1Motivation
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This document discusses motivation in the workplace. It defines motivation and explains that individual traits like self-esteem, intrinsic motivation, and need for achievement can impact an employee's motivation. Several theories of motivation are described, including needs-based theories like Maslow's hierarchy of needs and ERG theory, job-based theories like two-factor theory, cognitive theories focused on decision-making, and behavioral approaches using rewards and feedback. Managers can apply motivational theories to attraction, performance, retention, and commitment. Both tangible and intangible rewards can be used to motivate employees.
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1Motivation
- 1. P R E S E N T E D B Y : M A R Y A N N E A . P O R T U G U E Z , M P , R P M MOTIVATION
- 2. MOTIVATION It refers to forces within an individual that account for the level, direction, and persistence of effort expended at work. Ability and skill determine whether a worker can do the job, but motivation determines whether the worker will do it properly.
- 3. Is an employee predisposed to being motivated? Three individual difference traits that are related to work motivation: (1) Self- Esteem (2) Intrinsic Motivation Tendency (3) Need for Achievement
- 4. Self- Esteem It is the extent to which a person views himself as valuable and worthy. According to Korman’s consistency theory, there is a positive correlation between self-esteem and performance. That is, employees who feel good about themselves are motivated to perform better at work than employees who do not feel that they are valuable and worthy people. Consistency theory takes the relationship between self-esteem and motivation one step further by stating that employees with high self- esteem actually desire to perform at high levels and employees with low self-esteem desire to perform at low levels.
- 5. Three types of Self- Esteem Chronic self-esteem is a person’s overall feeling about himself. Situational self-esteem (also called self-efficacy) is a person’s feeling about himself in a particular situation such as operating a machine or talking to other people. Socially influenced self-esteem is how a person feels about himself on the basis of the expectations of others.
- 6. Enchancing Performance Conduct self-esteem workshops In which they are given insights with their strengths. Show them that they have several strengths and are good people. Outdoor Experiential Learning Another approach to increase self-esteem such as “ropes course” wherein they will learn that they are physically and emptionally strong.
- 7. Self-fulfilling prophecy, the idea that people behave in ways consistent with their self-image. Galatea effect, when high self-expectations result in higher levels of performance. Pygmalion effect, the idea that if people believe that something is true, they will act in a manner consistent with that belief. Golem effect, when negative expectations of an individual cause a decrease in that individual’s performance.
- 8. Intrinsic Motivation They will seek to perform well because they either enjoy performing the actual tasks or enjoy the challenge of successfully completing the task.
- 9. Extrinsic Motivation Work motivation that arises from such nonpersonal factors as pay, coworkers, and opportunities for advancement.
- 10. Needs for Achievement and Power A theory developed by McClelland. Need for achievement are motivated by jobs that are challenging and over which they have some control. Need for affiliation are motivated by jobs in which they can work with and help other people. Need for power are motivated by a desire to influence others rather than simply to be successful
- 11. THEORIES OF MOTIVATION NEEDS Maslow’s Hierarchy of Needs Alderfer’s ERG McClelland’s Need JOB-BASED Two-Factor Job Characteristics COGNITIVE Equity Expectancy Goal-Setting Control BEHAVIORAL APPROACH Rewards Punishment Feedback
- 12. Needs- Based A "need" indicates some deficient state within an individual. Henry Alexander Murray was one of the first psychologists to propose a systematic taxonomy of human needs. He proposed that these needs are evoked by different stimuli in the environment, and subsequently drive behavior. Murray's system of needs Explain work motivation in terms of the extent to which employees satisfy important needs in the workplace.
- 13. Comparison Self-Actualization Esteem Love and Belongingness Safety and Security Physiological Growth Relatedness Existence Self- Actualization Achievement motivation Affiliation motivation Power motivation Maslow’s Hierarchy of Needs ERG Theory McClelland’s Need Theory
- 14. Job-Based Theories Place the source of motivation primarily in the content of jobs that employees perform. Explain work motivation in terms of the extent to which employees satisfy important needs in the workplace.
- 15. Comparison Two- Factor Theory Job Characteristics Theory
- 16. Cognitive Process Theories Emphasize the decisions and choices that employees make when they allocate their efforts.
- 17. Comparison Work/Effort Work Performance Outcome Equity Expectancy Goal- Setting Control
- 18. The Behavioral Approach Approach applies the tenets of behaviorism developed by B.F. Skinner to promote employee behaviors that an employer deems beneficial and discourage those that are not helpful. Motivation is that behavior is largely a function of its consequences Theories: Reinforcement, Punishment, Feedback
- 19. The Value of Motivation Theories NEEDS Needs may be highly specific to individual employees, and thus can be time consuming and even difficult to evaluate the level of satisfaction. JOB-BASED Job content is something that can be easily managed by the managers. But on the other hand changing the person’s job is also not always practical. COGNITIVE It does have considerable practical value but it does depend on w/c theory is used. BEHAVIORAL APPROACH It is pretty straight forward for managers to understand even without behavioral training.
- 20. Organizational Assumptions to Motivation BASIC ASSUMPTIONS An organization has the right to influence the behavior of its employees. Employees have at least some freedom of choice as to whether they will engage in behaviors that positively or negatively impact the organization There are no major internal or external constraints on employees' behavior Behavior is at least somewhat malleable.
- 21. Application of Motivational Theories Attraction Productive Behavior Counterproductive behavior Retention Increase work Performance Organizational Commitment
- 22. Reward Systems Tangible Intangible •Merit Pay •Incentive Pay •Bonuses •Employee Stock Ownership Plans •Profit-Sharing and Gain-Sharing Programs •Fringe Benefits •Perks •Recognitionand Awards •Praise •Status Symbols •Autonomy and Freedom
- 23. Premack Principle It states that reinforcement is relative and that a supervisor can reinforce an employee with something that on the surface does not appear to be a reinforcer.
Editor's Notes
- Psychologists have postulated that some employees are more predisposed to being motivated than are others.
- Argus and Zajack 2008 found a significant relationship between need for achievement and leader performance. Research by McClelland and Burnham () and McClelland and Boyatzis () demonstrates that high-performance managers have a leadership motive pattern, which is a high need for power and a low need for affiliation. The need is not for personal power but for organizational power. FOR EXAMPLE, being promoted as a manager and you were just a loan officer for 10 years. Yung need for affiliation and power will be in conflict. In leadership, you will place yourself to fulfill the goals of the organization above anything else and you are more likely not to value the idea of being liked by others. Eh papaano mo gagwin yun ngayon kung parati mong kainuman saka kasama…bibigyan mo na ng command? If you try to avoid them maiisip nila na masyado kang mabait sa kanila.. So sa theory ni McClelland yun yung point niya.
- Two factor theory Hygiene factors are those job-related elements that result from but do not involve the job itself. For example, pay and benefits are consequences of work but do not involve the work itself. Similarly, making new friends may result from going to work, but it is also not directly involved with the tasks and duties of the job. Motivators are job elements that do concern actual tasks and duties. According to job characteristics theory, employees desire jobs that are meaningful, provide them with the opportunity to be personally responsible for the outcome of their work (autonomy), and provide them with feedback of the results of their efforts.
- Expectancy, Viktor Vroom the perceived probability that a particular amount of effort will result in a particular level of performance. In terms of expectancy, if an employee believes that no matter how hard he works he will never reach the necessary level of performance, then his motivation will probably be low. For instrumentality, the employee will be motivated only if his behavior results in some specific consequence. That is, if the employee works extra hours, he expects to be rewarded, or if he is inexcusably absent from work, he expects to be punished. For a behavior to have a desired consequence, two events must occur. First, the employee’s behavior must be noticed. If the employee believes he is able to attain the necessary level of performance but that his performance will not be noticed, then his level of motivation will be low. Second, noticed behavior must be rewarded. If no rewards are available, then, again, motivation will be low. For valence, if an employee is rewarded, the reward must be something he values. If good performance is rewarded by an award, then the employee will be motivated only if he values awards. CONTROL THEORY Consider the job of a salesperson who accepted the position of fulfilling a quote every three months…
- The best way to explain this principle is to construct a reinforcement hierarchy on which an employee lists his preferences for a variety of reinforcers.
- Premack Principle—rewarding performance of a very boring task by allowing us to perform a less boring task.