FUNDAMENTALS Motivation Chapter 16 Lesson 6 If you are - - PowerPoint PPT Presentation

MANAGEMENT FUNDAMENTALS

Lesson 6

Motivation – Chapter 16

If you are motivated….you will be a

More productive Happier Healthier

Motivation is a psychological force which can arouse a person’s enthusiasm

Effort Complete task

Effort Enthusiasm Complete task

+

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A Simple Model of Motivation

Unfulfilled needs (desires) are the origin of motivation

Unfulfilled Needs

Tension Psychological motivational force

Sigmund Freud “Unconscious needs such as sexuality is the heart of human motivation”

Motivational triggers

Motivation Self-motivation Motivation due to external triggers

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

Practically, what would be the actual relationship in between motivation and employee performance?

Theories related to Motivation

Theories of Motivation

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

Note: ERG theory, Equity Theory  Self-reading

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

Maslow’s Hierarchy of Needs

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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

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Herzberg’s Two-Factor Theory

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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.

Expectancy Theory

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

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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.

• a. Valence  Is the reward valuable?

This refers to the preference (likeability) of a particular reward. If the reward has some value to a person it will be a positive valence else indifferent or negative

E.g. ‘Work hard”  Achieve targets  ‘Become the best employee’ Effort Performance Reward (outcome)

E P Expectancy - Will the effort lead to the expected performance?

 Belief that an effort leads to a particular performance  This magnitude of belief will depend on a person’s knowledge,

experience, beliefs, available information, assistance possible to obtain, etc. ‘Work hard”  Achieve monthly targets Effort Performance

Can I achieve targets by working hard?

P R Expectancy – will the performance really lead to a reward?

The belief that a person will actually receive a reward for his or her performance

E.g. ‘Work hard”  ‘Achieve targets’  ‘Best Employee’ Effort Performance Reward

Victor Vroom

Expectancy Theory

Additional Slides

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)

Simple Example

Alwis Silva

Working hours 100hrs 100hrs Salary Salary package Rs. 30,000/- 60,000/- Equity 30000/100 

• Rs. 300 ph

60000/100 

• Rs. 600 ph

Change

Reduced productive working hours  50 hrs New equity = 30000/50 =

• Rs. 600 ph

No change

Equity remains Rs. 600ph

Equity Theory (cont’d)

 Choices for dealing with inequity:



Change inputs



Change outcomes (increase output)



Distort/change perceptions of self



Distort/change perceptions of others



Choose a different referent person



Leave the field (quit the job)

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.

Job Design for Motivation

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