CSC 350 Learning Management Systems COMSATS Institute of

CSC 350: Learning Management Systems COMSATS Institute of Information Technology (Virtual Campus)

Lecture # 14 Motivation 2

Review of Previous Lecture 1. A working definition of leadership 2. An understanding of early approaches to leadership 3. An appreciation for more recent approaches to leadership 4. Insights into how leaders should make decisions 5. Hints on how leaders change organizations 6. How leaders should coach 7. An appreciation for emerging leadership concepts 3

Topics of Discussion 1. A useful definition of motivation 2. Insights about the process theories of motivation 3. Practical ideas related to the content theories of motivation 4. An understanding of the importance of motivating organizational members 5. Insights about specific strategies for motivating organization members 4

DEFINING MOTIVATION • Inner state causing an individual to learn in a way that ensures the accomplishment of some goal • Why people act as they do • Initiative – Persistence – Direction of employee efforts toward job performance 5

Motivation Theories • Process Theories: – Emphasize how individuals are motivated – Focus on steps occurring when individual is motivated • Content Theories: – Emphasize individual’s internal characteristics – Focus on understanding what needs individuals have and how to satisfy those needs 6

Process Theories of Motivation • Needs-Goal Theory • Vroom Expectancy Theory • Equity Theory • Porter-Lawler Theory 7

Needs-Goal Theory of Motivation 8

Needs-Goal Theory of Motivation • Motivation begins with individual feeling a need • Need transforms into behavior that supports performance of goal behavior to reduce the felt need • Individuals who set goals have easier time focusing on relevant activities 9

Needs-Goal Theory of Motivation • Role of Individual Needs – Managers need to understand individual employee needs – Managers need to understand offering unvalued rewards does not motivate employees – Managers must be familiar with employee needs and offer valued rewards to satisfy those needs 10

Vroom Expectancy Theory • Based on premise felt needs drive human behavior • Motivation Strength – Individual’s desire to perform a behavior – Motivation fluctuates as individual’s desire increases or decreases 11

Vroom Expectancy Theory 12

Vroom Expectancy Theory • An individual’s motivation strength is determined by their perceived value of the result of performing a behavior AND • The perceived probability the behavior performed will cause the result to materialize 13

Equity Theory of Motivation • When individuals believe they have been treated unfairly in comparison to other coworkers, they react in a way to try to fight the inequity – Change work outputs – Change compensation – Change perceptions – Leave situation 14

Equity Theory of Motivation • Perceptions of inequity come from: – – – Work assignments Promotions Compensation Ratings reports Office assignments • All of these situations are emotionally charged as they relate to perceptions of selfworth 15

Porter-Lawler Theory of Motivation 16

Porter-Lawler Theory of Motivation • Needs drive behavior • Rewards come from effort • Effort put forth determined by individual’s perception of reward value • Perceived fairness of rewards influences amount of satisfaction produced by rewards 17

CONTENT THEORIES OF MOTIVATION: HUMAN NEEDS • Maslow’s Hierarchy of Needs • Alderfer’s ERG Theory • Argyris’s Maturity-Immaturity Continuum • Mc. Clelland’s Acquired Needs Theory 18

Maslow’s Hierarchy of Needs 19

Maslow’s Hierarchy of Needs • Physiological Need – Food, water, shelter, rest, sex, air • Security/Social Need – Free from harm, including bodily and economic disaster • Social Need – Desire for love, companionship, friendship • Esteem Need – Desire for respect • Self-Actualization Need – Desire to maximize whatever potential individual possesses 20

Thank You 21