motivation

Motivationtheory

Background:

AftertheWorldWarII,HumanRelationncounteredatofproblems

•“Super”economicboomingandtheshortageoflaboursupply

•Workernjoyedmorefreedomtochoowheretowork

•Capitalistshadtocreatenewideology(orrhetoric)toattractpeople

towork(hard)

•But,howtomaketheconceptofworkintoapositiveone?

Definition:

Motivationreferstothetofreasonsthatdeterminesonetoengageinaparticular

behavior,rootedinthebasicneedtominimizephysicalpainandmaximizepleasure.

Intrinsicandextrinsicmotivation

Intrinsicmotivationreferstomotivationthatisdrivenbyaninterestorenjoyment

inthetaskitlf,andexistswithintheindividualratherthanrelyingonanyexternal

pressure.

extrinsic

motivationsarerewardslikemoneyandgrades,coercionandthreatofpunishment.

Competitionisingeneralextrinsicbecauitencouragestheperformertowinand

beatothers,nottoenjoytheintrinsicrewardsoftheactivity.

Meaningofmotivationtowork?

Asforindividuals,bymotivators,theycanincreajobsatisfaction.

Asfortheorganization,motivationcanhelpimproveproductivityandperformance.

Jobsatisfactionleadstobetterperformance?Strongrelationshiporweak

relationship

McGregor’sTheoryXandY

TheoryX,pessimistic,negative,traditionalviewofemployeesfrom

managementperspective(scientificmanagement)

TheoryY,a„modern‟,positivetofassumptions(humanrelation)

IfyoubelieveinTheoryXyouwillrunyourorganisationinabureaucratic

waywithcarefullydesignedjobdescriptions-whattodoandhowtodoit.

Youwillnottrustyourworkerstoworkoutwhattodoandhowtodoit.

Asyoudon‟ttrustyourworkersyouwillmonitortheirperformancevery

carefully.

IfyoubelieveintheoryYyoucantrustyourworkerstobediligent,creative

andnotinneedofclosupervisionandmonitoring.

Critiques:

itpossibletoachieveacoincidencebetweenthegoalsoftheindividualandthoof

theorganization?eworkisnotacentrallifeinterestforallworkers,so

havingconflictisunavoidablebutbotharmony.

Maslow’sDiscovery

Lowerorderneeds:physiological(mostbasicofallhumanneeds,water,

food,warmth,biological,xuality);safety(curity,protection,stabilityin

physical,interpersonaleventsoflife);social(love,affection,andnof

belonging).

Higherorderneeds:esteem(ofothers‟,respect,prestige,recognition,

lf-esteem,personalnofcompetence,mastery);lf-actualization

(fulfilledlf;uabilitiestofull),

Critiques:dontheory,iftheindividualis

frustratedataparticularneedlevel,heorshestaysatthatleveluntiltheneedis

rbadonempiricalrearch,asmanagersadvanced,safety

needsbecamelessimportant,whilehigherorderneedsweremoreimportant.

Contenttheories:

Herzberg’sIdea

Motivator-hygiene(2factors)thatdistinguishesbetweensourcesofwork

dissatisfaction(hygienefactors)andsatisfaction(motivators).Ajobshould

enhanceemployeemotivationtotheextentthattoprovidesopportunities

forachievement,recognition,responsibility,advancement,andgrowthin

competence.

Hygiene:dissatisfiersthatareassociatedwithaspectsofaperson‟swork

tting(relatedtojobcontext)(lowerorderneeds:Salary,working

conditions,interpersonalrelations,company‟spolicietc)

Motivator:satisfiersthatareassociatedwithwhatpeopleactuallydoin

theirwork(relatedtojobcontent)(higherorderneeds:Achievement,

recognitionofachievement,interestinthetask,responsibilityforenlarged

task,growthandadvancementofhigherleveltasks.)

Whenemployees‟hygieneneedsaresatisfied,theywillstayinthecompany.

But,iesneedtooffer

„Motivators‟tivatorscan„motivate‟people

Critiques:hygieneandmotivatormaycauoppositeeffects.*Arebonusand

salaryarethesame?esalaryjust

satisfiesaworker‟sbasicneed,whereasbonusiscangiverecognition,achievement

r,actuallysalarycancausatisfactionand

ytheorycanbeud,ifgettingbonusmustpayalotof

worktimeandefforts,gthis,underthe

competition,workersutilityactuallydecread.

er(1960s):ERGTheory

ERGcategorizesneedsinto

nce(E):desiresforphysiologicalandmaterialwell-being

dness(R):desiresforrelatingtoothers

(G):desiresforcontinuouspersonalgrowthanddevelopment

Followingcontenttheories:

Understandhowemployeesdifferinwhattheyneedfromwork

Knowwhatcanbeoffered(s)toemployeesinrespontotheir

needs;

Knowhowtocreateworkttingsthatgiveemployeesopportunitiesto

satisfytheirneedsbycontributingtotaskperformance.

Processtheories:(quantitivemethods)

’sEquityTheory

Equityisbadonsocialcomparison,peoplegaugethefairnessoftheir

workoutcomescomparedtoothers,„feltinequity‟.

Feltnegativeinequityexistswhenemployeesfeeltheyhavereceived

relativelylessthanothershaveinproportiontoworkinput.

Feltpositiveinequityexistswhenemployeesfeeltheyhavereceived

relativelymorethanothershave.

Howtomanage?

Developtoolstopaypeopleinclearproportiontotheirinputsandoutputs

Letworkersknowtheirreferentgroupsinpaysystem:identifyinternaland

externalpaycomparators

Striveforconsistentpayallocations

Monitorinternalpaystructuresandpositioninthelabourmarketfor

consistency

’sExpectancyTheory

M=ExIxVOutcomeisresultfromworkersbehaviourandthevalenceor

osthatmotivationandwork-related

behaviourcanbepredictedifweknowabouttheworker‟sstrengthofdesirefor

variousoutcomesandtheprobabilityofachievingthem.

Motivation(M)

Expectancy(E):theprobabilitythatIcanachievethedesiredleveloftask

performance.

Instrumentality(I):theprobabilityofwhatoutcomeswillbereceived(as

aresultoftheperformance).

Valence(V):howhighdoIvaluetheworkoutcome?

Howtomanage?

Increaemployees‟expectationgreatereffortshigherlevelofperformance

(perceivelinkbetweenresultsandrewards)highrewards

Allthearecorrelated.

WholetheoryApplications:

Education:

Intrinsicmotivationforeducationdropsfromgrades3-9thoughtheexact

,inyoungerstudentsithasbeenshown

thatcontextualizingmaterialthatwouldotherwibeprentedinan

abstractmannerincreastheintrinsicmotivationofthestudents.

Extrinsicmotivationcomesintoplaywhenastudentiscompelledtodo

somethingoractacertainwaybecauoffactorxternaltohimorher(like

moneyorgoodgrades).

yModelschoolsadducethatthe

curetotheproblemofprocrastination,oflearningingeneral,and

particularlyofscientificilliteracyistoremoveonceandforallwhattheycall

theunderlyingdia:yModelschoolsdonot

performanddonotofferevaluations,asssments,transcripts,or

recommendations,asrtingthattheydonotratepeople,andthatschoolis

notajudge;comparingstudentstoeachother,ortosomestandardthathas

beentisforthemaviolationofthestudent'srighttoprivacyandto

lf-determination.

Business:

Motivatedemployeesalwayslookforbetterwaystodoajob.

Motivatedemployeesaremorequalityoriented.

Motivatedworkersaremoreproductive.

However,accordingtothesystemofscientificmanagementdevelopedbyFrederick

WinslowTaylor,aworker'smotivationissolelydeterminedbypay,andtherefore

nce,

scientificmanagementbashumanmotivationwhollyonextrinsicrewardsand

discardstheideaofintrinsicrewards.

Critiques

Advantages:

heoriesarefounded,thenbyusingcorrectmotivators,organizationscan

improveperformance.

cangetjobsatisfactionbymotivation.

ppliedinmanyareas

Disadvantages:

rmotivationtheoriesareright?Itisbarelypossibletodeterminewhich

theorytou?XorY?Thisdependsondifferentemployers‟attitudeanddifferent

employees‟preference,whichissimilartodeterminescientificmanagementor

oughpropertheorycanberecognized,itishard

tocompromiinalargeorganization.

heoryhasitsshortcuts.

essure

Remarks!

tionwanthighsalarieshighpressure(foxconn)notascientific

management

rtofhumannatureover-simplifiedassumptionsofhumannature

ghithelpsjobenrichment,empowerment,itisideological