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SUMMARYPPTS.pptxMotivation
Chapter Four
Motivational drives
Model of Motivation
Theories of motivation.
Motivation (structure)
Drives
Models
Behavior modification
Expectancy model
Equity model
accomplishment
power
affiliation
Maslow
Harzberg
Elderfer
Studying a subject you find fascinating.
Participating in a sport because you find the activity enjoyable.
Cleaning your room because you like tidying up
Solving a word puzzle because you find the challenge fun and exciting.
Studying because you want to get a good grade.
Participating in a sport to win awards.
Cleaning your room to avoid being reprimanded by your parents
Competing in a contest to win a scholarship
Intrinsic Motivation
Extrinsic Motivation
People
Motivation
Failure avoiders
Success seekers
What is motivation
Three elements of psychological forces for the Work motivation for employees
Internal and external forces
choose a course of action and engage in certain behaviors,
the achievement of an organizational goal.
cause an employee to
will be directed at
Direction and focus of the behavior , positive and negative factors
Persistence of the behavior, maintain effort vs give up
Level of the effort provided, commitment to excellence vs doing just enough to get by
(DIFINITION)
Direction and focus of the behavior , positive and negative factors
Persistence of the behavior, maintain effort vs give up
Level of the effort provided, commitment to excellence vs doing just enough to get by.
Three elements of psychological forces for the Work motivation for employees
A Model of motivation ,role of motivation in performance
Needs and drives
Tension
Rewards
Performance
effort
Environment
Opportunity
Ability
Goals &incentives
Need satisfaction
DISTRIBUTED
PROVIDED
AFFECTED
RELEASE
Important : Understand the needs
PROVIDED
Achievement
Affiliation
Power
Motivational drives
Achievement
Affiliation
Power
Influence people, take control, and change situations.
Power motivated people wish to create an impact on their organizations and are willing to take risks to do so. (INTROVERT)
Should be institutional power NOT personal
Motivational drives
Relate to people on social basis.
Work better when complemented for favorable attitude
A drive to accomplish objectives and get ahead.
The achievers enjoy being part of a winning achievements through individual or collective effort.
Achievement
Affiliation
Power
Motivational drives
Managerial application of the drives
Managers should understands work attitude of employees.
Supervisors communicate with employees according to particular person needs.(own language).
Read more about introvert and extrovert employees.
Human needs , Types of needs
Physical needs
Primary needs. Include food, water, sleep, air and reasonably comfortable temperature.
Psychological needs
Secondary needs
More vague because they represent needs of the mind and spirit rather than of the physical body.
These needs are developed as people mature.
Examples , self esteem, sense of duty , self assertion and belonging.
The secondary needs
Strongly conditioned by experience
Vary in type
Subject to change
Cannot be isolated
Are often hidden from conscious recognition
Influence behavior in powerful ways.
Models of Motivation
Maslow model
Herzberg model
Alderfer ERG model
Models of Motivation
Maslow model
Herzberg model
Alderfer ERG model
Maslow :lower and Higher order needs
Herzberg : Maintenance and motivational factors
Alderfer : Existence , relatedness and growth needs
Maslow needs
Lower order needs
Higher order needs
18
Applying the Model and Its Limitations
Employees are more enthusiastically motivated by what thy are currently seeking than by receiving more of that they already have.
Managers should
Identify and accept employees needs
Recognize different needs
Offer satisfaction for different needs
Don’t give more of satisfied needs.
limitation
Can’t provide self actualization for all employees.
If lower needs not satisfied employees wont be greatly concerned with higher needs.
Herzberg’s two factor model
Maintenance and motivational factors:
The maintenance factors are hygiene factors because they must not be ignored.
They are necessary for building a foundation on which to create a reasonable level of motivation in employees.
Other job conditions operate primarily to build this motivation but their absence rarely is strongly dissatisfying.
These conditions are motivational factors.
Motivators mostly are job-centered they relate to job content.
On the other hand, the maintenance factors are elated to job context.
.
| Herzberg model |
| Work itself achievement possibility of growth responsibility |
| Advancement recognition |
| Status Relations with supervisors Peer relations Relations with subordinate Quality of supervision |
| Company policy and administration Job security |
| Working conditions pay |
Maintenance factors
Motivational factors
Herzberg’s two factor model
Maintenance and motivational factors:
Maintenance factors build a foundation on which to create a reasonable level of motivation
Motivators
Maintenance
job content
job context
Herzberg model
0
NEGATIVE FEELING JOB DISSATISFACTION
POSITIVE FEELING JOB SATISFACTION
Motivators
Maintenance
Herzberg’s two factor model
Intrinsic motivators vs Extrinsic motivators
Intrinsic motivators are internal rewards that a person feels when performing a job so there is a direct and often immediate connection between work and rewards.
Extrinsic motivators are external rewards that occur apart from the nature of work, provide no direct satisfaction at the time the work is performed
The power role of intrinsic rewards evolved from the work itself.
A wide range of factors creates a neutral work environment shouldn’t be ignored , if hygiene factors are absence will serve a significant distraction of workers.
Applying the Model and Its Limitations
Imitation of Herzberg model
Reduce the motivational importance of pay ,status and relation .
Model outlines only general tendencies , maintenance factors may be motivators to some employees only.
There is Appearance of two factors when in reality there is only one factor.
Maslow and Harzberg Models, common factors
Alderfre’s ERG model:
1- Existence needs:
2- Relatedness needs:
3- Growth needs:
Which combine psychological and security factors, pay, job security and physical working conditions
Involve being understood and accepted by people above, below and around the employee at work.
Involve the desire for both self esteem and self actualization.
Alderfre’s ERG model:
Accepts that 3 levels might be active at same time.
Person can get down in the lower levels and start progressing again .
Growth level unlimited but farther awakened each time some satisfaction is attained
Applying the Model
Interrelation among three models
Building upper each other and seeking to overcome some of the problems.
Build on distinction between primary and secondary needs.
Aren't grouped at any particular pattern.
Have similarities and differences
Expectancy theory
(OB modification ) (behavior theory)
The Equity model
Behavior Motivation (content theory of motivation )
Focuses on the content of the item that they motivate the person.
Relate to inner self needs that determine employees behavior.
Difficulty : Needs aren’t subjected to observation by managers for monitoring purpose.
OB modification , An application in organization of the principles of organization behavior, it depends on consequences by which managers can control and affect employees by manipulation their consequences.
OB modification relies heavily on low of effect ,repeat behavior accompanies by favorable consequences. (reinforcement)
Managers, identify , control , so employees sees connection affected behavior and consequences.
Alternative consequences of OB Model USE OF REWARDS
Extinction
Shaping (Positive reinforcement)
Negative reinforcement
Punishment
More successful reinforcement are successively given to employees , it is useful for teaching complex tasks .
Removal of unfavorable consequences
Administration of unfavorable consequences that discourage a certain behavior , useful with caution.
Withholding of significant positive consequences that is previously provided for desirably behavior to repeat the action in the future , otherwise it will diminish.
Alternative consequences of OB Model USE OF REWARDS
Shaping (Positive reinforcement)
Negative reinforcement
Punishment
Extinction
Shaping (Positive reinforcement ): more successful reinforcement are successively given to employees , it is useful for teaching complex tasks .
Negative reinforcement : Removal of unfavorable consequences .
Punishment: Administration of unfavorable consequences that discourage a certain behavior , useful with caution.
Extinction : withholding of significant positive consequences that is previously provided for desirably behavior to repeat the action in the future , otherwise it will diminish.
Alternative consequences of OB Model
Managers, identify , control , and decide to apply particular consequences as a reflection of a certain behavior , so employees sees connection affected behavior and consequences.
(OB modification ) (behavior theory)
Expectancy model
Expectancy model
It is developed by Victor Vroom explains that motivation is a product of three factors :
How much one wants a reward (valence)
one’s estimate of the probability that effort will result in successful performance (expectancy),
one’s estimate that performance will result in receiving the reward (instrumentality)
Valence x expectancy x instrumentality = motivation
Valence
expectancy
instrumentality
Valence: refers to the strength of a person’s preference for receiving a reward.
Expectancy: is the strength of belief that one’s work related effort will result in completion of a task.
Instrumentality: represents the employee’s belief that a reward will be received once the task is accomplished.
Expectancy model (CONT.)
The expectancy model says that individuals have different sets of goals and can be motivated if they believe that:
There is a positive correlation between efforts and performance,
The favorable performance will result in a desirable reward,
The reward will satisfy an important need,
Insurance of logical rational strong correlation among the three main procedures is so important efforts ,performance and reward.
Expectancy model
The Equity model
The inputs include all rich and diverse elements that employees believe they bring or contribute to the job-their education, seniority, loyalty and commitment, time and effort.
The outcomes: are rewards they perceive they get from their jobs and employers , outcomes include direct pay and bonuses, social rewards, and job security
The Equity model:
It states that employees tend to judge fairness by:
Comparing the outcomes they receive with their relevant inputs
Comparing this ratio with the ratios of other people.
One’s own outcomes = other’s outcomes
one’s own inputs other’s inputs
Equity
Inequity
| Type of inequity reaction | over reward reaction | Under reward reaction |
| Internal , physical | Work harder | Lower productivity |
| Internal, psychological | Discount the reward | Inflate value of the reward |
| External, physical | Encourage the referent person to obtain more | Bargain for more , or possibly quit . |
| External ,psychological | change the referent person | Change the referent person |
Possible reactions to perceived inequity
Sensitive theory : People have different preferences of for equity: e.g
educated person based on level of education
longer service according to seniority .
Managers should identify which employees fall into which class would help who would experience inequity and how important it would be in affection their behavior .
Different perception / managers / employees
The Equity model
Procedural justice
Employees equity perspective : size of reward + process they administrated : (procedural justice )
Procedural justice:
1- Interpersonal treatment : respect ,esteem ,consideration etc.
2- Clarity of expectation : more transparent, know how input is assessed .
Procedural justice more important when tight and lesser level of values outcomes are provided.
Interpersonal treatment and clarity of expectation are expected highly to ensure procedural justice which regulate the physiological satisfaction of employee in term of reward equity. (equity theory )
Some models/theories tends to change behavior others tends to understand and deal accordingly.
Psychological consideration is ever in need to settle and regulate job satisfaction.
Both job content and job context are to be taken in account when setting reward policy.
Some key points from chapter 4 (Motivation )
END OF CHAPTER
