MOTIVATION

Is work supposed to be enjoyment??THE CRITICAL QUESTION

We spend 10-12 hours a day at work..thats equivalent to 1/3 -1/2 of our lives!So if we are not having enjoyment at work, we should at least make it worthwhile!!

Being satisfiedGetting our needs metDoing something that turns pain to joyEase of accomplishing a difficult taskAn experience that fulfills the sensesEnjoying the momentDivine moments of sheer exhilaration!

From where comes the Enjoyment?

We like to repeat things that gives enjoyment!So..enjoyment is fundamentally a motivating phenomena!

Management can influence employee motivation; however in the final analysis . . .

ALL MOTIVATION COMES FROM WITHIN THE INDIVIDUAL!

Defining Motivation: * The driving force within individuals by which they attempt to achieve some goal in order to fulfill some needs or expectation.

* The degree to which an individual wants to choose in certain behavior.

Motivation isComplexPsychologicalUnique to each and every personContext sensitiveNot fully understood

Qualities of Motivation:Energizes behaviorDirects behaviorEnable persistence towards a goalExists in varying details

Some Individual Determinants of Behavior

Motivation as a process:It is a process by which a persons efforts are energized, directed and sustained towards attaining the goal.

*Energy- A measure of intensity or drive.*Direction- Towards organizational goal.*Persistence- Exerting effort to achieve goalDIRECTIONPERSISTENCEENERGY

Six Cs of Motivation..

ChoicescollaborationConstructing meaningConsequencesControlChallenges

Basic model of motivationNeeds or expectations

Result in Drive force(Behavior orAction)To AchieveDesired GoalsWhich ProvidesfulfillmentsFeedback

Early Theories of Motivation:Content Theories:

Emphasis on what motivates.

Maslows need HierarchyMcGregor's Theories X & YHerzbergs two factors theoryMcClellands Theory of Needs

Early Theories of Motivation*The early theories may not stand the test of time, but they do form the basis for contemporary theories and are still used by practicing managers.

Process Theories of Motivation:

Emphasis on actual process of motivation.

Goal-setting TheoryReinforcement TheoryEquity TheoryExpectancy Theory

Maslows Hierarchy of needs theoryNeeds were categorized as five levels of lower-higher-order needs.*Individual must satisfy lower-level needs before they can satisfy higher order needs.*Satisfied needs will no longer motivate.*Motivating a person depends on knowing at what level that a person is on the hierarchy.

Based on following assumptions :

Unsatisfied need is a potential motivator of behaviorSatisfied need is no longer a motivatorNeed satisfaction follows the order shown but is flexible

BUTWeak empirical supportRemains a classic interpretation of behaviorHuman needs are arranged in a hierarchy, and must be satisfied in descending order.

Maslows Hierarchy of Needs Theory

Maslows Hierarchy of NeedsAssumptions about high level and lower level needs:Needs at a higher level evolved later in phylogeny.

2.Needs at a higher level are less important for survival and less urgent to a person. 3.The satisfaction of higher level needs means more wishful and more positive results, which means greater happiness and a richer inner life.

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Maslows Hierarchy of NeedsMaslow did not test these assumptions empirically, and there have not been many research psychologists interested in doing so; this may have to do with the fact that Maslows concepts are quite soft and resist operationalization.

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McGregors Theory X and YTheory XAssume that workers have little ambition, dislike work, avoid responsibility, and require close supervision.Theory YAssumes that workers can exercise self-direction, desire, responsibility, and like to work.AssumptionMotivation is maximized by participative decision making, interesting jobs, and good group relation.

Theory X - authoritarian, repressive style. Tight control, no development. Produces limited, depressed culture.managementstaffstaffmanagementstaffstaffTheory Y - liberating and developmental. Control, achievement and continuous improvement achieved by enabling, empowering and giving responsibility.

Theory X

Theory Y

Motivational Theories X & Y

Social

McClellands Need Theory/ Learned Needs Theory/ Acquired Needs Theory

According to McClelland-These motivators are learned (the Learned Needs Theory).Regardless of our gender, culture, or age, we all have three motivating drivers, and one of these will be our dominant motivating driver,largely dependent on our culture and life experiences.

Need for Achievement-Has a strong need to set and accomplish challenging goals.-Takes calculated risks to accomplish their goals.-Likes to receive regular feedback on their progress and achievements.-Often likes to work alone.

McClelland asserted via this experiment that while most people do not possess a strong achievement-based motivation, those who do, display a consistent behaviour in setting goals:

Volunteers were asked to throw rings over pegs rather like the fairground game; no distance was stipulated, and most people seemed to throw from arbitrary, random distances, sometimes close, sometimes farther away. However a small group of volunteers, whom McClelland suggested were strongly achievement-motivated, took some care to measure and test distances to produce an ideal challenge - not too easy, and not impossible.

Interestingly a parallel exists in biology, known as the 'overload principle', which is commonly applied to fitness and exercising, ie., in order to develop fitness and/or strength the exercise must be sufficiently demanding to increase existing levels, but not so demanding as to cause damage or strain. McClelland identified the same need for a 'balanced challenge' in the approach of achievement-motivated people

Need for Power

Wants to control and influence others.Likes to win arguments.Enjoys competition and

winning.-Enjoys status and recognition.

Need for AffiliationWants to belong to the group.Wants to be liked, and will often go along with the rest of the group.Favors collaboration over competition.Doesn't like high risk or uncertainty.

Performance Predictions for High-nAch PeoplePeople with a high need for achievement are likely to:Prefer to undertake activities with a 50/50 chance of success, avoiding very low- or high-risk situationsBe motivated in jobs that offer high degree of personal responsibility, feedback, and moderate riskNot necessarily make good managers too personal a focus. Most good general managers are NOT high on nAchNeed high level of nPow and low nAff for managerial successGood research support, but it is not a very practical theory

Herzbergs Two-Factor TheoryKey Point: Satisfaction and dissatisfaction are not opposites but separate constructsExtrinsic and Related to DissatisfactionIntrinsic and Related to Satisfaction

Herzberg says that hygiene factors must be met to remove dissatisfaction. If motivators are given, then satisfaction can occur.-Herzberg is limited by his procedure Participants had self-serving bias

-Reliability of raters questioned Bias or errors of observation

-No overall measure of satisfaction was used Herzberg assumed, but didnt research, a strong relationship between satisfaction and productivityCriticisms of Two-Factor Theory

Contrasting Views of Satisfaction and DissatisfactionSatisfactionDissatisfactionTraditional viewSatisfactionNo satisfactionHerzberg's viewNo dissatisfactionDissatisfactionHygiene FactorsMotivators

Alderfers ERG TheoryExistenceRelatednessGrowth

*Alderfers ERG Theory

ExistenceGrowthRelatedness

Self-actualizationMotivational Need TheoriesMaslowAlderferMcClellandHigherOrderNeedsLowerOrderNeedsEsteem selfinterpersonalSafety & Security interpersonal physicalNeed for AchievementNeed for PowerRelatednessNeed for AffiliationExistenceGrowthBelongingness(social & love)Physiological

Four Examples of MBTI Styles andSome Corresponding Occupations

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