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Motivation Process
Motivation Process
Sunil Shukla
Motivation
The forces within the individual that account for the level, direction, and persistence of effort expended at work. The processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal - specifically, an organizational goal. Key Elements
Intensity: how hard a person tries Direction: toward beneficial goal Persistence: how long a person tries
Self-Actualization
is a hierarchy of five needs. As each need is substantially satisfied, the next need becomes dominant.
Assumptions
Individuals
cannot move to the next higher level until all needs at the current (lower) level are satisfied
Must
in
Two distinct views of human beings: Theory X (basically negative) and Theory Y (positive).
Managers used a set of assumptions based on their view The assumptions molded their behavior toward employees
Key Point: Satisfaction and dissatisfaction are not opposites but separate constructs
The need to make others behave in a way that they would not have behaved otherwise
Self-Determination Theory
Goal-Setting Theory
Self-Efficacy Theory
Self-Determination Theory
People
prefer to feel they have control over their actions, so anything that makes a previously enjoyed task feel more like an obligation than a freely chosen activity will undermine motivation. Implications for Work Rewards
Major
Intrinsic and extrinsic rewards are not independent Extrinsic rewards may decrease intrinsic rewards Goal setting is more effective in improving motivation
Basic Premise:
That specific and difficult goals, with self-generated feedback, lead to higher performance
Difficult Goals:
Goal commitment (the more public the better!) Task characteristics (simple, well-learned) Culture
Organization goals are broken down into smaller, more specific goals at each level of organization. Four common ingredients to MBO programs:
Goal specificity
Participative decision making Explicit time period Performance feedback
Greater confidence Greater persistence in the face of difficulties Better response to negative feedback (work harder)
Increased Confidence
Given Hard Goal Higher Self-Set Goal Higher Performance
Reinforcement Theory
(Komaki and Coombs)
Similar to Goal-Setting Theory, but focused on a behavioral approach rather than a cognitive one.
Behavior is controlled by its consequences reinforcers Is not a motivational theory but a means of analysis of behavior Reinforcement strongly influences behavior but is not likely to be the sole cause
When ratios are equal: state of equity exists there is no tension as the situation is considered fair When ratios are unequal: tension exists due to unfairness
Interactional Justice
Being treated with dignity and respect
Organizational Justice
The justice and equity theory is based on perceived equity in the workplace. For organizational justice to be perceived, there must be distributive justice, procedural justice, and interactional justice.
The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of the outcome to the individual.
Expectancy Theory
Motivation is a function of Valance x Expectancy x Instrumentality
V = Strength of persons preference for receiving a reward E = Strength of belief that effort will result in completion of a task I = Belief that the reward will be received once the task is accomplished
Situn. 1 2 3 4 5 6 7 V H+ H+ H+ H+ HHHE H H L L L H L I H L H L L L H M Strong Motivation Moderate Motivation Moderate Motivation Weak Motivation Moderate Avoidance Motivation Moderate Avoidance Motivation Moderate Avoidance Motivation
H-
Is Motivation Everything?
Ability (A)
Motivation
(M)
Performance (P)
P = f(A x M x O)
Skill Variety: degree to which the job incorporates a number of different skills and talents
Task Identity: degree to which the job requires the completion of a whole and identifiable piece of work Task Significance: how the job impacts the lives of others Autonomy: identifies how much freedom and independence the worker has over the job Feedback: how much the job generates direct and clear information about the workers performance
common practices:
Job rotation
Job enrichment.
In
job rotation an organization will shift the employee to different tasks with similar skill requirements but all in the same organizational level. job enrichment a owner/manager will expand an employees job by increasing the level of control the worker has in planning their job, executing it or evaluating the work.
In
Employee Involvement
Employee involvement is defined as a participative process that uses employees input to increase their commitment to the overall success of the organization. Programs that help with employee involvement are
Participative management
Representative participation.
Participative management is when managers include employees in the decision-making process. Representative participation tries to redistribute power by putting labor on a more equal footing with the interest of managers and stockholders.