Motivation Leading What is Motivation The factors that

Motivation Leading

What is Motivation? The factors that cause, channel and sustain an individual’s behavior.

Theories of Motivation Maslow’s Hierarchy of Needs Theory: Maslow viewed human motivation as a hierarchy of 5 needs ranging from the most basic physiological needs to the highest needs for self actualization. According to Maslow individuals will be motivated to fulfill whichever need is most powerful for them at a given time.

Maslow’s Hierarchy of Needs Theory The basis of Maslow's theory of motivation is that human beings are motivated by unsatisfied needs, and that certain lower needs need to be satisfied before higher needs can be addressed. As per the teachings of Abraham Maslow, there are general needs (physiological, safety, love, and esteem) which have to be fulfilled before a person is able to act unselfishly. These needs were dubbed "deficiency needs. " While a person is motivated to fulfill these basal desires, they continue to move toward growth, and eventually self-actualization.

Maslow’s Hierarchy of Needs Theory As a result, for adequate workplace motivation, it is important that leadership understands which needs are active for individual employee motivation. In this regard, Abraham Maslow's model indicates that basic, low-level needs such as physiological requirements and safety must be satisfied before higher-level needs such as selffulfillment are pursued. As depicted in this hierarchical diagram, sometimes called 'Maslow's Needs Pyramid' or 'Maslow's Needs Triangle', when a need is satisfied it no longer motivates and the next higher need takes its place.

Need Theory of Motivation According to need theory, a person is motivated when he or she has not yet attained certain levels of satisfaction with his or her life.

Mcclelland's needs-based motivational model These needs are found to varying degrees in all workers and managers, and this mix of motivational needs characterises a person's or manager's style and behaviour, both in terms of being motivated, and in the management and motivation others.

The need for achievement (n-ach) The n-ach person is 'achievement motivated' and therefore seeks achievement, attainment of realistic but challenging goals, and advancement in the job. There is a strong need for feedback as to achievement and progress, and a need for a sense of accomplishment.

The need for power (n-pow) The n-pow person is 'authority motivated'. This driver produces a need to be influential, effective and to make an impact. There is a strong need to lead and for their ideas to prevail. There is also motivation and need towards increasing personal status and prestige.

The need for affiliation (n-affil) The n-affil person is 'affiliation motivated', and has a need for friendly relationships and is motivated towards interaction with other people. The affiliation driver produces motivation and need to be liked and held in popular regard. These people are team players.

Mc. Clelland said that most people possess and exhibit a combination of these characteristics. Some people exhibit a strong bias to a particular motivational need, and this motivational or needs 'mix' consequently affects their behaviour and working/managing style. Mcclelland suggested that a strong n-affil 'affiliation-motivation' undermines a manager's objectivity, because of their need to be liked, and that this affects a manager's decision-making capability.

A strong n-pow ‘authority motivation’ will produce a determined work ethic and commitment to the organisation, and while n -pow people are attracted to the leadership role, they may not possess the required flexibility and people-centred skills. Mc. Clelland argues that n-ach people with strong 'achievement motivation' make the best leaders, although there can be a tendency to demand too much of their staff.

ERG Theory of motivation that says people strive to meet a hierarchy of existence, relatedness and growth needs; if efforts to reach one level of needs are frustrated, individuals will regress to a lower level.

ERG theory Clayton Alderfer broke down needs into just 3 categories 1. Existence needs (hierarchy of needs) 2. Relatedness needs(needs for interpersonal relations 3. Growth needs (needs for personal creativity or productivity)

ERG theory Alderfer stressed that when higher needs are frustrated lower needs will return even though they were already satisfied. Maslow in contrast felt that a need once met lost its power to motivate behavior. Where Maslow saw people moving steadily up the hierarchy of needs, Alderfer saw people moving up and down the hierarchy of needs from time to time and from situation to situation.

2 Factor theory of Motivation Fredrick Herzberg conducted a study of job attitudes of 200 engineers and accountants. This theory says that work dissatisfaction and satisfaction arise from two different sets of factors.

2 Factor theory of Motivation Dissatisfiers which he called hygiene factors included salary, working conditions and company policy-all of which affected the context in which work was conducted. The most important of these factors is company policy which many individuals judge to be a major cause of inefficiency and ineffectiveness.

Dissatisfiers Positive ratings for these factors did not lead to job satisfaction but merely to the absence of dissatisfaction.

Satisfiers or motivating factors include achievement, recognition, responsibility and advancement-all related to the job content and the rewards of work performance.

Equity Theory A theory of job motivation that emphasizes the role played by an individual’s belief in the equity or fairness of rewards and punishments in determining his or her performance and satisfaction. It can be defined as a ratio between individual’s job inputs such as skill or effort and job rewards such as pay or promotion.

Equity Theory According to this theory individuals are motivated when they experience satisfaction with what they receive from an effort in proportion to the effort they apply. People judge the equity by comparing them either to the rewards others are receiving for similar input or to some other effort/reward ratio that occurs to them.

Expectancy theory A theory of motivation that says that people choose how to behave from among alternative courses of behavior, based on their expectations of what there is to gain from each behavior.

Expectancy theory This theory has 4 assumptions 1. Behavior is determined by combination of factors in the individual and in the environment. 2. Individuals make conscious decisions about their behavior in the organization.

Expectancy theory 3. Individuals have different needs, desires and goals. 4. Individuals decide between alternative behaviors on the basis of their expectations that a given behavior will lead to a desired action.

Expectancy theory These assumptions become the basis for the Expectancy Model which has 3 major components. 1. Performance-outcome expectancy: Individuals expect certain consequences of their behavior. These expectations affect their decisions on how to behave. Eg: employee who is thinking about exceeding sales may expect praise, bonus, no reaction or even hostility from colleagues

Expectancy theory 2. Valence: Outcome of a particular behavior has a specific valence or power to motivate which varies from individual to individual. Eg: manager who values money and achievement, a transfer to a higher paying position in another city may have high valence; to a manager who values affiliation with colleagues and friends, the same transfer may have low valence.

Expectancy theory 3. Effort-performance expectancy: People’s expectations of how difficult it will be to perform successfully affect their decisions about behavior. Given a choice, individuals tend to select the level of performance that seems to have the best chance of acieving an outcome they value.

Expectancy theory The 3 components can be summed up into 3 questions. 1. If I do this what will be the outcome? 2. Is the outcome worth the effort to me? 3. What are my chances of achieving an outcome that will be worthwhile for me?

Expectancy theory An individual’s behavior will depend, to some extent on the type of outcome expected. Some outcomes act as Intrinsic rewardspsychological reward that is experienced directly by an individual. Extrinsic reward-reward that is provided by an outside agent such as supervisor or a workgroup.

Expectancy theory A single level of performance maybe a combination of extrinsic and intrinsic rewards each having its own valence. “If I perform better, I will receive higher pay, be noticed by my supervisor and feel better about myself. ”

Expectancy theory Expectancy theory implies that managers must pay attention simultaneously to a number of factors in dealing with their employees. Managers should 1. Determine the rewards valued by each employee. 2. Determine the performance you desire.

Expectancy theory 3. Make the performance level attainable. 4. Link rewards to performance. 5. Analyze what factors might counteract the effectiveness of the reward. 6. Make sure the reward is adequate.

Reinforcement Theory An approach to motivation based on the “law of effect”-the idea that behavior with positive consequences will be repeated, while behavior with negative consequences tends not to be repeated.

Reinforcement Theory Stimulus response Response Consequences Future

Reinforcement Theory On this view the individual’s own voluntary behavior (response) to a situation or event (stimulus) is the cause of specific consequences. If consequences are positive-individual will repeat If consequences are negative-individual will change his or her behavior

Reinforcement Theory Behavior Modification uses reinforcement theory to change human behavior. 4 common methods of Behavior Modification

Behavior Modification 1. Positive reinforcement-desirable behaviors are encouraged or reinforced by positive consequences such as raise or praise. 2. Avoidance Learning-employees change their behavior to avoid unpleasant consequences such as criticism or a poor evaluation. 3. Extinction-to stop a behavior managers use extinction, absence of reinforcement.

Behavior Modification 4. Punishment-application of negative consequences eg: criticism, reduced pay or dismissal

Goal Setting Theory This theory focuses on the process of setting goals themselves. According to this theory individuals are motivated when they behave in ways that move them to certain clear goals that they accept and can reasonably expect to attain.