MOTIVATION

Defined as the psychological forces within a person that : determine 1 Intensity The effort of how hard people work 2 Direction Of business in an Organization 3 Persistence How long one can maintain the effort. Intrinsic motivation: Behavior performed for it’s own sake. : Motivation comes from perform the work Extrinsic Motivation: Behavior performed to acquire rewards. Motivation source is the consequence of an action

OUTCOMES & INPUTS Regardless of the source of motivation, people seek outcomes Outcome: Any thing a person gets from a job Organizations hire workers to obtain inputs Inputs Any thing a person contributes to his job eg. Skills. Knowledge , work-behavior Manager thus use outcomes to motivate workers to provide inputs

Motivation Equation Inputs from Organization Members— Performance Time, Effort, Skills, Education, knowledge, Work-Behavior Performance Contribute to Organizational Efficiency, Effectiveness & Attain goals Outcomes received by members. Job security, Benefits Vacations

Need Theory People are motivated to obtain outcomes at work to satisfy their needs. A need is a requirement for survival To motivate a person --- Managers must determine what needs workers want satisfied --- Ensure that a person receives the outcomes when performing well. There are several needs theories: Maslow’s hierarchy of needs Alderfer’s ERG

Maslow’s Hierarchy of Needs 6-1 E X H I B I T

Hierarchy of Needs Examples Self Actualization Esteem Belongingness Need Level Description Examples Self Actualization Realize one’s full potential Use abilities to the fullest Esteem Feel good about ones self Promotions & Recognitions Belongingness Social interaction, love Interpersonal relation Safety Security, Stability Job security, health, insurance Physiological Food, shelter etc. Basic pay levels

Theory X and Theory Y (Douglas McGregor)

Two-Factor Theory (Frederick Herzberg)

Comparison of Satisfiers and Dissatisfiers Factors characterizing events on the job that led to extreme job dissatisfaction Factors characterizing events on the job that led to extreme job satisfaction Comparison of Satisfiers and Dissatisfiers 6-3 E X H I B I T

Contrasting Views of Satisfaction and Dissatisfaction Presence Absence 6-4 E X H I B I T

ERG Theory (Clayton Alderfer) Concepts: More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lower-level need increases. Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development.

Self -developmentCreative work Work continually improves skills Alderfer’s ERG Growth Self -developmentCreative work Work continually improves skills Relatedness Interpersonal relations, feelings Good relations, Feed back Existence Food, shelter etc Basic pay level to buy items Highest lowest

Motivation – Hygiene Theory Focuses on outcomes that can lead to high motivation, job satisfaction & those that can prevent dissatisfaction. Motivator needs Related to nature of the work & how challenging it is -- Outcomes are autonomy, responsibility , interesting work Hygiene Needs Relate to the physical and psychological context of the work -- Refers to a good work environment, pay , job security -- When hygiene not met , workers are dissatisfied

David McClelland’s Theory of Needs nAch nPow nAff

Matching Achievers and Jobs 6-5 E X H I B I T

Cognitive Evaluation Theory

Goal-Setting Theory (Edwin Locke)

Reinforcement Theory (Carrot & stick theory) Concepts: Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated.

Equity theory Distributive Justice (perceived fairness of outcome) Procedural Justice (Perceived fairness of process Used to determine outcome) Interactional Justice (Perceived degree to which one is Treated with dignity & respect) Organizational Justice (Overall perception of what is fair in the Workplace)

Expectancy Theory 6-8 E X H I B I T

Motivation - Applications 1)Motivating by Job Design: The Job characteristics model Skill variety Task identity Task significance Autonomy Feedback How can Jobs be redesigned? Job rotation Job enlargement Job enrichment

Alternative Work Arrangements Flexi time Job sharing Telecommuting Ability & Opportunity 2) Employee involvement Examples: - Participative Management - Representative Participation - Quality Circles

3) Using Rewards to Motivate Employees What to Pay How to Pay: - Piece - Rate Pay - Merit - Based pay - Bonuses - Skill – Based Pay - Profit-Sharing Plans - Gain sharing - Employee Stock ownership Plans Flexible Benefits Intrinsic Rewards