BA 101 2nd LE

• Motivation

  • the result of an interaction between the person and a situation; it is not a personal trait; it is the process by which a person’s efforts are energized, directed, and sustained towards attaining a goal.
• Three Key Elements of Motivation:

  1. Energy
  2. Direction
  3. Persistence
• Energy

  • is a measure of intensity, drive, and vigor. A motivated person puts forth the effort and works hard.
• Direction

  • High levels of effort don’t necessarily lead to favorable job performance unless the effort is channeled in a direction that benefits the organization. The effort that’s directed toward, and consistent with, organizational goals is the kind of effort we want from employees.
• Persistence

  • Organizations need employees who exert effort to achieve organizational goals.
• Motivation works best when individual needs are compatible with organizational goals.
• Theories of Motivation

  1. Early theories of motivation
  2. Contemporary Theories of motivation
• Early theories of motivation

  1. Maslow’s Hierarchy of Needs Theory
  2. McGregor’s Theory X and Theory Y
  3. Herzberg’s Motivation-Hygiene Theory
  4. Three-Needs Theory (McClelland)
• Maslow’s Hierarchy of Needs Theory

  • Needs were categorized as five levels of lower- to higher-order needs
• • Individuals must satisfy lower-order needs before they can satisfy higherorder needs.
  • Satisfied needs will no longer motivate.
  • Motivating a person depends on knowing at what level that person is on the hierarchy
• Levels of Needs:

  1. Physiological needs
  2. Safety needs
  3. Social needs
  4. Esteem needs
  5. Self-actualization needs
• Physiological needs

  • A person’s needs for food, drink, shelter, sex, and other physical requirements.
• Safety needs

  • A person’s needs for security and protection from physical and emotional harm, as well as assurance that physical needs will continue to be met.
• Social needs

  • A person’s needs for affection, belongingness, acceptance, and friendship.
• Esteem needs

  • A person’s needs for internal esteem factors such as self-respect, autonomy, and achievement and external esteem factors such as status, recognition, and attention.
• Self-actualization needs

  • A person’s needs for growth, achieving one’s potential, and self-fulfillment; the drive to become what one is capable of becoming.
• Hierarchy of needs

  • Lower-order (external): physiological, safety
  • Higher-order (internal): social, esteem, self-actualization
• McGregor’s Theory X and Theory Y

  • Motivation is maximized by participative decision making, interesting jobs, and good group relations.
• Theory X

  • Assumes that workers have little ambition, dislike work, avoid responsibility, and require close supervision.
• Theory Y

  • Assumes that workers can exercise self-direction, desire responsibility, and like to work
• Herzberg’s Motivation-Hygiene Theory

  • Job satisfaction and job dissatisfaction are created by different factors
  • Attempted to explain why job satisfaction does not result in increased performance.
• Job satisfaction and job dissatisfaction are created by different factors:

  • Hygiene factors
  • Motivators
• Motivators

  • intrinsic (psychological) factors that create job satisfaction.
• The opposite of satisfaction is not dissatisfaction, but rather no satisfaction.
• Hygiene factors

  • extrinsic (environmental) factors that create job dissatisfaction.
• Three-Needs Theory (McClelland)

  1. Need for achievement (nAch
  2. Need for power (nPow)
  3. Need of affiliation (nAff)
• Need for achievement (nAch)

  • The drive to excel, to achieve in relation to set of standards, and succeed.
• Need of affiliation (nAff)

  • The desire for friendly and interpersonal relationships
• Contemporary Theories of motivation

  1. Goal-Setting Theory
  2. Reinforcement Theory (BF Skinner)
  3. Designing Motivating Job
  4. Equity Theory (J. Stacey Adams)
  5. Expectancy Theory (Victor Vroom)
• 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.
• Benefits of Participation in Goal-Setting

  • Increases the acceptance of goals.
  • Fosters commitment to difficult, public goals.
  • Provides for self-feedback (internal locus of control) that guides behavior and motivates performance (self-efficacy).
• Reinforcement Theory (BF Skinner)

  • Assumes that the desired behavior is a function of its consequences, is externally caused, and if reinforced, is likely to be repeated.
• Positive reinforcement is preferred for its long-term effects on performance.
• Ignoring undesired behavior is better than punishment which may create additional dysfunctional behaviors.
• Job design

  • The way into which tasks can be combined to form complete jobs.
• Factors influencing job design:

  • Changing organizational environment/structure
  • The organization’s technology
  • Employees’ skill, abilities, and preferences
• Job enlargement

  • Increasing the job’s scope (number and frequency of tasks)
• Job enrichment

  • Increasing responsibility and autonomy (depth) in a job.
• Job Characteristics Model (JCM)

  • A conceptual framework for designing motivating jobs that create meaningful work experiences that satisfy employees’ growth needs
• Five primary job characteristics:

  1. Skill variety
  2. Task identity
  3. Task significance
  4. Autonomy
  5. Feedback