MOTIVATION FINAL2

Today's Thought Practice is the key of Real Success :

Today's Thought Practice is the key of Real Success

Motivation :

Motivation

Motivation :

Motivation

Maslow:

Maslow

Drucker:

Drucker

Taylor:

Taylor

Herzberg:

Herzberg

Hygiene Factors:

Hygiene Factors Conditions Pay Status Security Company policies

Motivation factors:

Motivation factors Achievement Recognition Growth/Advancement Interest in the job

McClelland:

McClelland

McGregor:

McGregor

Mayo:

Mayo

Motivation and Job Satisfaction:

Motivation and Job Satisfaction Why is this important? Are you tired of unmotivated, uninterested, and inept workers? One-third to one-half your life is spent at work!!

Theories of Motivation:

Theories of Motivation Content Theories: Focus on the importance of the work (e.g., challenges and responsibilities) Specific needs that motivate human behavior Process Theories: Deal with the cognitive processes used in making decisions about our work

Content Theories :

Content Theories Achievement Motivation Theory: David McClelland. Emphasizes need to accomplish something. Linked to successful managers Favor environment where they can assume responsibility Take calculated risks and set attainable goals Need continuing recognition and feedback Managers high in achievement motivation show more respect for subordinates and use more participatory systems

Need Hierarchy Theory :

Need Hierarchy Theory Abraham Maslow: proposed that we have a hierarchy of needs. Once one is fulfilled we can move on to the next Physiological Safety Belonging and Love Esteem Self-Actualization

ERG Theory:

ERG Theory Alderfer Similar to Maslow. We have needs, but in this case they are not hierarchically arranged Satisfying a need may increase its strength Existence Needs Relatedness Needs Growth Needs

Motivator-Hygiene (Two Factor) Theory:

Motivator-Hygiene (Two Factor) Theory Motivator Needs: internal to work itself. If conditions are met, job satisfaction occurs Job enrichment: expand a job to give employee a greater role in planning, performing, and evaluating their work Hygiene Needs: Features of work environment. If not met, job dissatisfaction occurs

Job Characteristics Theory:

Job Characteristics Theory If employees have a high need for growth, specific job characteristics lead to psychological conditions that lead to increased motivation, performance, and satisfaction. Skill variety Unity of a job Task significance Autonomy Feedback

Process Theories :

Process Theories Valence-Instrumentality-Expectancy (VIE) Theory: people will work hard if they expect their effort to lead to reward Importance of outcome determines its strength as a motivator – supported by research

Equity Theory :

Equity Theory Motivation is influenced by how fairly we feel we are treated at work Benevolent Workers: martyrs. Feel guilt when rewarded Equity Workers: Sensitive to fairness. Normal Entitled Workers

Goal-Setting Theory:

Goal-Setting Theory Idea that our primary motivation on the job is defined in terms of our desire to achieve a particular goal Research shows that having goals leads to better performance than not having goals Specific goals are more motivating than general Moderately difficult goals are most motivating

High Performance Cycle:

High Performance Cycle Expands on Goal Setting Theory Specific, attainable goals influenced by Moderators (commitment to goal, self-efficacy, task difficulty, feedback) and Mediating Mechanisms (universal task strategies such as direction of attention, effort and persistence)

Job Satisfaction:

Job Satisfaction Overall measures of satisfaction may be too broad: current measures address different facets of job satisfaction Overall job satisfaction rate has remained the same for over 50 years Rates are much lower for government workers When people say they are satisfied, they often mean they are not dissatisfied!!

Personal Characteristics and Job Satisfaction:

Personal Characteristics and Job Satisfaction Age: in general, increases with age Malcontents have stopped working Older workers have greater chance of fulfillment Gender: inconclusive results Race: whites are happier Cognitive Ability: slight negative relationship between level of education and satisfaction

Personal Characteristics, Cont.:

Personal Characteristics, Cont. Use of Skills Job Congruence Personality: less alienation and internal locus of control lead to higher satisfaction Occupational Level: the higher the status level the greater the satisfaction

Low Satisfaction and Job Behavior:

Low Satisfaction and Job Behavior Absenteeism: any given day 16-20% of workers miss work. Costs businesses $30 billion dollars a year Younger have higher absence rates Rates are influenced by economic conditions Turnover: Not always a bad thing! Functional Turnover: when bad workers leave Dysfunctional Turnover

WHY MOTIVATION MATTERS:

WHY MOTIVATION MATTERS Supervisors get things done through employees and therefore need to know what motivates them Motivation influences productivity We ultimately do not motivate others, we create the conditions where they motivate themselves “You can lead a horse to water….”

WHY MOTIVATION MATTERS:

WHY MOTIVATION MATTERS Most people believe they could give as much as 15 % more effort at work than they do. The top 15 % of workers produce 20-50% more output than the average worker. If companies could get just 3.7% more work out of each employee, GDP would grow $355 billion

DEFINING MOTIVATION:

DEFINING MOTIVATION MOTIVATION IS…. “Anything that provides direction, intensity, and persistence to behavior.” “A willingness to exert effort toward achieving a goal” “A necessary but insufficient condition for effective performance.” “Not the same as job satisfaction”

PERFORMANCE:

PERFORMANCE Concerns those behaviors directed toward the organization’s goals, products, or services.

EFFECTIVENESS:

EFFECTIVENESS Involves making judgments about the adequacy of behavior with respect to certain criteria. It is important to keep in mind that an adequate level of motivation may be a necessary but insufficient condition of effective performance.

JOB SATISFACTION:

JOB SATISFACTION NOT how hard one works or how well one works. Concerns how much one likes a specific kind of job or work activity.

RELATION OF MOTIVATION AND SATISFACTION:

RELATION OF MOTIVATION AND SATISFACTION The best leaders may well be those who can motivate workers to perform at a high level while maintaining an equally high level of job satisfaction.

MYTHS ABOUT MOTIVATION:

MYTHS ABOUT MOTIVATION I CAN MOTIVATE PEOPLE MONEY IS A GOOD MOTIVATOR FEAR IS A GREAT MOTIVATOR I KNOW WHAT MOTIVATES ME, SO I KNOW WHAT MOTIVATES OTHERS INCREASED JOB SATISFACTION MEANS INCREASED JOB PERFORMANCE I CAN’T UNDERSTAND MOTIVATION. IT’S TOO COMPLICATED.

WHY KNOW VARIOUS THEORIES OF MOTIVATION:

WHY KNOW VARIOUS THEORIES OF MOTIVATION Effective leaders are knowledgeable about different motivational theories and are more likely to choose the right theory for a particular person in a particular situation and therefore have higher-performing and more satisfied employees or clients

NEED THEORIES OF MOTIVATION:

NEED THEORIES OF MOTIVATION Maslow’s hierarchy of needs SELF-ACTUALIZATION ESTEEM SOCIAL SAFETY PHYSIOLOGICAL

NEED THEORIES:

NEED THEORIES Alderfer’s ERG People try to satisfy more than one need at a time Frustration at a higher-level need can intensify need to satisfy a lower-level need (frustration regression)

Herzberg’s Two-factor Theory:

Herzberg’s Two-factor Theory Dissatisfied Motivators Hygiene's Not dissatisfied Not satisfied Satisfied

HERZBERG:

HERZBERG OPPOSITE OF SATISFACTION IS NOT DISSATISFACTION IT IS “NO SATISFACTION” OPPOSITE OF DISSATISFACTION IS “NO DISSATISFACTION”

IMPLICATIONS OF NEED THEORIES:

IMPLICATIONS OF NEED THEORIES Start by determining if lower-level needs or hygiene factors are satisfied. These theories lack specificity and predictive power.

JOB SATISFACTION:

JOB SATISFACTION Low satisfaction results in high turnover High turnover has high cost to organization Some turnover is healthy but not dysfunctional turnover

EXPECTANCY THEORY :

EXPECTANCY THEORY INDIVIDUALS ANALYZE THREE RELATIONSHIPS LEVEL OF EFFORT AND PERSISTENCE DEPEND ON WHAT THEY CONCLUDE

EXPECTANCY THEORY:

EXPECTANCY THEORY EFFORT PERFORMANCE REWARD What are my chances What are my chances of What rewards do I of getting the job done getting the rewards I value value? if I put forth the effort? If I satisfactorily complete the job? EFFORT- PERFORMANCE- VALUE OF PEFORMANCE REWARD REWARDS PROBABILITY PROBABILITY PROBABILITY

EXPECTANCY THEORY:

EXPECTANCY THEORY Will I reach my goal? “No matter how hard I try, I can’t succeed.” Will I be rewarded? “But the performance appraisal system rewards lots of things besides performance (loyalty, getting along….).” Is the reward attractive? “What I really wanted was a promotion, not a pay raise.”