Organizational Behaviour

Presented to Sir Tisman Pasha Presented by Muhammad Taha Khan 07-06

Contemporary Theories of Motivation

INTRODUCTION Motivation is the result of the interaction of the individual and the situation. Is the process by which a person’s efforts are energized, directed, and sustained towards attaining a goal. The level of motivation varies both between individuals and within individuals at different times. Motivation works best when individual needs are Motivation works best when individual needs are compatible with organizational goals.

EARLY THEORIES OF MOTIVATION Hierarchy of needs theory Theories X and Y The two-factor theory. They represent a foundation from which contemporary theories have grown.

Contemporary Theories of Motivation Mc Clelland’s Theory of Needs Cognitive Evaluation theory Goal-Setting Theory Self-Efficacy Theory

McClelland’s Theory of Needs There are three major acquired needs that are major motives in work. Need for achievement (nAch) The drive to excel and succeed Need for power (nPow) The need to influence the behavior of others Need of affiliation (nAff) The desire for interpersonal relationships

Cognitive Evaluation Theory Introduction of extrinsic rewards for work effort that was previously intrinsically rewarding tends to decrease overall motivation. When extrinsic rewards are given to someone for performing an interesting task, it causes intrinsic interest in the task itself to decline. Extrinsic rewards that are verbal increase intrinsic motivation. Self-Concordance

GOAL-SETTING THEORY Proposes that setting goals that are accepted, specific, and challenging yet achievable will result in higher performance than having no or easy goals. Goals tell an employee what needs to be done and how much effort will need to be expended. An individual is committed to the goal when he believes he can achieve the goal, and wants to achieve it.

Goal Setting Theory

MBO PROGRAMS Putting Goal-Setting Theory into Practice Converting overall organizational objectives into specific objectives for organizational units and individual members. Four ingredients common to MBO programs: Goal specification. Participation in decision making. An explicit time period. Performance feedback. Failures may come from: Unrealistic expectations regarding results. Lack of commitment by top management. Cultural incompatibilities.

Self-Efficacy Theory Refers to an individual’s belief that he or she is capable of performing a task. Individuals with high self-efficacy seem to respond to negative feedback with increased effort and motivation s compared to those with low self-efficacy.

Ways to Increase Self-Efficacy Four ways to increase self-efficacy Enactive mastery Vicarious modeling Verbal persuasion Arousal

Joint Effects of Goals & Self-Efficacy on Performance Individual has confidence that given level of performance will be attained (Self-Efficacy) Individual has higher level of job or task performance Manager Sets difficult, specific goals for job or task Individual sets higher personal (self-set) goals for their performance

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