Motivation
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Motivation. What Is Motivation?. Motivation: the willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need. Intrinsic vs. Extrinsic Motivation.

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Motivation

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Motivation

Motivation


What is motivation

What Is Motivation?

  • Motivation: the willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need


Intrinsic vs extrinsic motivation

Intrinsic vs. Extrinsic Motivation

  • Intrinsic Motivation is seen in behavior that is performed for its own sake or from the sense of accomplishment and achievement derived from doing the work itself (e.g., playing music)

  • Extrinsic Motivation comes from consequences of behavior - material/social rewards or avoiding punishment - and not from the behavior itself (e.g., trash collection)

Fundamental distinction. Which one do we want in organizations?


Maslow s hierarchy of needs

Maslow’s Hierarchy Of Needs

Self-

Actualization

Esteem

Social

Safety

Physiological

Research does not

support Maslow's

model as such, but

it highlights that

there are different

needs that people

try to satisfy.


Maslow s hierarchy of needs1

Maslow’s Hierarchy of Needs

  • Physiological needs:

    • food, drink, shelter.

  • Safety needs:

    • security and protection from physical and emotional harm.

  • Social needs:

    • affection, belongingness, acceptance, and friendship.

  • Esteem needs:

    • internal esteem factors such as self-respect and achievement as well as external esteem factors such as status and recognition.

  • Self-actualization needs:

    • growth, achieving one’s potential; the drive to become what one is capable of becoming.


Mcclelland s needs theory

McClelland’s Needs Theory

  • Need for achievement (nAch) –

    • drive to excel, to achieve in relation to a set of standards, and to strive to succeed

  • Need for affiliation (nAff):

    • Desire for friendly and close interpersonal relationships

  • Need for power (nPow):

    • Need to make others behave in a way that they would not have behaved otherwise

      - Personalized power – power in pursuit of own goals

      + Socialized power – power channeled towards constructive

      improvement of organizations and societies

  • Best managers tend to be high in the need for power and low in the need for affiliation

    • Need for achievement may help, or may not


Reinforcement theory link actions and rewards to motivate

Reinforcement Theory: Link actions and rewards to motivate

  • Basis: Motivation is driven by external consequences, especially when consequences tightly linked to actions

  • Four types of reinforcers (consequences):

    • Positive reinforcement – Rewarding behavior with something pleasant

    • Negative reinforcement – Rewarding behavior with the elimination of something unpleasant

    • Punishment – Penalize undesirable behavior

    • Extinction – Eliminating any reinforcement for undesirable behavior.

What reinforcers are most effective?

What provides positive reinforcement, other than money?


Reinforcers in depth

Reinforcers in depth

  • Positive reinforcement

    • Powerful. Use whenever possible.

  • Punishment

    • Can cause resentment, loss of self-respect, desire to retaliate

    • Focus on behavior, not the person

    • Do it immediately, and privately

  • Negative reinforcement

    • Similar risks to punishment

    • Negative reinforcement = remove something unpleasant in return for functional behavior

    • Punishment = administer something unpleasant in response to dysfunctional behavior


Expectancy theory

Expectancy Theory

Motivation derives from an “Expectancy Chain” -linkages between effort, performance, and rewards:

Expectancy (effort-performance linkage)

Instrumentality (performance-reward linkage)

Valence (reward-goal linkage) attractiveness / importance of the potential organizational outcome/reward

Increase motivation by strengthening linkages

Most comprehensive, widely accepted motivational theory

Why do I say “Expectancy Chain?”


Expectancy theory model the expectancy chain

Expectancy Theory Model:the “Expectancy Chain”

Individual

Effort

Individual

Performance

Organizational

Rewards

Individual

Goals

Expectancy:

Effort-performance linkage

Valence:

Attractiveness

Instrumentality:

Performance-reward linkage


Example 1 expectancy theory

Example 1 – Expectancy Theory

  • Jason, an accountant with a large auditing firm, believes that if he works hard during tax season he will process enough accounts to be eligible for a bonus that he would desire very highly. However, even if he reaches the bonus-level quota, he does not think his firm will actually pay out the bonus as promised. As a result, he is not motivated to work hard. Which component of the “expectancy chain” accounts for his low motivation?


Goal setting theory building commitment to organizational goals

Goal-Setting Theory: building commitment to organizational goals

  • Three basic steps

    • Set Goals that are motivating

    • Gain acceptance and commitment to goals

    • Feedback on progress maintains motivation

  • Increases:

    • Effort and persistence

    • Alignment with organizational goals

Most important, valid, and useful single

approach to motivating performance


Guidelines for job redesign

Eg

Guidelines for Job Redesign

Goal-Setting

Theory


Equity theory or mommy johnny s piece of candy is bigger than mine

Equity Theory or“Mommy, Johnny’s piece of candy is bigger than mine”

Equity Theory: Motivation is influenced by social comparison & perceptions of fairness:

You compare your situation to a referent (similar) individual

Equity = your “outcome to input ratio” matches the referent’s.

Overpayment inequity = your ratio is worse (higher)

Underpayment inequity = your ratio is better (lower)

Inequity motivates most people to restore equity


Different ways to bring outcomes o into balance with inputs i

Decrease

inputs

Increase

outcomes

O O

--- = ---

I I

Modify

comparison

Distort

reality

Leave the

situation

Different ways to bring Outcomes (O) into balance with Inputs (I)*

* For underpayment inequity


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