Service Management

Specialization
Service Culture

Motivation

Introduction
This module defines motivation as a set of
conditions that prompt change even as they are
developed individually.
It was designed to equip students with a
paradigm for personal development and build in
them a desire to meet the demands and
requirements for success.

Motivation
What it is:
A basic system that prompt us to keep going towards
expected or aspired ends.
Some Theories:
Two-Factor Theory
Goal-Setting
Drive
Acquired Needs

Two-Factor Theory

(Frederick

Herzberg)
Assumes that certain factors result in satisfaction but
their absence may not lead to dissatisfaction
Intrinsic motivation value-based rewards, driven by interest
or enjoyment in the task itself, a persons motivation being
based on taking pleasure in the activity itself and not its
rewards
Extrinsic motivation based on the performance of an activity
in order to attain an outcome

Goal-Setting Theory (Edwin Locke)

Assumes that goal setting is linked to task
performance and that, specific and challenging goals,
along with appropriate feedback, leads to higher and
better task performance.
Goals indicate and give direction to an individual about what
needs to be done and how much effort is required to be put in
to achieve a given task or goal.

Drive Theory
Based on the principle that organisms are born
with certain psychological needs, that these
needs prod organisms to action in order to attain
them, and that drives are lessened when the
needs are met
A negative state of tension is created when the
needs are not satisfied; anxiety builds along with
other negative emotions.
States that when needs are met and a drive is
reduced, the organism returns to a state of
relaxation or calm

Acquired Needs (David McClelland)

Assumes that we have needs that are
formulated over time based on our
experiences
Types of motivational needs:
Achievement
Authority
Affiliation

Acquired Needs (David McClelland)

Focused on Achievement
It postulated that only a few people have achievement
motivations and that people with stronger achievement needs
make better leaders

Management and Leadership

Conflict
Management is the act of getting people together to accomplish
desired goals and objectives; the human action of designing or
facilitating systems or organizationsa formal role.
Leadership is considered a value that defines performance direction.
It is also a competency.
It is assumed that the right kind of leadership results in
concentrated effort towards the achievement of actual performance
excellence.

LeaderManager
Between the roles is TRUST:
The biggest factor that differentiates one from the other is the
loyalty and following afforded by staff. There is an unspoken layer
of trust.

LeaderManager
Followers are often driven by loyalty through the practice of free
will. Staff or subordinates are often driven by a certain measure of
fear.
Followership is looked upon as a phenomenon resulting from
recognized motivations.

Motivation is a leaders
primary function.

Lessons in Motivation
1. Motivation is personal A good leader takes the time
to learn what motivates each individual.
2. The effect of fear and other external motivators
(including bonuses) is likely to diminish over time.
3. Fear is negative and exhausting.
4. Peoples motivation often lines up with their strengths
Keep an eye on peoples strengths
5. People need clear goals and expectations, and
consistent communication to remain motivated.

6. Motivation is different from manipulation.

7. People often say money is what motivates them, however, it
usually isnt the money itself, but rather what the money brings
that really motivates them.
8. Never assume everyone likes public recognition
9. While group motivation is certainly possible, and teamwork has
its own desirable dynamics, ultimately motivation comes from
inside each person.