HBO chapter 5

• Motivation


  Activating behavior, sustaining it, and directing it toward a particular goal
• One of the requisites of performance is a basic understanding of what motivation is and how it facilitates the achievement of goals that would benefit both managers and individual employees
• Motivation moves people to act and accomplish
• motivation (workplace)

  • Set of internal and external forces that cause a worker to choose a course of action and engage in a certain behavior
• motivation

  The willingness to perform
• Determinants of job performance (Conditions)

  • Capacity to perform- The degree to which the employee possesses skills, abilities, knowledge, and experience relevant to his job
  • Opportunity to perform- Depend on the work environment provided to the employee
  • Willingness to perform- Degree in which an employee desires and is willing to exert effort to achieve the goals assigned to him
• Key elements of motivation

  • Intensity
  • Direction
  • Persistence
• Theories of motivation

  • Content theories
  • Process theories
• Content theories of motivation

  • Hierarchy of needs theory
  • The ERG theory
  • Acquired needs theory
  • Two-factor theory
• Prestige


  Admiration
• Self-actualization


  Drive to become what one is capable of becoming, which includes growth, achieving one’s potential, and self-fulfillment
• ERG theory


  A need hierarchy theory of motivation developed by Clayton Alderfer
• Three sets of needs:

  • Existence
  • Relatedness
  • Growth
• Existence needs


  Needs satisfied by factors such as food, air, water, pay, and working conditions
• Relatedness

  Needs satisfied by meaningful social and interpersonal relationships
• Growth needs


  Needs satisfied by an individual making creative or productive contributions
• If a higher order need cannot be satisfied

  A lower order need becomes dominant as a motivating factor. More than 1 need can be activated
• Acquired Needs Theory


  Developed by David McClelland and his associates
• three fundamental needs (acquired needs theory)

  • Need for achievement
  • Need for affiliation
  • Need for power
• Need for achievement


  Desire to do something better or more efficiently, to solve problems
• Need for affiliation


  Desire to establish and maintain friendly and warm relations with others
• Need for power


  Desire to control others to influence their behavior
• Two-factor Theory


  Developed by Frederick Herzberg
• Two-factor Theory categories

  • Job context
  • Job content
• Job context


  Relates more to the environment in which people work. Hygiene Factors are associated with job context
• Hygiene Factors

  • Organizational policies
  • Quality of supervision
  • Working conditions
  • Base wage or salary
  • Relationship with peers
  • Relationship with subordinates
  • Status
  • Security
• Improving hygiene factors


  Will help in preventing job dissatisfaction
• Job content


  What people actually do in their work. Motivator factors
• Motivator Factors

  • Achievement
  • Recognition
  • Work itself
  • Responsibility
  • Advancement
  • Growth
• When motivator factors are not present

  There is low job satisfaction among workers and lack of motivation to perform
• The four content theories:

  • The hierarchy of needs theory
  • The ERG theory
  • Acquired needs theory
  • Two-factor theory
• Authors of the following content theories:

  • The hierarchy of needs theory by Abraham Maslow
  • The ERG theory by Clayton Alderfer
  • Acquired needs theory by David L. McClelland
  • Two-factor theory by Frederick Herzberg
• The Process theories are:

  • Expectancy theory
  • Equity theory
  • Goal Setting theory
• The authors of Process theories are:

  • Expectancy theory by Victor Vroom
  • Equity theory by Stacey Adams
  • Goal Setting Theory by Edwin A. Locke
• What are the conditions for job performance?

  the capacity to perform

  the opportunity to perform

  the willingness to perform
• Capacity to perform relates to the degree to which the employee possess skills, abilities, knowledge, and experiences relevant to his job.
• The opportunity to perform will depend on the work environment provided to the employee
• The willingness to perform relates to the degree in which an employee desires and is willing to exert effort to achieve the goals assigned to him
• Intensity refers to the level of effort provided by the employee in that time to achieve the goal assigned to him. How hard a person tries to do work
• Direction relates to what an individual chooses to do when he is confronted with a number of possible choices.