Chapter Nine: Motivation University of Bahrain College of Business Administration Management & Marketing Department Chapter Nine: Motivation Dr.Mahmood Asad MGT230: Chapter9

The Nature of Motivation Motivation is a psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence. Dr.Mahmood Asad MGT230: Chapter9

Direction of a person’s behavior Refers to ….. Example Direction of a person’s behavior The many possible behaviors that a person could engage in Do whatever required to provide high-quality customer service (drop off and pick up) Effort How hard people work Exert high levels of effort to provide superior customer service Persistence When faced with roadblocks and obstacles, people keep trying or give up Branch managers: improve the profitability while maintaining high level of customer service Dr.Mahmood Asad MGT230: Chapter9

The Nature of Motivation Intrinsically motivated behavior is behavior that is performed for its own sake. The source of motivation is actually performing the behavior, and motivation comes from doing the work itself. Dr.Mahmood Asad MGT230: Chapter9

The Nature of Motivation Extrinsically motivated behavior is behavior that is performed to acquire material or social rewards or tot avoid punishment. The source of motivation is the consequences of the behavior, not the behavior itself. Dr.Mahmood Asad MGT230: Chapter9

The Nature of Motivation People can be intrinsically motivated, extrinsically motivated, or both intrinsically and extrinsically motivated. Dr.Mahmood Asad MGT230: Chapter9

The Nature of Motivation Whether workers are intrinsically motivate, extrinsically motivated, or both depends on a wide variety of factors: Workers’ own personal characteristics The nature of their jobs The nature of the organization Dr.Mahmood Asad MGT230: Chapter9

The Nature of Motivation Prosocially motivated behavior is behavior that is performed to benefit or help others. Behavior can be prosocially motivated in addition to being extrinsically and/or intrinsically motivated. Dr.Mahmood Asad MGT230: Chapter9

The Nature of Motivation Regardless of whether people are intrinsically, extrinsically, or prosocially motivated, they join and are motivated to work in organizations to obtain certain outcomes. Outcome is anything a person gets from a job or organization. Dr.Mahmood Asad MGT230: Chapter9

The Nature of Motivation Organizations hire people to obtain important inputs. Input is anything a person contributes to his/her job or organization. Input Time Effort Education experience Skills Knowledge Actual work behavior Dr.Mahmood Asad MGT230: Chapter9

Figure 9.1: The Motivation Equation Dr.Mahmood Asad MGT230: Chapter9

The Nature of Motivation Managers seek to ensure that people are motivated to contribute important inputs to the organization, that these inputs are put to good use or focused in the direction of high performance, and that high performance results in workers’ obtaining the outcomes they desire. Theories of motivation provide a comprehensive set of guidelines for managers to follow to promote high levels of employee motivation. Dr.Mahmood Asad MGT230: Chapter9

Need Theories Need is a requirement or necessary for survival and well-being. Need theories are theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs. Dr.Mahmood Asad MGT230: Chapter9

Maslow’s Hierarchy of Needs Psychologies Abraham Maslow proposed that all people seek to satisfy five basic kinds of needs: physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs. Maslow’s hierarchy of needs is an arrangement of five basic needs that, according to Maslow, motivate behavior. Maslow proposed that the lowest level of unmet needs is the prime motivator and that only one level of needs is motivational at a time. Dr.Mahmood Asad MGT230: Chapter9

Table 9.1: Maslow’s Hierarchy of Needs Self- actualization Realize one’s full potential Use abilities to the fullest Esteem Feel good about oneself Promotions and recognition Belongingness Social interaction, love Interpersonal relations, parties Safety Security, stability Job security, health insurance Physiological Food, water, shelter Basic pay level to buy items Needs Description Examples Lower-level needs must be satisfied before higher-level needs are addressed. Highest-level needs Lowest-level needs Dr.Mahmood Asad MGT230: Chapter9

Maslow’s Hierarchy of Needs Although this theory identifies needs that are likely to be important sources of motivation for many people, research does not support Maslow’s contention that there is a need hierarchy or his notion that only one level of needs is motivational at a time. Nevertheless, a key conclusion can be drawn form Maslow’s theory: People try to satisfy different needs at work. Dr.Mahmood Asad MGT230: Chapter9

Maslow’s Hierarchy of Needs To have a motivated workforce, managers must determine which needs employees are trying to satisfy in organizations and then make sure that individuals receive outcomes that satisfy their needs when they perform at a high level and contribute to organizational effectiveness. By doing this, managers align the interests of individual members with the interest of the organization as a whole. Dr.Mahmood Asad MGT230: Chapter9

Maslow’s Hierarchy of Needs Managers must realize that citizens of different countries might differ in the needs that seek to satisfy through work. Greece and Japan: safety needs Sweden, Norway, and Denmark: belongingness needs Developed countries: physiological and safety needs Wealthy and high standard living countries: esteem and self-actualization needs Dr.Mahmood Asad MGT230: Chapter9

Herzberg’s Motivator-Hygiene Theory Frederick Herzberg focuses on two factors: Outcomes that can lead to high levels of motivation and job satisfaction Outcomes the can prevent people from being dissatisfied Dr.Mahmood Asad MGT230: Chapter9

Herzberg’s Motivator-Hygiene Theory Herzberg’s motivator-hygiene theory is a need theory that distinguishes between motivator needs (related to the nature of the work itself) and hygiene needs (related to the physical and psychological context in which the work is performed) and proposes that motivator needs must be met for motivation and job satisfaction to be high. Dr.Mahmood Asad MGT230: Chapter9

Herzberg’s Motivator-Hygiene Theory Motivator needs met  highly motivated and satisfied workforce Hygiene needs met  workers not dissatisfied but not lead to high levels of motivation and job satisfaction Many research studies have tested Herzberg’s propositions, and the theory fails to receive support. Nevertheless, Herzberg’s formulations have contributed to our understanding of motivation. Dr.Mahmood Asad MGT230: Chapter9

Herzberg’s Motivator-Hygiene Theory Focus researchers’ and managers’ attention on the important distinction between intrinsic (motivator needs) and extrinsic (hygiene needs) motivation. Prompted researchers and managers to study how jobs could be designed or redesigned so that they are intrinsically motivating Dr.Mahmood Asad MGT230: Chapter9

McClelland’s Needs for Achievement, Affiliation, and Power Psychologies David McClelland has extensively researched the needs for achievement, affiliation, and power. Dr.Mahmood Asad MGT230: Chapter9

McClelland’s Needs for Achievement, Affiliation, and Power Need for achievement is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence. People with a high need for achievement often set clear goals for themselves and like to receive performance feedback. Dr.Mahmood Asad MGT230: Chapter9

McClelland’s Needs for Achievement, Affiliation, and Power Need for affiliation is the extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him/her get along with each other. Dr.Mahmood Asad MGT230: Chapter9

McClelland’s Needs for Achievement, Affiliation, and Power Need for power is the extent to which an individual desires to control or influence others. While each of these needs is present in each of us to some degree, their importance in the workplace depends upon the position one occupies. Dr.Mahmood Asad MGT230: Chapter9

McClelland’s Needs for Achievement, Affiliation, and Power Research found that: Presidents with high need for power are more effective High need for affiliation is not desirable as managers will try too hard to be liked by others (subordinates) rather than doing all they can to increase performance Dr.Mahmood Asad MGT230: Chapter9

Other Needs Need for work-life-balance and time to take care of their loved ones while simultaneously being highly motivated at work. Having some time during the day when one can at least see nature may be another important need. Dr.Mahmood Asad MGT230: Chapter9