04/07/1436

Motivation

Lecture Five

Motivation
2

From the individual view ... From the manager view ...
motivation is an internal state motivation is the process of
that leads to the pursuit of getting people to pursue
objectives. objectives.

 Personal motivation affects the initiation, direction, intensity, and persistence of

effort.
 A motivated worker gets going, focuses effort in the right direction, works
with intensity, and sustains the effort.
 Both concepts have an important meaning in common.
 Motivation is the expenditure of effort to accomplish results.

Prepared by … Dr. Magdy A. Khalaf PQI - AASTMT

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Motivation and Performance

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 A manager contributes to performance by ...

 motivating group members,
 improving their ability,
 increasing role clarity, and
 helping to create a positive work Culture.

Prepared by … Dr. Magdy A. Khalaf PQI - AASTMT

Motivation ... Need satisfaction

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 People are willing to expend effort toward achieving a goal

when it satisfies one of their important needs.
 A need is ... a deficit within an individual, such as a craving for water
or affection.
 Self-interest is a driving force.
 People are motivated to fulfill needs that are not currently
satisfied.
 Two key steps in motivating workers ...
 Understand what needs people are trying to satisfy.
 Give each person a chance to satisfy needs on the job.
Prepared by … Dr. Magdy A. Khalaf PQI - AASTMT

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Motivation ... Need satisfaction

5

Maslow’s need hierarchy

 The motivation theory that arranges human needs into a pyramid-
shaped model with basic physiological needs at the bottom and self-
actualizing needs at the top.

Higher-order needs that are concerned

with personal development and reaching
one’s potential.

Lower-order needs that must be satisfied

to ensure a person’s existence, security,
and requirements for human contact.

Prepared by … Dr. Magdy A. Khalaf PQI - AASTMT

Motivation ... Need satisfaction

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the desire to reach one’s potential. Maslow’s need hierarchy

... to strive for occupying a challenging
position.

people’s desire to be seen by themselves

and others as a person of worth.

the needs for love, belonging, and affiliation

with people

the desire to be safe from both physical and

emotional injury

basic bodily requirements such as food,

water, shelter, rest, and sleep
Prepared by … Dr. Magdy A. Khalaf PQI - AASTMT

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Motivation ... Need satisfaction

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Herzberg’s two-factor theory

 There are two different sets of job factors ...
A set of job factors that give
people a chance to satisfy higher-
level needs.
 A satisfier/motivator is a job
factor that, if present, leads to
job satisfaction and motivation.
 When a motivator is not present,
the effect on motivation is
neutral rather than negative.
 refer to the content of a job.
Prepared by … Dr. Magdy A. Khalaf
A set of job elements that are more
relevant to lower-level needs than
upper-level needs.
 A dissatisfier (hygiene factor) is a
job element that, when present,
prevents dissatisfaction.
 It does not create satisfaction.
 These elements are noticed
primarily by their absence.
 relate mostly to the context of a
job (the job setting or external
elements)
PQI - AASTMT

Motivation ... Goal setting

8

 Goal setting is an important part of most formal motivational

programs and managerial methods of motivating employees.
 Behavior is regulated by values and goals.
 A value is a strongly held personal standard or a belief about
something very important to the individual, such as honesty.
 A goal is what the person is trying to accomplish, or a conscious
intention to act.

Values Goals Performance

Prepared by … Dr. Magdy A. Khalaf PQI - AASTMT

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Motivation ... Goal setting

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 Goal setting theory is based on these ideas ...

 Specific goals are better than generalized goals
 “do your best” is a generalized goal
 “Decrease the turnaround time on customer inquiries to an average of
two working days.” is a specific goal
 The more difficult the goal, the better the performance
 However, when goals are too difficult, they may lower performance.
 Accepted goals only improve performance
 Participating in setting goals has a major effect on the level of job
performance as it improves goal acceptance.

Prepared by … Dr. Magdy A. Khalaf PQI - AASTMT

Motivation ... Goal setting

10

 Goal setting theory is based on these ideas ...

 Goals are more effective when used to evaluate performance
 When workers know that their performance will be evaluated in terms of how
well they attained their goals, the impact of goals increases.

 Goals should be linked to feedback and rewards

 Workers should receive feedback on their progress toward goals and be
rewarded for reaching them.

 Group goal setting is important

 A team working towards a specific team goal, rather than individual goals,
increases productivity.
 The combination of the compatible group and individual goals is more effective.

Prepared by … Dr. Magdy A. Khalaf PQI - AASTMT

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Motivation ... Expectancy theory

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 An explanation of motivation that states that people

will expend effort if they expect the effort to lead to
performance and the performance to lead to a reward.
 Expectancy theory has an advantage over need
theories ... It takes into account individual differences
and perceptions.

Prepared by … Dr. Magdy A. Khalaf PQI - AASTMT

Motivation ... Expectancy theory

12

Four conditions must exist for motivated behavior to occur.

 Condition A: (E→P) expectancy ... The individual believes effort (E)
will lead to favorable performance (P)
 Only subjective probabilities range between 0.0 and 1.0.
 People have higher (E→P) expectancies when they have the appropriate
skills, training, and self-confidence.
 Condition B: (P→O) instrumentality ... The individual believes
performance (P) will lead to favorable outcome (O) / reward
 It also ranges between 0.0 and 1.0.
 To strengthen a subordinate’s (P→O) instrumentality, the manager should
give reassurance that the reward will be forthcoming.
Prepared by … Dr. Magdy A. Khalaf PQI - AASTMT

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Motivation ... Expectancy theory

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Four conditions must exist for motivated behavior to occur.

 Condition C: valence ... the value a person attaches to certain
outcomes.
 The greater the valence, the greater the effort.
 Valences ... positive (a preference for a particular outcome) or negative (a
preference for avoiding a particular outcome) (range from -1 to +1).
 Condition D: ... the need satisfaction stemming from each outcome
must be intense enough to make the effort worthwhile.
 Although an employee need more money, he may not be willing to take a
promotion because the salary raise does not worth to accept the added
responsibility.

Prepared by … Dr. Magdy A. Khalaf PQI - AASTMT