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MOTIVATION
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Motivation
Defined as the psychological forces within a person
that determine:
1) direction of behavior in an organization;
2) the effort or how hard people work;
3) the persistence displayed in meeting goals.
Intrinsic motivation: behavior performed for its
own sake.
Motivation comes from performing the work.Extrinsic motivation: behavior performed to
acquire rewards.
Motivation source is the consequence of an
action.
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Outcomes & InputsRegardless of the source of motivation, people seek
outcomes.
Outcome: anything a person gets from a job.
• Examples include pay, autonomy,
accomplishment.
Organizations hire workers to obtain inputs:
Input: anything a person contributes to their job.
• Examples include skills, knowledge, work
behavior.
Managers thus use outcomes to motivate workers to
provide inputs.
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Motivation Equation
Inputs from
Organizational
members
Performance
Outcomes
received by
members
Time
Effort
Education
Experience
SkillsKnowledge
Work Behav.
Contribute to
organization
efficiency,
effectivenessand
attain goals
Pay
Job Security
Benefits
VacationAutonomy
Responsibility
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MOTIVATION
Motivation is a general term applying to the entire class of drives, desires, needs, wishes and similar forces
Managers does those things to motivate their subordinates
which they hope will satisfy these drives and desires andinduce the subordinates to act in a desired manner
Need – want – satisfaction chain ( basic motivation chain)
Needs give rise to wants which cause tensions :
which result in actions
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MOTIVATORS
Are things that induce an individual to perform.
While motivations reflect wants, motivators are the identified
rewards or incentives that sharpen the drive to satisfy the wants
A manager can do much to sharpen motives by establishing an
environment to certain drives
Motivator refers to the drive and effort to satisfy a want or goal
Satisfaction refers to the contenment experienced when a want issatisfied
Motivation : carrot and the stick : reward and punishment remain
the strongest motivators
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Consumer Motivation
Why do consumers do what they do ?
The marketing concept says that marketersshould try to create products and services that
best meet the needs and wants of consumers
This means that the marketers must find outthe needs consumers have and what motivates
them to buy.
The field of motivation seeks to explain whybehaviour occurs
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Motivation
There are two major components of motivation
Energy : Refers to the fact that all behaviour –
thinking, moving, looking and so on – requires usto expend an internal supply of energy .
Direction : Is needed to channel our inner
energies into productive attractive behaviours
and to allow us to behave efficiently
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Motivation
Researchers who study the energy dimensionoften use Physiological measures of the body’sarousal – consumers pulse rate, blood pressures,brain waves and skin chemistries can offer cluesto the energy dimensions.
These measures are used to gauge consumers’reaction to advertising, brand names, and other marketing appeals
Intensity : Strength of the motivation is anextremely important issue
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Motivation
As consumers : We must constantly deal with questions :
At how many stores should I shop before buying
Is it worth the effort to read the warranty or the instructions
When consumer intensity is low, marketers face problems
in gaining attention for the products and promotions.
This consumer inertia makes it difficult to stimulateconsumers to act – even when the consumers themselves
would agree that the action is in their best interests
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Motivation
Direction : Refers to exactly which behaviour ischosen from all those possible and why
Purposive Behaviour : A behaviour determined by
the particular purposes we are trying to achieve in abehaviour
Motives : Strong and Persistent internal stimulus
around which behavior
Primary Motive : Involves the purposes behind theconsumers decisions to use or not to use the entire
classes of products
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Motivation
Selective Motives : Refers to consumersdecisions as to which stores, brands and model
features will be used or purchased
Multiple Motives : Different Motives might lead to
the same behaviour
Hidden Motives : Many consumers are unaware of many of their motivations but some of these
motivations can be brought out if the “fishing” is
skillfully done by qualitative research.
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Motivation
Internal and External Forces impact motivation
Motivation is sometimes sparked internally ( eg Hunger)
and sometimes sparked externally ( eg friends suggestion)
Once sparked, the direction the motivated behaviour will
take is also determined partially by internal and partially
factors
Prof Kurt Lewin developed his “Field Theory”. It is captured
in
B = f (P,E)
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Motivation
Behaviour is a function of both the personand the environment.
The person and environment comprise what
is called the life space.
The life space is the totality of all forces
acting on a person at a point in time.
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Motivation
Consumer Motive has Valance
The term Valance is a measure of the degree of
attractiveness that a particular object , such as a product,
holds for us.
A valence is either positive ( when the product is attractive
to us) or negative ( when it is unattractive to us)
Valence also reflects the strength of attraction – it can be
low or high, depending on how much we are attracted or
repelled by the product in question
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Motivation
Approach Avoidance : When a consumer isconsidering both positive and negative features of asingle alternative
Approach-Approach : Consumers are attempting todecide between two alternatives and are concentratingonly on the attractive features
Avoidance – Avoidance : They involve a choicebetween two behaviours with negative valences. Theconsumer is motivated to move away from bothalternatives and is not likely to purchase at all until all
his perceptions of the situation shift
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Motivation
Consumers have a thirst for Variety
Consumers are both Reactive and active. The optimallevel of tension ( of stimulation) is not zero but someslight positive level.
If the existing stimulation level is low, then too we feel atension ( we get bored) and will want to raise the level of stimulation ( do something interesting) to reduce thetension level in the system.
This has a broad array of interesting implications for
consumer behaviour including such cases as whyconsumers are so curious and interested in variety andadventure.
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MOTIVATION THEORIES
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MASLOW’S HIERARCHY OF NEEDS THEORY
Basic human needs of maslow in an ascending order of importance
Physiological needs : basic needs for sustaininghuman life itself such as food, water, warmth, shelter
and sleep
According to Maslow : unless these needs aresatisfied, other needs will not motivate people
Security : needs to be free of physical danger and of the fear of losing a job, property, food, etc
Acceptance : human beings being social animals;They need to belong or to be accepted by people
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MASLOW’S HIERARCHY OF NEEDS THEORY
Esteem needs : once their need of acceptance is fulfilled, they want to be held inesteem by both themselves and by others :seek power, prestige, status and self
confidence
Self actualization : highest need : desire tobecome what one is capable of becoming –
to maximize ones potential and to accomplishsomething
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Hierarchy of Needs
Self-
Actualization
Realize one’s
full potential
Use abilities
to the fullest
EsteemFeel good
about oneself
Promotions
& recognition
BelongingnessSocial
interaction, love
Interpersonal
relations, parties
Safety Security, stability
Job security,
health insurance
PhysiologicalFood, water,
shelter
Basic pay level
to buy items
Need Level Description Examples
Lower level needs must be satisfied before higher needs are addressed.
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FREDRICK HERZBERG FACTOR THEORY
MODIFICATION OF MASLOW THEORY
ONE GROUP ON NEEDS : COMPANY POLICY, ADMINISTRATION, SUPERVISION, WORKINGCONDITIONS , INTERPERSONAL RELATIONS, SALARY,STATUS, JOB SECURITY
THESE ARE ONLY DISSATISFIERS NOTMOTIVATORS
IF THEY EXIST IN A WORK PLACE IH QUANTITY ANDQUALITY ; THEY DO NOT MOTIVATE OR SATISFY APERSON.
BUT LACK OF THEIR EXISTENCE WOULD LEAD TO
DISSATISFACTION.
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Motivation-Hygiene Theory
Focuses on outcomes that can lead to highmotivation, job satisfaction, & those that canprevent dissatisfaction.
Motivator needs: related to nature of the workand how challenging it is.
• Outcomes are autonomy, responsibility,interesting work.
Hygiene needs: relate to the physical &psychological context of the work.
• Refers to a good work environment, pay, jobsecurity.
• When hygiene needs not met, workers aredissatisfied. Note: when met, they will NOTlead to higher motivation, just will prevent low
motivation.
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EARLY BEHAVIORAL MODEL :
MCGREGOR’S THEORY
Theory X
Human beings have an inherant dislike for work
Hence most people like to be coerced, controlled,directed and threatened by punishment
Average humans like to be directed, wish to avoidresponsibility and have relatively low ambition andwant security
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EARLY BEHAVIORAL MODEL :
MCGREGOR’S THEORY Theory Y
Expenditure of physical effort and mental effort is as natural asplay or rest
People will exercise self direction and self control in the serviceof objectives to which they are committed
Degree of commitment to objectives is directly proportional tothe size of rewards
Average human beings not only accept responsibility but alsoseek it
Under the conditions of modern indutrial era, the intellectualpotentialities are only partially utilised
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Need Theory
People are motivated to obtain outcomes atwork to satisfy their needs.
A need is a requirement for survival.
To motivate a person:
1)Managers must determine what needsworker wants satisfied.
2)Ensure that a person receives theoutcomes when performing well.
Several needs theories exist. McClelland’s Need Theory
Maslow’s Hierarchy of Needs.
Alderfer’s ERG.
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MCCLELLAND’S NEED THEORY OF MOTIVATION
Three basic types of motivating needs
1] need for power
People with high need for power have a great concernfor exercising influence and control
They seek positions of leadership
Good conversationalists
Can be argumentative
Forceful, outspoken, hardheaded and demanding
Enjoy teaching and public speaking
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MCCLELLAND’S NEED THEORY OF MOTIVATION
2] need for affiliation
Derive pleasure from being loved and tend toavoid the pain of being rejected by a socialgroup
Concerned with maintaining pleasant socialrelationships
Enjoy sense of intimacy and understanding
Ready to console and help others in trouble
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MCCLELLAND’S NEED THEORY OF MOTIVATION
3] Need for achievement
Have an intense desire for success and an equallyintense fear of failure
Want to be challenged
Set moderately difficult goals for themselves
Take realistic approach to life
Would analyse and assess problems and takepersonal responsibility of completing a job
Like specific and prompt feedback on how they are
doing
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MCCLELLAND’S NEED THEORY OF MOTIVATION
How it applies to managers
Entrepreneurs : showed very high need for achievement ;
fairly high need for power ; low in their need for affiliation
In small companies : president has a very highachievement motivation
In large companies :
Chief executives to be average in achievement but
stronger in power and affiliation
Managers : rated higher in achievement motivation
G l S tti Th
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Goal Setting Theory
Focus worker’s inputs in the direction of highperformance & achievement of organizational goals.
Goal is what a worker tries to accomplish.
• Goals must be specific and difficult for highperformance results.
• Workers put in high effort to achieve such goals.
Workers must accept and be committed to them.
• Feedback on goal attainment also is important.
• Goals point out what is important to the firm.
Managers should encourage workers to develop
action plans to attain goals.
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Learning Theory
Focuses on the linkage between performance and
outcomes in the motivation equation
• Learning: permanent change in person’sknowledge or behavior resulting from practice or experience.
Operant Conditioning: people learn to do thingsleading to desired outcomes and avoid doing thingswith adverse outcomes.
Motivation can be increased by linking specificbehaviors with specific outcomes.
• Managers can use four tools of conditioning tomotivate high performance.
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Operant Conditioning Tools
Positive Reinforcement: people get desired
outcomes when they perform needed workbehaviors.
• Positive reinforcers: pay raises, promotions.
Negative Reinforcement: manager eliminatesundesired outcomes once the desired behavior occurs.
• Worker performs to avoid an undesired outcome
(Work harder or you are fired).
In both types of reinforcement, managers must becareful to link the right behaviors by workers to what the
organization needs.
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Operant Conditioning Tools
Extinction: used when workers are performing
behavior detrimental to the firm.
• Manager does not reward the behavior andover time, the worker will stop performing it.
Punishment: used when the manager does notcontrol the reward the worker receives (perhaps itis outside the job).
• Manager administers an undesiredconsequence to worker (verbal reprimands topay cuts).
• Punishment can lead to unexpected side-effects such as resentment, and should be
used sparingly.
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Social Learning Theory
Vicarious Learning: or observational learning,
occurs when a person is motivated to learn bywatching someone else work and be rewarded.
• People are motivated to imitate models whoare highly competent, expert and receiveattractive reinforcers.
Self- reinforcers: desired outcomes a person cangive themselves.
• Person can reward themselves for success.
Self-efficacy: refers to a person’s belief abouttheir ability to perform a behavior successfully.
• People will only be motivated if they think they
have the ability to accomplish the task.
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Pay and Motivation
Pay can help motivate workers.
Expectancy: pay is an instrumentality (and outcome),
must be high for motivation to be high.
Need Theory: pay is used to satisfy many needs.
Equity Theory: pay is given in relation to inputs.
Goal Setting Theory: pay linked to goal attainment.
Learning Theory: outcomes (pay), is distributed upon
performance of functional behaviors.
Pay should be based on performance, many firms do
this with a Merit Pay Plan.
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Merit Pay
Can be based on individual, group or organizationperformance.
Individual Plan: used when individual performance(sales) is accurately measured.
Group Plan: use when group works closely
together and is measured as a group. Organization Plan: When group or individual
outcomes not easily measured.
Bonus has a higher impact on motivation since
• Salary level not related to current performance.• Other items( base salary, cost of living,
seniority).
• Salary rarely goes down and usually changeslittle.
SPECIAL MOTIVATIONAL
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SPECIAL MOTIVATIONALTECHNIQUES
1] MONEY
BIGGEST MOTIVATOR
MORE IMPORTANT TO PEOPLE TO ARE STARTING
THEIR CAREER RATHER THAN PEOPLE AT HIGHERLEVELS OF MANAGEMENT
2] PARTICIPATION
IT IS A MEANS OF RECOGNITION
IT APPEALS TO THE NEED FOR AFFILIATION AND ACCEPTANCE
GIVES PEOPLE SENSE OF ACCOMPLISHMENT
SPECIAL MOTIVATIONAL TECHNIQUES
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SPECIAL MOTIVATIONAL TECHNIQUES
3] QUALITY OF WORKING LIFE
JOB ENRICHMENT
THE ATTEMPT TO BUILD INTO JOBS A
HIGHER SENSE OF CHALLENGE
GIVING WORKERS MORE FREEDOM
ENCOURAGING PARTICIPATION AMONGSTWORKERS
GIVING WORKERS A FEELING OF PERSONALRESPONSIBILITY FOR THEIR TASKS