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Work Motivation

Work Motivation. Work Motivation. Definition Internal State that directs individuals to certain goals and objectives Not directly observable Inferred from behavior variability in behavior is not result of differences in ability situational (environmental) factors. Work Motivation.

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Work Motivation

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  1. Work Motivation

  2. Work Motivation • Definition • Internal State that directs individuals to certain goals and objectives • Not directly observable • Inferred from behavior • variability in behavior is not result of • differences in ability • situational (environmental) factors

  3. Work Motivation • Theories of Work Motivation • Internal (Content) Theories • Identify factors within an individual that energize, direct, sustain, and stop behavior. • External (Process) Theories • Describe how personal and situational (environmental) factors interact and influence each other to produce certain kinds of behavior

  4. MASLOW’S HIERARCHY OF NEEDS ACTUALIZATION ESTEEM SOCIAL SAFETY PHYSICAL

  5. McClelland’s Learned Needs • Need for Achievement • a need to accomplish goals, excel, and strive continually to do things better. • Need for Affiliation • desire for friendly and close interpersonal relationships • affiliative interest • affiliative assurance • Need for Power • the need to influence and lead others and be in control of one’s environment • socialized power • personalized power

  6. z z z Equity Theory We are motivated by perceived inequity (unfairness) Perceived inequity creates a state of “unpleasant” tension that we are motivated to reduce How do we perceive inequity (unfairness)? According to Adams, inequity is perceived when our perception of the ratio of our Inputs to Outputs is different from that of a comparison other . An example: Larry Moe Curly our perception Inputs – amount of work, KSAs, experience Outputs – pay, promotions, perqs

  7. Reducing Inequity • Change your inputs • Change your outputs • Change your comparison other • Alter your perceptions

  8. Expectancy Theory Valence - attractiveness of the outcomes to employees Instrumentality - strength of belief that performance results in outcome attainment Job outcomes (e.g., pay, promotions) Expectancy - strength of belief that effort will result in successful performance

  9. Expectancy Theory (Vroom, 1964) • Five Components • Job outcomes (e.g., pay, promotions) • Valence - attractiveness of the outcomes to employees • Instrumentality - strength of belief that performance results in outcome attainment • Expectancy - strength of belief that effort will result in successful performance • Force - amount of pressure within the person to be motivated

  10. Goal Setting Theory • Function of Goals • basis of motivation • direct behavior • For goals to be effective • individuals must be aware of goals • must accept the goals • Factors that influence effectiveness of goal setting • goals must be specific • goals should be difficult but attainable

  11. Hygiene Factors salary company policy physical facilities administration working conditions co-worker relations Motivators challenge autonomy advancement recognition Herzberg’s Two Factor Theory

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