10/3/2010

Lecture Map: We Are Here... Lecture Map: We Are Here...
Individual •Biographical Traits •Personality •Values & Attitudes •Ability Group •Communication •Other Groups •Conflict •Power & Politics •Group Structure •Work Teams •Leadership •Decision Making Organization •Culture •Structure •Design •Technology •Work Processes •Selection Processes •Training Programs •Appraisal Practices

Lecturer: Cheryl “Nyahra” Gittens

•Perception •Motivation •Individual Learning •Decision Making

1

Lecturer: Cheryl " Nyahra" Gittens

2

The Motivation Process

What Is Motivation?
Motivation
The processes that account for an individual’s willingness to exert high levels of effort to reach organizational goals, conditioned by the effort s ability to satisfy some individual conditioned by the effort’s ability to satisfy some individual need.
Effort: a measure of intensity or drive. Direction: toward organizational goals Need: personalized reason to exert effort

Motivation works best when individual needs are compatible with organizational goals.
Exhibit 16.1
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 16–3 Copyright © 2005 Prentice Hall, Inc. All rights reserved. 16–4

MAJOR THEORIES OF MOTIVATION

Why is Motivation Important?

I. Need / Content Approaches: ‐ Maslow’s Hierarchy of Needs ‐ Alderfer’s ERG Theory ‐ Herzberg’s Two Factor Theory ‐ McClelland’s Learned Needs Theory II. Cognitive/ Process / Contemporary Approaches: ‐ Expectancy Theory ‐ Equity Theory/ Social Comparison ‐ Goal Setting Theory III. REINFORCEMENT THEORY OR OPERANT CONDITIONING : How Rewards & Reinforcements Sustain Motivation Over Time (Behavior Modification)
5 6

Under optimal conditions, effort can often be increased and sustained Delegation without constant supervision is always necessary Employees can become self‐motivated Motivated employees can provide competitive advantage by offering suggestions & working to satisfy customers

Lecturer: Cheryl “Nyahra” Gittens Contact: cheryl.gittens@cavehill.uwi.edu

1

10/3/2010

Individual Motivation and Job Performance

A Job Performance Model of Motivation
Individual Inputs Motivational Factors Motivated Behaviors

Performance

Job Context

7

8

Maslow’s Hierarchy of Needs
• Maslow’s Needs Hierarchy Theory – People have needs, and when one need is relatively fulfilled, other emerge in predictable sequence to take its place. • Maslow’s hierarchy of needs: – Physiological needs: food, water, sleep, and sex. – Safety needs: safety from the elements and enemies. – Love needs: desire for love, affection, and belonging. – Esteem needs: self‐perception as a worthwhile person. – Self‐actualization: becoming all that one can become.
9

Maslow’s Hierarchy of Needs

10

Maslow’s Hierarchy of Needs
The Self‐Actualizing Manager
Has warmth, closeness, and sympathy. Recognizes and shares negative information and feelings. Exhibits trust, openness, and candor. Does not achieve goals by power, deception, or manipulation. Does not project own feelings, motivations, or blame onto others. Does not limit horizons; uses and develops body, mind, and senses. Is not rationalistic; can think in unconventional ways. Is not conforming; regulates behavior from within.

Maslow’s Hierarchy of Needs
• Relevance of Maslow’s Theory for Managers – Beyond physical and safety needs, which higher order need will emerge cannot be predicted. – A fulfilled need does not motivate an individual A fulfilled need does not motivate an individual. – Effective managers can anticipate emerging needs based on individual need profiles and provide opportunities for fulfillment. – The esteem level of needs satisfied by jobs and recognition provides managers with the greatest opportunity to motivate better performance.
11 12

Lecturer: Cheryl “Nyahra” Gittens Contact: cheryl.gittens@cavehill.uwi.edu

2

10/3/2010

Alderfer’s ERG Theory

Evaluation of Maslow
Failure to find confirmatory evidence in tests of proposed hierarchical process (Hall & Nougaim 1968; Lawler & Suttle 1972; Rauschenberger et al 1980) In particular In particular
‘Satisfied’ needs not consistently less important than ‘unsatisfied’’ needs Satisfaction of lower level needs does not raise importance of higher level ones

Existence Relatedness Growth (ERG) Theory
Alderfer’s theory of human needs focuses on three needs: existence, relatedness, and growth.
Existence needs are similar to Maslow’s physiological and E it d i il t M l ’ h i l i l d security needs. Relatedness needs are those that require interpersonal interaction to satisfy (prestige and esteem from others). Growth needs are similar to Maslow’s needs for self‐esteem and self‐actualization.

13

14

Alderfer’s ERG Theory
Concepts: More than one need can be operative at the same time.
Core Needs

Alderfer’s ERG Theory
Need Growth Needs Progression Need Regression

Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development.

If a higher-level need cannot higher level be fulfilled, the desire to satisfy a lower-level need increases.

Relatedness Needs

Existence Needs
15 16

Herzberg’s Two‐Factor Theory
– A theory of motivation based on job satisfaction. • A satisfied employee is motivated from within to work harder. • A dissatisfied worker is not self‐motivated to work. • Conclusion: Enriched jobs are the key to self‐motivation. – Dissatisfiers: factors associated with the job context or work environment. – Satisfiers: factors associated with the nature of the task itself (job content).

Herzberg’s Theory Basically Rests on Two Main Propositions
1.) Job satisfaction is equivalent to being motivated (influence of Human Relations) and assumption that the happy worker is a productive worker 2.) Job satisfaction and dissatisfaction are separate concepts with unique determinants

17

18

Lecturer: Cheryl “Nyahra” Gittens Contact: cheryl.gittens@cavehill.uwi.edu

3

10/3/2010

Herzberg’s 2‐Factor Theory
Determinants of Job Dissatisfaction are Hygiene* Factors: • Pay, fringe benefits • Working conditions y p • Quality of supervision • Interpersonal relations Job Environment Factors * Poor hygiene can make you, sick, but good hygiene won’t necessarily make you healthy

Summary of Herzberg’s Motivator–Hygiene Findings

Determinants of Job Satisfaction are Motivator Factors: • Work itself, responsibility • Advancement • Recognition Job Content Factors

Source: Adapted from Frederick Herzberg, “One More Time: How Do You Motivate Employees,” Harvard Business Review, January– February 1968.

19

20

Evaluation of Herzberg’s Theory
Contributions 1st to argue that job content/job design was important Job enrichment as a Job enrichment as a motivational strategy Model appealing, easy to understand Explained why “more” hygiene factors did not increase motivation Criticisms Some individual differences, like desire for pay, rejected as a motivator. Not everyone i N wants an enriched job. Assumes satisfaction = motivation May be “method‐bound” by self‐serving bias
21

What are the implications of two factor theory for how managers design work?

22

David McClelland’s Theory of Needs
This theory focuses on three needs: achievement, power, and affiliation that help explain motivation
• The Need for Achievement
–

David McClelland’s Theory of Needs, Contd.,
High Achievers will be Motivated, if

A predisposition to strive for success and the satisfaction of accomplishing a challenging task or goal. A desire to influence others directly by making suggestions, giving opinions and evaluations, and trying to talk others into things. The motivation to maintain strong, warm relationships with friends and relatives.

• The Need for Power Th N d f P
–

• The Need for Affiliation
–

23

24

Lecturer: Cheryl “Nyahra” Gittens Contact: cheryl.gittens@cavehill.uwi.edu

4

10/3/2010

WORK PREFERENCES OF PERSONS HIGH IN NEED FOR ACHIEVEMENT, AFFILIATION, AND POWER
INDIVIDUAL NEED High need for achievement WORK PREFERENCES ‐ Individual responsibility ‐ Challenging but achievable goals ‐ Feedback on performance High need for affiliation Interpersonal relationships ‐ Interpersonal relationships ‐ Opportunities to communicate JOB EXAMPLE Field sales person with challenging quota and opportunity to earn individual bonus Customer service C t i representative; member of work unit subject to group wage bonus plan Formal position of supervisory responsibility; appointment as head of special task force or committee
25 Higher order needs

A Graphic Comparison of Four Content Approaches to Motivation
Maslow Selfactualization Esteem Belongingness, social, and love Safety and security Physiological
Motivators

Herzberg
The work itself - Responsibility - Advancement - Growth Achievement Recognition
Quality of interpersonal relations among peers, with supervisors

Alderfer
Growth

McClelland
Need for achievement Need for power

Relatedness

Need for affiliation

High need for power

‐ Control over other persons ‐ Attention ‐ Recognition

Basic needs

Hygiene conditions

Existence Job security Salary
26

Case Study
In pairs, study the given case and answer the three questions. The Core problem is given in the case. What do you think is the cause of the core problem? is the cause of the core problem?

Have Fun! Everything you need was just taught to you.
27

Lecturer: Cheryl “Nyahra” Gittens Contact: cheryl.gittens@cavehill.uwi.edu

5