1. Motivation

2. Motivation
Research on motivation attempts to determine why people behave the way they do and to understand the ramifications of such behavior. The changing role and interaction of technology at work is one factor that explains why motivation remains an important research topic. Additionally, our movement to an information and service-based economy may have varying effects on motivation factors and resulting employee behaviors.

3. Motivation
Motivation is derived from the Latin word movere, “to move.” The Merriam-Webster dictionary defines motivation (root motive) as “something (as a need or desire) that causes a person to act” while motivate is defined as “the object influencing a choice or prompting an action.”
Several common themes among motivation definitions refers to action or behavior toward goals, specifically, the individual and environmental antecedent factors that cause action, the goal itself, and feedback acting as a moderator which can influence the intensity of achieving the goal

4. Motivation
An understanding of the complexities of contemporary organizations and how individual’s differing motivations influence needs, actions and goals is essential to fully comprehend the effects of variations in other factors such as leadership styles, job design, salary, as they relate to performance, satisfaction, and other outcomes

5. Other Definitions Direction of behavior
Strength of the response (effort) once employee chooses to follow a course of action
Persistence of the behavior or how long the person continues to behave in a particular manner
Different motivators for different cultures/situations
Emphasis on different factors depending on what is being studied.

6. Why does an organization want to motivate employees?
Fear of unions
Promote positive climate
Able to pay workers less
Other reasons?

7. Motivation Popular definition of “motivation” Willingness to perform
Regarded as an individual-level attitude
Understood to be affected by “leadership”
May be nothing more than an internal attribution when observed behavior is consistent or inconsistent with organizational expectations

8. Motivation Defined Implications Associated with This Definition
Motivation: Psychological processes that cause the arousal direction, and persistence of voluntary actions that are goal directed.
Implications Associated with This Definition
Behavior is purposive rather than random - People exhibit both positive (work done on time) and negative (arrive late for work) behavior for a reason
Motivation arouses people to do something - People are unlikely to change a behavior or do something different unless they are motivated to do so
Motivation causes people to focus on a desired end-result or goal
Motivation fuels the persistence needed to exhibit sustained effort on a task

9. A Job Performance Model of Motivation
Ability, Job knowledge
Dispositions & Traits
Emotions, Moods, &Affect
Beliefs & Values
Individual Inputs
Physical Environment
Task Design
Rewards & Reinforcement
Supervisory Support & Coaching
Social Norms
Organizational Culture
Job Context
Arousal Attention Intensity & & Direction Persistence
Motivational Processes
Motivated
Behaviors
Skills
Enable, Limit

10. A Job Performance Model of Motivation (cont.)
Skills
Individual Inputs
Motivated Behaviors
Focus: Direction, What we do Intensity: Effort, how hard we try Quality: Task strategies, the way we do it Duration: Persistence, how long we stick to it
Motivational Processes
Performance
Job Context
Enable, Limit

11. Motivation Theories
Content theories – focus on factors within the person that energize, direct, sustain, and stop behavior. They attempt to determine the specific needs that motivate people (individual needs for job satisfaction, behavior, and reward systems). Aware of differences in people
Process theories – describe and analyze how behavior is energized, directed, sustained and stopped by factors external to the person. Understand how individuals make choices based on preferences, rewards, and accomplishments.

12. Content Theories
Within a person, individual need deficiencies activate tensions that trigger a behavioral response. Managers should:
Determine what needs trigger performance, group and personal behaviors
Offer meaningful rewards to satisfy needs
Know when it is appropriate to offer rewards
Adapt to people’s changing needs

13. Motivation Theories Hierarchy of Needs (Maslow) - content
Nach Theory (McClelland) - content
Reinforcement Theory - process
Self-Efficacy Theory (Bandura)
Job Design (Enlargement, Rotation, Enrichment)
Two-Factor Model (Herzberg) - content
Job Characteristics Model (Hackman & Oldham)
Empowerment (Spreitzer)
Equity Theory (Adams) - process
Expectancy Theory (Vroom) - process
Goal-Setting (Locke) - process

14. Motivation Theories and Workplace Outcomes
Choice to pursue a course of action
Need
Reinforcement
Equity
Outcome of Interest
Effort
Performance
Satisfaction
Absenteeism
Turnover X

15. Motivation Theories and Workplace Outcomes (continued)
Choice to pursue a course of action
Expectancy
Goal Setting
Job Characteristics
Outcome of Interest
Effort
Performance
Satisfaction
Absenteeism
Turnover X

16. Maslow’s Need Hierarchy
Physiological Most basic need.
Safety Consists of the need to be safe.
Love The desire to love and be loved.
Esteem Need for reputation, prestige, and recognition from others.
Self-Actualization Desire for self-fulfillment.

17. Research on Maslow
Very few studies can confirm or refute the theory. It may be that the dynamics implied are too complex to be operationalized and confirmed by scientific research. Helps to explain aspects of human behavior but it is not accurate/thorough to explain individual behavior.
A satisfied need may lose its motivating potential. Managers are advised to motivate employees by devising programs aimed at satisfying emerging or unmet needs.
Managers high in the organization place greater emphasis on self-actualization

18. Alderfer ERG Theory
Existence – needs satisfied by factors such as food, air, water, pay, and working conditions
Relatedness- needs satisfied by meaningful social and interpersonal relationships
Growth – needs satisfied by creative contributions
In addition to satisfaction-progression hierarchy, there is frustration-regression.

19. Herzberg’s Two-Factor Theory
Views on job satisfaction
Extrinsic conditions or job context include pay, status, working conditions. The presence of these conditions does not motivate the person but the absence results in dissatisfaction. Also called hygiene factors
Intrinsic conditions or job content include feelings of achievement, increased responsibility and recognition. The absence does not lead to dissatisfaction but when present they build levels of motivation that result in good job performance. Also called motivators.
Requires an enriched job to motivate employees

20. Herzberg’s Motivator-Hygiene Model
Motivators
No Satisfaction Satisfaction Jobs that do not Jobs offering offer achievement achievement, recognition, recognition,
stimulating work, stimulating work, responsibility, responsibility, and advancement. and advancement.

21. Herzberg’s Motivator-Hygiene Model (continued)
Hygiene Factors
Dissatisfaction No Dissatisfaction Jobs with poor Jobs with good company policies, company policies, and administration, and administration,
technical supervision technical supervision, salary, interpersonal salary, interpersonal relationships with relationships with supervisors, and supervisors, and working conditions. working conditions.

22. McClelland’s Need Theory
Need For Achievement: Desire to excel and accomplish something difficult.
Achievement-motivated people prefer
tasks of moderate ability that they can achieve
situations in which their performance is due to their own efforts
more feedback on their success and failures than do low achievers
Need For Affiliation: Desire to spend time in social relationships and activities.
Need For Power: Desire to influence, coach, teach, or encourage others to achieve.