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TCM 710 - Volume 2 Chapter 2 Motivation in A Project Environment
TCM 710 - Volume 2 Chapter 2 Motivation in A Project Environment
TCM 710 - Volume 2 Chapter 2 Motivation in A Project Environment
Internal drives within a person that causes that person to willingly devote extra effort in a specific, goal-directed manner.
The six core phases in the motivational process
Identify a persons needs Create drives Select goal-directed behavior Perform the task Receive feedback Reassess needs and goals
Motives can only be inferred and cannot be seen Needs are dynamic in nature People rank and select their motives differently People apply different energy levels in pursuing their motives
Theories of Motivation
Content theories of motivation (within)
Hierarchy of Needs Theory
Physiological needs: food, water, and shelter Safety and security needs: safety, stability and protection from physical/emotional harm Social or affiliation needs: affection, friendship, acceptance, love and belonging Esteem needs: self-respect, self-worth, autonomy, and personal sense of achievement Self-actualization needs: a persons drive to become what he or she is capable of becoming lifelong process
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Theories of Motivation
Content theories of motivation (within)
Motivator/Hygiene Theory
Hygiene Factors: compensation, working conditions, relationships with peers, supervisors and subordinates, level of supervision
Maintenance factors
Motivating factors: opportunity for advancement, achievement, recognition, growth and sense of responsibility
Theories of Motivation
Process theories of motivation
Theory X-Theory Y
Theory X: dislike work and avoid it; lack ambition and little capacity for problem solving or creative thinking; motivated by lower level needs Theory Y: high performance expectations; creative, imaginative, ambitious and committed to goals; self-disciplined; motivated by higher needs People have a central need to achieve a sense of competence and this need continues to motivate people even after competence is achieved Good fit between task and organization leads to competence Intention to work toward a goal as a major source of job motivation Motivation comes from an individuals internal drive and desire to achieve goals
Contingency Theory
Goal-Setting Theory
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Theories of Motivation
Process theories of motivation
Expectancy Theory
Assumes people think seriously about how much effort they should put into a task before doing it Depends upon: effort-performance linkage, performancereward linkage, and valence
Reinforcement Theory
Human behavior is shaped by the previous positive or negative outcomes of experienced by a person
Equity Theory
People are motivated by their desire to be treated equitably Perception of unfair allocation of rewards leads to conflict and problems
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Ability to take charge, make decisions and even take disciplinary action when necessary
Acquired by taking a position of high visibility and by initiating things that invite attentions, discussion and popularity Getting work out, staying on top of routine demands, and gaining satisfaction from it
Sense of responsibility
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Work content
Participants can be motivated by the intellectual challenge of their tasks, working on a variety of projects, work-related travel opportunities and networking
Environment
Availability of support systems and enthusiastic PMs
Supervision
Impacted by quality and quantity or supervision
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Direct feedback Client relationship New learning Scheduling Unique expertise Direct communications authority Personal accountability
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Recognize individual differences Link rewards to performance Individualize rewards Check the system for equity Dont ignore money
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Rewards and recognition should be visible and tied to specific outstanding results Employees should perceive that the rewards they get are according to the results they produce