS THEORY

Theory X

Human beings have an inherant dislike for work

Hence most people like to be coerced, controlled, directed and threatened by punishment Average humans like to be directed, wish to avoid responsibility and have relatively low ambition and want security
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EARLY BEHAVIORAL MODEL :

MCGREGORS THEORY

Theory Y Expenditure of physical effort and mental effort is as natural as play or rest People will exercise self direction and self control in the service of objectives to which they are committed Degree of commitment to objectives is directly proportional to the size of rewards Average human beings not only accept responsibility but also seek it Under the conditions of modern indutrial era, the intellectual potentialities are only partially utilised
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Need Theory
People are motivated to obtain outcomes at work to satisfy their needs. A need is a requirement for survival. To motivate a person: 1)Managers must determine what needs worker wants satisfied. 2)Ensure that a person receives the outcomes when performing well. Several needs theories exist. McClellands Need Theory Maslows Hierarchy of Needs. Alderfers ERG.
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MCCLELLANDS NEED THEORY OF MOTIVATION

Three basic types of motivating needs 1] need for power

People with high need for power have a great concern for exercising influence and control

They seek positions of leadership

Good conversationalists

Can be argumentative
Forceful, outspoken, hardheaded and demanding

Enjoy teaching and public speaking

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MCCLELLANDS NEED THEORY OF MOTIVATION

2] need for affiliation

Derive pleasure from being loved and tend to avoid the pain of being rejected by a social group Concerned with maintaining pleasant social relationships Enjoy sense of intimacy and understanding
Ready to console and help others in trouble
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MCCLELLANDS NEED THEORY OF MOTIVATION

3] Need for achievement

Have an intense desire for success and an equally intense fear of failure Want to be challenged

Set moderately difficult goals for themselves

Take realistic approach to life

Would analyse and assess problems and take personal responsibility of completing a job
Like specific and prompt feedback on how they are 34 doing

MCCLELLANDS NEED THEORY OF MOTIVATION

How it applies to managers Entrepreneurs : showed very high need for achievement ; fairly high need for power ; low in their need for affiliation

In small companies : president has a very high achievement motivation In large companies :

Chief executives to be average in achievement but stronger in power and affiliation

Managers : rated higher in achievement motivation 35

Goal Setting Theory

Focus

workers inputs in the direction of high performance & achievement of organizational goals.

Goal is what a worker tries to accomplish. Goals must be specific and difficult for high performance results. Workers put in high effort to achieve such goals. Workers must accept and be committed to them. Feedback on goal attainment also is important. Goals point out what is important to the firm. Managers should encourage workers to develop action plans to attain goals.
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Learning Theory
Focuses

on the linkage between performance and outcomes in the motivation equation

Learning: permanent change in persons knowledge or behavior resulting from practice or experience.
Operant

Conditioning: people learn to do things leading to desired outcomes and avoid doing things with adverse outcomes. Motivation can be increased by linking specific behaviors with specific outcomes. Managers can use four tools of conditioning to motivate high performance.
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Operant Conditioning Tools

Positive Reinforcement: people get desired outcomes when they perform needed work behaviors. Positive reinforcers: pay raises, promotions.

Negative Reinforcement: manager eliminates undesired outcomes once the desired behavior occurs. Worker performs to avoid an undesired outcome (Work harder or you are fired).

In both types of reinforcement, managers must be careful to link the right behaviors by workers to what the organization needs. 44

Operant Conditioning Tools

Extinction: used when workers are performing behavior detrimental to the firm.

Manager does not reward the behavior and over time, the worker will stop performing it.

Punishment: used when the manager does not control the reward the worker receives (perhaps it is outside the job). Manager administers an undesired consequence to worker (verbal reprimands to pay cuts). Punishment can lead to unexpected sideeffects such as resentment, and should be 45 used sparingly.

Social Learning Theory

Vicarious Learning: or observational learning, occurs when a person is motivated to learn by watching someone else work and be rewarded. People are motivated to imitate models who are highly competent, expert and receive attractive reinforcers.

Self- reinforcers: desired outcomes a person can give themselves. Person can reward themselves for success. Self-efficacy: refers to a persons belief about their ability to perform a behavior successfully. People will only be motivated if they think they have the ability to accomplish the task.

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Pay and Motivation

Pay

can help motivate workers. Expectancy: pay is an instrumentality (and outcome), must be high for motivation to be high. Need Theory: pay is used to satisfy many needs. Equity Theory: pay is given in relation to inputs. Goal Setting Theory: pay linked to goal attainment. Learning Theory: outcomes (pay), is distributed upon performance of functional behaviors.

Pay

should be based on performance, many firms do this with a Merit Pay Plan.
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Merit Pay
Can

be based on individual, group or organization performance. Individual Plan: used when individual performance (sales) is accurately measured. Group Plan: use when group works closely together and is measured as a group. Organization Plan: When group or individual outcomes not easily measured. Bonus has a higher impact on motivation since Salary level not related to current performance. Other items( base salary, cost of living, seniority). Salary rarely goes down and usually changes little. 48

SPECIAL MOTIVATIONAL TECHNIQUES

1] MONEY

BIGGEST MOTIVATOR
MORE IMPORTANT TO PEOPLE TO ARE STARTING THEIR CAREER RATHER THAN PEOPLE AT HIGHER LEVELS OF MANAGEMENT

2] PARTICIPATION

IT IS A MEANS OF RECOGNITION IT APPEALS TO THE NEED FOR AFFILIATION AND ACCEPTANCE GIVES PEOPLE SENSE OF ACCOMPLISHMENT
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SPECIAL MOTIVATIONAL TECHNIQUES

3] QUALITY OF WORKING LIFE

JOB ENRICHMENT
THE ATTEMPT TO BUILD INTO JOBS A HIGHER SENSE OF CHALLENGE GIVING WORKERS MORE FREEDOM ENCOURAGING PARTICIPATION AMONGST WORKERS GIVING WORKERS A FEELING OF PERSONAL RESPONSIBILITY FOR THEIR TASKS 50