FUNDAMENTALS Motivation Chapter 16 Lesson 6 Motivational triggers - - PowerPoint PPT Presentation

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Feb 27, 2023 131 likes •313 views

MANAGEMENT FUNDAMENTALS Motivation Chapter 16 Lesson 6 Motivational triggers (forces) Forces either intrinsic (internal benefits) or extrinsic (external benefits) to a person that arouse enthusiasm and persistence (focus) E.g. Motivated by

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MANAGEMENT FUNDAMENTALS

Lesson 6

Motivation – Chapter 16

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Motivational triggers (forces)

Forces either intrinsic (internal benefits) or extrinsic (external benefits) to a person that arouse enthusiasm and persistence (focus) E.g. Motivated by ….

 rewards (Extrinsic)  the appreciation and recognition (Intrinsic)

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Question: What benefits an organization can get by motivating its employees?

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Theories related to Motivation

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Theories of Motivation

Hierarchy of Needs Theory Two factor Theory Expectancy Theory Goal Setting Theory

Note: ERG theory, Equity Theory  Self-reading

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Maslow’s Hierarchy of Needs

Abraham Maslow

Humans have 5 types of needs

Physiological needs
Safety needs
Social needs (Belongingness Needs)
Esteem needs
Self-actualization

The needs will be satisfied in a hierarchical

rder

As per the

rder of

fulfillment Page 530

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Maslow’s Hierarchy of Needs

Page 530

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Two Factor Theory

(By Fedrick Hertzberg - 1959)

Herzberg’s theory was based on a work study. He believed that job satisfaction can increase motivation

200 engineers/accounts were interviewed Two questions were asked

Q1 - What factors can improve your job satisfaction? Q2 - What factors reduce job satisfaction? Motivating Factors Hygiene Factors

Page 532

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Herzberg’s Two-Factor Theory

Page 532

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Theory X and Theory Y (Douglas McGregor)

Theory X

Assumes that employees dislike work, lack ambition, avoid responsibility, and must be directed and coerced to perform.

Theory Y

Assumes that employees like work, seek responsibility, are capable of making decisions, and exercise self- direction and self-control when committed to a goal.

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Expectancy Theory

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If employees are given rewards for their good performance they could be motivated to perform better

Victor Vroom

Expectancy Theory in Motivation

E.g.

‘Work hard”  Achieve targets  ‘Rewarded as the best salesman’

Effort Performance Reward

Page 539

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Vroom suggested that there are 2 mental conditions (cognitive factors) which direct the motivated behaviour (effort) of a person in this context. They are – Valence – Expectancy

Victor Vroom

Expectancy Theory contd.

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Equity Theory

Equity Theory Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

Equity = Output (Reward) Input (Effort)

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Equity Theory (cont’d)

Distributive Justice Perceived fairness of the amount and allocation of rewards among individuals. Procedural Justice The perceived fairness of the process to determine the distribution of rewards.

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Equity Theory (cont’d)

 Choices for dealing with inequity:

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Change inputs



Change outcomes (increase output)

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Distort/change perceptions of self

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Distort/change perceptions of others

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Choose a different referent person



Leave the field (quit the job)

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Job Design for Motivation

 Job Simplification  Job Rotation  Job Enlargement  Job Enrichment

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