The document discusses different theories of motivation. It describes content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory, which propose that certain internal needs drive motivation. Process theories like equity theory and expectancy theory examine how people perceive and respond to rewards. McClelland's acquired needs theory suggests people develop needs for achievement, power, and affiliation through life experiences. Effective motivation requires understanding individual needs and allocating rewards to satisfy both personal and organizational interests.
Discussions on
Dr. S. GOKULA KRISHNAN, 2 Associate Professor @NSM
Ethical Dilemma: The Big Easy? (p.244)
Motivation
Early Theories of Motivation
Contemporary Theories of Motivation
Reference:
Stephen P Robbins, Timothy A Judge & NeharikaVohra, Organizational Behaviour, 15thed., p. 213-251
Discussions on
Dr. S. GOKULA KRISHNAN, 2 Associate Professor @NSM
Ethical Dilemma: The Big Easy? (p.244)
Motivation
Early Theories of Motivation
Contemporary Theories of Motivation
Reference:
Stephen P Robbins, Timothy A Judge & NeharikaVohra, Organizational Behaviour, 15thed., p. 213-251
Motivation theories and ideas as well as a discussion about the importance of motivation. There is also a discussion of the use of extrinsic and intrinsic rewards
23March 2010Vol. 22 No. 1Engineering Management Journal
HDM Modeling as a Tool to Assist Management With
Employee Motivation: The Case of Silicon Forest
Georgina Harell, Portland State University
Tugrul U. Daim, Portland State University
the various options more than once, and put a number to the
importance of one option over another.
This study shows a pathway to employee motivation more than
the traditional HDM approach which has the end result being one
choice. The group survey results provide a better understanding of
the differences and the specific values of the groups and smaller
sub-groups. For example, management can conclude from this
survey that women’s tangible motivators are pay and bonuses
followed by outside environment and working conditions.
Literature Review
The theory of human motivation started as an interest of
psychologists, but managers soon realized the importance of
knowing how to motivate their workforce. The work of human
motivation started as early as the Greeks (Skinner, 1965), and
is still intriguing many researchers today. Motivation through
conditioning responses has been explored in great detail since the
late 19th century. The most famous account of conditioned responses
has to be that of Pavlov’s dog—where a dog was conditioned to
salivate at the sound of a bell by repeatedly reinforcing that after a
certain sound food would be presented. This type of response has
been termed a conditioned reflex. In short, the subject has been
trained to produce a response normally associated with stimulus
A when stimulus B is presented. Pavlov’s work was just the tip
of the iceberg in terms of understanding human behavior in
response to a stimulus (Skinner, 1965). E.L. Thorndike expanded
the knowledge of human behavior by exploring the concept of
learning curves. Thorndike did considerable research examining
how long it took creatures to solve a simple problem, for example,
how to escape from a latched box. Thorndike noted that initially
the creature would take a considerable amount of time to solve the
problem, but after more and more attempts at the same situation
the solution came more and more quickly. Learning curves help
clarify how behavior in complex situations are sorted, emphasized,
and reordered. Thorndike’s work is a pivotal step toward the more
modern concept of operant conditioning (Skinner, 1965).
Operant conditioning is far more complicated than the
simple notion of reflex conditioning illustrated by Pavlov.
Operant conditioning looks at human behavior as a complicated
series of tendencies, and rather than looking at responses as either
happening or not happening, operant conditioning considers
a response as having a probability of occurring. By examining
human behavior as a probability of a response occurring, more
complicated interactions can be examined. There are two points
in operant conditioning—operant reinforcement, where a subject
is conditioned ...
Vic is a professor at the University of Michigan’s Schools of Public Health and Medicine. An innovative teacher and researcher, in 1995 he founded the UM Center for Health Communications Research, studying the future of digitally-tailored health communications when fewer than 15% of Americans had Internet access. He’s also an entrepreneur, founding HealthMedia, a digital health coaching company that was sold to Johnson & Johnson in 2010. More recently, Vic created JOOL Health, a digital platform integrating the science of well-being with big data, biometric devices, predictive analytics, and artificial intelligence. Vic and the organizations he founded have won numerous national and international awards, including two Smithsonian Awards, the Health Evolution Partners Innovations in Healthcare Award, and the National Business Coalition on Health’s Mercury Award. In 2010, Vic won the University of Michigan’s Distinguished Innovator Award. In late 2017, Dr. Strecher was the Donald A. Dunstan Foundation’s “Thinker in Residence” in Adelaide, Australia to develop a “Purpose Economy” of business, government, and communities. Vic’s latest neuroscience, behavioral, and epidemiologic research; his two recent books, Life On Purpose and the graphic novel On Purpose; and JOOL Health, are focused on the importance of developing and maintaining a strong purpose in life.
https://www.vicstrecher.com/
Made public from McLean & Company, Dr. Dalton Kehoe contributes to build evidence-based HR practices that work with the brain, not against it, to gain credibility with stakeholders and drive business results.
Motivation theories and ideas as well as a discussion about the importance of motivation. There is also a discussion of the use of extrinsic and intrinsic rewards
23March 2010Vol. 22 No. 1Engineering Management Journal
HDM Modeling as a Tool to Assist Management With
Employee Motivation: The Case of Silicon Forest
Georgina Harell, Portland State University
Tugrul U. Daim, Portland State University
the various options more than once, and put a number to the
importance of one option over another.
This study shows a pathway to employee motivation more than
the traditional HDM approach which has the end result being one
choice. The group survey results provide a better understanding of
the differences and the specific values of the groups and smaller
sub-groups. For example, management can conclude from this
survey that women’s tangible motivators are pay and bonuses
followed by outside environment and working conditions.
Literature Review
The theory of human motivation started as an interest of
psychologists, but managers soon realized the importance of
knowing how to motivate their workforce. The work of human
motivation started as early as the Greeks (Skinner, 1965), and
is still intriguing many researchers today. Motivation through
conditioning responses has been explored in great detail since the
late 19th century. The most famous account of conditioned responses
has to be that of Pavlov’s dog—where a dog was conditioned to
salivate at the sound of a bell by repeatedly reinforcing that after a
certain sound food would be presented. This type of response has
been termed a conditioned reflex. In short, the subject has been
trained to produce a response normally associated with stimulus
A when stimulus B is presented. Pavlov’s work was just the tip
of the iceberg in terms of understanding human behavior in
response to a stimulus (Skinner, 1965). E.L. Thorndike expanded
the knowledge of human behavior by exploring the concept of
learning curves. Thorndike did considerable research examining
how long it took creatures to solve a simple problem, for example,
how to escape from a latched box. Thorndike noted that initially
the creature would take a considerable amount of time to solve the
problem, but after more and more attempts at the same situation
the solution came more and more quickly. Learning curves help
clarify how behavior in complex situations are sorted, emphasized,
and reordered. Thorndike’s work is a pivotal step toward the more
modern concept of operant conditioning (Skinner, 1965).
Operant conditioning is far more complicated than the
simple notion of reflex conditioning illustrated by Pavlov.
Operant conditioning looks at human behavior as a complicated
series of tendencies, and rather than looking at responses as either
happening or not happening, operant conditioning considers
a response as having a probability of occurring. By examining
human behavior as a probability of a response occurring, more
complicated interactions can be examined. There are two points
in operant conditioning—operant reinforcement, where a subject
is conditioned ...
Vic is a professor at the University of Michigan’s Schools of Public Health and Medicine. An innovative teacher and researcher, in 1995 he founded the UM Center for Health Communications Research, studying the future of digitally-tailored health communications when fewer than 15% of Americans had Internet access. He’s also an entrepreneur, founding HealthMedia, a digital health coaching company that was sold to Johnson & Johnson in 2010. More recently, Vic created JOOL Health, a digital platform integrating the science of well-being with big data, biometric devices, predictive analytics, and artificial intelligence. Vic and the organizations he founded have won numerous national and international awards, including two Smithsonian Awards, the Health Evolution Partners Innovations in Healthcare Award, and the National Business Coalition on Health’s Mercury Award. In 2010, Vic won the University of Michigan’s Distinguished Innovator Award. In late 2017, Dr. Strecher was the Donald A. Dunstan Foundation’s “Thinker in Residence” in Adelaide, Australia to develop a “Purpose Economy” of business, government, and communities. Vic’s latest neuroscience, behavioral, and epidemiologic research; his two recent books, Life On Purpose and the graphic novel On Purpose; and JOOL Health, are focused on the importance of developing and maintaining a strong purpose in life.
https://www.vicstrecher.com/
Made public from McLean & Company, Dr. Dalton Kehoe contributes to build evidence-based HR practices that work with the brain, not against it, to gain credibility with stakeholders and drive business results.
1. 1
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
2. Leading Through Motivation
2
Provide you with a thorough understanding of
the dynamics of motivation and the ways in
which rewards can be used to motivate
employees.
Examine the Content, Process, and
Reinforcement Theories of Motivation, and
Take a look at the connection between
Motivation and Compensation.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
3. Motivation and Rewards
3
MOTIVATION is the term used to describe the
forces within the individual that account for
the level, direction, and persistence of effort
expended at work.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
4. Motivation and Rewards
4
A REW ARD is a work outcome of positive
value to the individual.
EXTRINSIC REW ARDS are externally
administered (e.g., pay and verbal praise); the
motivational stimulus originates outside the
person.
INTRINSIC REW ARDS are self-administered;
they occur "naturally" as a person performs a
task. The feelings of competency, personal
development, and self-control people experience
in their work.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
5. Rewards and Performance
5
Both Intrinsic and Extrinsic rewards can
help the manager to lead effectively through
motivation, and to achieve maximum
motivational impact, it is necessary to:
◦ Respect diversity and individual differences.
◦ Clearly understand what people want from
work.
◦ Allocate rewards to satisfy the interests of both
individuals and the organization.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
6. Three Types of Motivation
6
Theory
Content Theory
◦ Needs are physiological and psychological
deficiencies that an individual feels some
compulsion to eliminate.
Process Theory
◦ People give meaning to rewards and the work
opportunities available to them.
Reinforcement Theory
◦ People's behavior is influenced by its
environmental consequences.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
7. Content Theories of Motivation
7
Maslow's Hierarchy of Needs Theory
Lower Order Needs
Physiological
Safety
Social
Higher Order Needs
Esteem
Self-actualization
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
8. Hierarchy of Needs Theory
8
Deficit Principle
Holds that a satisfied need is not a motivator of
behavior; people act to satisfy needs in
which a deficit exists.
Progression Principle
Holds that the five needs exist in a strict
hierarchy of prepotency such that a need at one
level doesn't become activated until the next
lower-level need is satisfied.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
9. Alderfer's ERG Theory
9
An extension of Maslow's theory that
proposes the existence of three needs as
opposed to five.
Existence Needs: Desires for physiological
and material well-being.
Relationship Needs: Desires for satisfying
interpersonal relationships.
Growth Needs: Desires for continued
psychological growth and development.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
10. Alderfer's ERG Theory
10
ERG Theory
Does not assume that lower-level needs must be
satisfied before higher-level needs become
activated and,
This theory includes a unique "frustration-
regression" principle whereby an already satisfied
lower-level need becomes reactivated when a
higher-level need is frustrated.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
11. Herzberg's Two-Factor Theory
11
Hygiene Factors
W orking Conditions
Interpersonal Relations
Organizational Policies
Quality of Supervision
Base W age or Salary
Improvements in Hygiene Factors can prevent
and/ eliminate job dissatisfaction; they will
or
not improve job satisfaction.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
12. Herzberg's Two-Factor Theory
12
Satisfier Factors
Sense of Achievement
Feeling of Recognition
Sense of Responsibility
Opportunity for Advancement
Feelings of Personal Growth
Improvements in Satisfier Factors can
increase job satisfaction; they will not
prevent job dissatisfaction.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
13. McClelland's Acquired-Needs
13
Theory
David McClelland proposes that people
acquire needs through their life experiences.
He uses a Thematic Apperception Test (TAT)
to measure the strengths of three acquired
needs:
Achievement - Power - Affiliation
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
14. McClelland's Acquired-Needs
14
Theory
Need for Achievement (nAch)
Thedesire to do something better or more efficiently,
to solve problems, or to master complex tasks.
Need for Power (nPower)
The desire to control other persons, to influence
their behavior, or to be responsible for other people.
A finer distinction can be made between:
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
15. McClelland's Acquired-Needs
15
Theory
The need for Personal Power and,
The need for Social Power
Need for Affiliation (nAff)
The
desire to establish and maintain friendly and
warm relations with other persons.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
16. The Need Profile of Successful
16
Executives
The most important need for executive
success is the need for social power.
Persons with a high need for affiliation may
not make the best managers.
W hile nPower is often accompanied by a high
need for achievement the later need in itself is
not consistently associated with executive
success.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
17. Process Theories of Motivation
17
Equity Theory
Asserts that when people believe
that they have been treated
inequitably in comparison to others,
they eliminate the discomfort and
restore equity.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
18. Process Theories of Motivation
18
Equity Theory (cont)
Perceived Equity - occurs whenever a
person perceives that their personal
rewards/ inputs ratio is equivalent to the
rewards/ inputs ratio of a comparison
other.
Perceived Inequity - occurs whenever
one's rewards/ input ratio is perceived to
be unequal...
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
19. Expectancy Theory
19
“People will do what they can do when they
want to do it.” The question is ‘what makes
them want to do it?’
Vroom suggests that the motivation to work
depends on the relationships between the
following three expectancy factors:
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
20. Expectancy Theory
20
Expectancy: A person's belief that
working hard will result in a desired level of
task performance.
Instrumentality: A person's belief that
successful task performance will be
followed by rewards and other potential
outcomes.
Valence: The value a person assigns to
possible rewards and other work-related
outcomes. DENIS HITLER( BPA&MPA) MZUMBE
SANCHAWA,
11/10/12
UNIVERSITY
21. Expectancy Theory: Multiplier
21
Effect
Implies that for motivation to be high,
Expectancy, Instrumentality and Valence
must be high.
Motivation =
Expectancy x Instrumentality x Valence
A zero at any location on the right side of the
equation will result in zero motivation.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
22. 22
Expectancy Theory
To Maximize Expectancy
Select workers with ability
Train workers to use ability
Support work effort
Clarify performance goals
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
23. 23
Expectancy Theory
To Maximize Instrumentality
◦ Clarify psychological contracts
◦ Communicate performance-outcome
possibilities
◦ Demonstrate what rewards are
contingent on performance
To Maximize Valence
◦ ID needs and adjust rewards to match
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
24. Goal-Setting Theory
24
The basic premise is that well-set and well-
managed task goals are important sources for
motivation.
Task goals, in the form of clear and
desirable performance targets,
Provide direction,
Energize persistent long-term work efforts,
Clarify performance expectations, and
Serve as a basis for feedback.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
25. Goal-Setting Theory
25
Set Specific Goals
Set Challenging Goals
Build Goal Acceptance and Commitment
Clarify Goal Priorities
Reward Goal Accomplishment
Management-by-Objectives ( MBO ) is
one example of a goal-setting system
which promotes participation.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
26. Reinforcement Theory
26
Unlike the prior motivation theories which rely
on cognitive explanations of behavior,
reinforcement theory focuses instead on the
impact which external environmental
consequences have on behavior.
The law of effects states that behavior followed
by pleasant consequences is likely to be
repeated; behavior followed by unpleasant
consequences is not likely to be repeated.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
27. Reinforcement Theory
27
Operant Conditioning
A term popularized by B. F. Skinner,
is the process of controlling behavior
by manipulating its consequences;
i.e., learning by reinforcement.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
28. Reinforceme Theory
28
Organizational Behavior Modification
◦ Involves the application of operant
conditioning techniques to influence
human behavior in work settings.
(Reinforcing desirable behaviors while
denying reinforcement for unwanted
behaviors.)
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
29. Reinforcement Theory
29
There Are Two Types of Reinforcement:
Positive Reinforcement
Increasesthe frequency of a behavior through
the contingent presentation of a desirable
consequence.
Negative Reinforcement
Increasesthe frequency of a behavior through
the contingent removal of an undesirable
consequence.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
30. Reinforcement Theory
30
Punishment: decreases the
frequency of a behavior through
the contingent presentation of an
unpleasant consequence.
Extinction: decreases the
frequency of a behavior through
the contingent removal of a
pleasant consequence.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
31. Positive Reinforcement
31
Law of Contingent Reinforcement
In order for a reward to have maximum
reinforcing value, it must be delivered only if the
desired behavior is exhibited.
Law of Immediate Reinforcement
The more immediate the delivery of a reward
after the occurrence of a desirable behavior,
the greater the reinforcing value of the
reward.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
32. Positive Reinforcement
32
Shaping
The creation of a new behavior by the positive
reinforcement of successive
approximations of the desired behavior.
Intermittent reinforcement only rewards behavior
periodically.
Continuous reinforcement administers a reward each
time a desired behavior occurs.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
33. Guidelines for Positive
33
Reinforcement and Punishment
Clearly identify desired work behaviors
Maintain diverse inventory of rewards
Inform everyone what must be done to get
rewards.
Recognize individual differences when
allocating rewards.
Follow the laws of immediate and contingent
reinforcements.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
34. Guidelines for Positive
34
Reinforcement and Punishment
Tell the person what is being done wrong.
Tell the person what is right.
Make sure the punishment matches the
behavior.
Administer the punishment in private.
Follow the laws of immediate and
contingent reinforcement.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
35. The Ethics of Operant
35
Behavior Modification
There is considerable debate over the ethics
of using OB MOD to influence behavior.
But as the text notes, "the real question may
be not whether it is ethical to control
behavior, but whether it is ethical not to
control behavior well enough that the goals
of both the organization and the individual
are well served."
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
36. An Integrated Model of Individual
36
Motivation
Motivation leads to Effort which, along with
appropriate Abilities and Organizational
Support, lead to Performance.
This model illustrates how Rewards for
performance, when they are perceived as
Equitable and possess Reinforcement Value,
can produce satisfaction.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
37. MOTIVATION and
37
COMPEN$ATION
Incentive Compensation Systems
Bonus systems in which employees at all
levels participate.
Bonus Pay Plans
Profit-Sharing Plans
Gain-Sharing Plans
Employee Stock Ownership Plans
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
38. MOTIVATION and
38
COMPEN$ATION
Pay for Knowledge
Skill-based pay ties pay to the number of job-
relevant skills an employee masters.
Entrepreneurial pay requires individuals to
put part of their pay at risk, in return for the
right to pursue entrepreneurial ideas, and
share in any resulting profits.
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY
39. 39
Thanks; By:-
Sanchawa, Denis Hitler
BPA &MPA-Mzumbe
University
+255(0) 717151218
dsanchawa@yahoo.com
SANCHAWA, DENIS HITLER( BPA&MPA) MZUMBE
11/10/12
UNIVERSITY