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Lec Motivation.ppt
- 1. Motivation and Behaviour (Concepts to Application)
- 2. What Leads to Performance? Performance = Ability x Opportunity x Motivation • Ability – KSAs • Opportunity – supportive environment, equipment, peers • Motivation – Willingness to exert effort
- 3. Motivation Defined • Movere’= ‘to move’ • “The willingness to exert high levels of efforts towards organizational goals, conditioned by the effort’s ability to satisfy some individual need.” - Stephen P Robbins
- 4. What is motivation to work? • The individual forces that account for ….. • Direction: An individual’s choice when presented with a number of possible alternatives. • Level: The amount of effort a person puts forth. • Persistence: The length of time a person stays with a given action. …… of a person’s effort expended at work.
- 5. Motives • Primary Motives-psychological, biological, unlearned • General Motives: curiosity, Manipulation and activity motives affection motive • Secondary Motives: power motive achievement motive affiliation motive security motive status motive
- 7. Theories of Motivation • Content Theories: • Focus on what arouses, energizes, or starts behavior, i.e. individual physiological & psychological needs. • Process Theories: • Focus on the cognitive processes that influence behavior, i.e. why a person behaves in a particular way.
- 8. Content Theories • Content Theories: • Motivation results from the individual’s attempts to satisfy needs. • Attempt to identify & prioritize the needs & drives that motivate people. • Major Content Theories: • Maslow’s Hierarchy of needs theory • Alderfer’s ERG theory • Herzberg’s Two-factor theory
- 9. MASLOW’S HIERARCHY OF NEEDS
- 10. Maslow’s Hierarchy of Needs • Needs occur in a hierarchy of importance. • Assumes that a given need level must be satisfied before the next higher level need can be activated. • Satisfied need no longer motivates
- 11. Maslow’s Hierarchy of Needs • Research evidence on hierarchy of needs theory • Actually may be a more flexible hierarchy of lower order needs and higher order needs. • Needs vary according to: • A person’s career stage. • Organizational size. • Geographic location.
- 12. Maslow’s Hierarchy of Needs • Research evidence — cont. • Satisfaction of one need level may not decrease it importance and increase importance of next need level. • Hierarchy of needs differs across cultures
- 13. Herzberg’s Two- Factor Theory • Developed by Frederick Herzberg • Also known as motivation-hygiene theory • Portrays two different factors — • Hygiene factors: related to job context • Motivator factors: related to job content
- 14. Herzberg’s Two- Factor Theory Contrasting Views of Satisfaction- Dissatisfaction
- 17. Herzberg’s Motivation-Hygiene Theory • Research evidence on two-factor theory. Theory may be method bound. • Theory fails to: • Account for individual differences. • Link motivation and needs to both satisfaction and performance. • Consider cultural and professional differences. • These failures also apply to other content theories.
- 18. ALDERFER’S ERG THEORY • Developed by Clayton Alderfer. • Collapses Maslow’s five categories into three categories: existence needs, relatedness needs, and growth needs. • Adds a frustration-regression hypothesis. • More than one need category may be activated at the same time.
- 19. ERG THEORY • Existence needs: Desire for physiological and material well- being. • Relatedness needs: Desire for satisfying interpersonal relationships. • Growth needs: Desire for continued personal growth and development.
- 20. ERG THEORY • Research evidence on ERG theory: • Supporting evidence is encouraging. • Addition of frustration/regression hypothesis is a valuable contribution. • Offers a more flexible approach to understanding human needs.
- 21. Comparison of Content Theories
- 22. Process Theories • Process Theories: • Deal with ‘how’ to motivate • Focus on cognitive antecedents of motivation • How these cognitive antecedents relate • Major Process Theories: • Vroom’s Expectancy Theory • Porter Lawler Model
- 23. Vroom’s Expectancy Theory • Developed by Victor Vroom. • A person’s motivation is a multiplicative function of: • Expectancy. • Instrumentality • Valence.
- 24. Vroom’s Expectancy Theory • Expectancy: Probability assigned by individual that work effort will be followed by a given level of task accomplishment • Instrumentality: Probability assigned by the individual that a given level of achieved task performance will lead to various work outcomes. • Valence: The value attached by the individual to various work outcomes.
- 25. Overview of Expectancy Theory Effort Expectancy Instrumentality Valence of reward Performance Reward MOTIVATION Abilities and traits JOB PERFORMANCE X X
- 26. Simplified Expectancy Theory Training and development Performance appraisal system Human resources management
- 27. Vroom’s Expectancy Theory • Motivational implications of expectancy theory. • Motivation is sharply reduced when, expectancy, instrumentality or valence approach zero. • Motivation is high when expectancy and instrumentality are high and valence is strongly positive.
- 28. Vroom’s Expectancy Theory • Managerial implications of expectancy theory. • Managers should act to maximize expectancies, instrumentalities, and valences that support organizational objectives.
- 29. Vroom’s Expectancy Theory • Research evidence on expectancy theory. • Theory has received substantial empirical support. • Multiplier effect is subject to some question. • May be useful to distinguish between extrinsic rewards and intrinsic rewards. • Does not specify which rewards will motivate particular groups of workers, thereby allowing for cross-cultural differences.
- 30. Porter –Lawler Model • Tries to establish relationship between the efforts, performance & satisfaction of individual. • Important variables are: • Effort • Performance • Rewards • Satisfaction
- 31. Porter –Lawler Model SATISFACTION Value Of Rewards EFFORT PERFORMANCE Extrinsic Rewards Intrinsic Rewards Perceived Equitable Rewards Abilities & Traits Role Perception Perceived Effort Reward Probability
- 32. Contemporary Theories • Adam’s Equity Theory • Management by objectives
- 33. Adam’s Equity Theory • Workplace development by J.Stacy Adams. • People gauge the fairness of their work outcomes in relation to others.
- 34. Adam’s Equity Theory • Unfavorable social comparison of work outcomes Perceived inequity • Perceived inequity people motivated to remove the discomfort. • Negative inequity: Individual feels he/she has received relatively less than others in proportion to work inputs. • Positive inequity: Individual feels he/she has received relatively more than others in proportion to work inputs
- 35. Adam’s Equity Theory • Referent is an object of reference or individual with whom the employee compares himself. • Referent Comparisons Used: • Self-Inside • Self-Outside • Others-Inside • Others-Outside
- 36. Equity Theory Relationships Inequity (underrewarded) EMPLOYEE’S ASSESSMENT Equity Inequity (overrewarded) *Person A is the employee, and Person B is a relevant other or referent. Has far more explanatory and predictive validity for underreward than for overreward.
- 37. Equity Theory: A Summary and Example INEQUITABLE RELATIONSHIP Andy is overpaid compared to Bill Bill is underpaid compared to Andy Bill’s outcomes ($25,000/year) Bill’s inputs (40 hours/week) Andy’s outcomes ($30,000/year) Andy’s inputs (40 hour/week) Andy feels guilty Bill feels angry EQUITABLE RELATIONSHIP Andy’s outcomes ($30,000/year) Andy’s inputs (40 hour/week) Andy is equitably paid compared to Bill Bill’s outcomes ($30,000/year) Bill’s inputs (40 hours/week) Bill is equitably paid compared to Andy Bill feels satisfied Andy feels satisfied
- 38. Adam’s Equity Theory Equity restoration behaviors. • Change work inputs. • Change the outcomes received. • Leave the situation. • Change the comparison points. • Psychologically distort the comparisons. • Take actions to change the inputs or outputs of the comparison person.
- 39. Adam’s Equity Theory Equity theory implications. • Inequity perceptions are entirely from reward recipient’s perspective, not from reward giver’s perspective. • The equity process must be managed so as to influence the reward recipient’s equity perceptions.
- 40. Adam’s Equity Theory • Research evidence on equity theory. • Overpayment (felt positive inequity) results in increased quantity or quality of work. • Underpayment (felt negative inequity) results in decreased quantity or quality of work. • Stronger support for underpayment results.
- 41. Adam’s Equity Theory Research evidence on equity theory — cont. • Overpayment and underpayment results are closely tied to individualistic cultures. • Collectivist cultures emphasize equality rather than equity.
- 42. MOTIVATION OF PERFORMANCE • Two Approaches for motivating Performance: • Job Design • Goal Setting
- 43. Job Design Approach • Job’: Grouping of tasks within a prescribed unit or units of work. • ‘Job Design’: The process of structuring tasks and responsibilities into a job in an attempt to make the job more meaningful, significant and satisfying.
- 44. The Job Characteristics Model
- 45. Approaches to job design • Job engineering • Job Enlargement • Job Rotation • Job Enrichment • Quality of work life & socio-technical approach • Measuring task scope
- 46. Guidelines for Job Redesign
- 47. Goal Setting Approach • Goal’: The desired consequence of an action. • ‘Human behavior is purposeful & goals direct & sustain their behavior in a particular manner’ - Locke, Wood & Mento • Two Primary attributes: • Content: level of difficulty involved in attaining a goal. • Intensity: Process by which a goal is set and accomplished.
- 48. Goal Setting Approach • Goals should have the following features: • Specific • Challenging • Must be owned & accepted • Must have a specific time frame • Measurable
- 49. Goal Setting Approach • Barriers to effective goal setting • Lack of top mgmt support • Lack of communication • Content of the goal • Technical incompetence
- 50. Management by Objectives • Peter Drucker • Performance enhancement through mutual goal setting and performance review. • Common features: • Goal specification • Participative decision making • Explicit time period • Performance feedback
- 51. Management by Objectives • Four Stages • Consensus on key goals & objectives • Sketch plan of action • Control Behavior • Periodic appraisal & review
- 52. Situation Analysis Vikas owns two fast food shops in Gurgaon. Each shop sells items such as burgers, pizza, sandwiches, ice creams etc. He employees the local high school and college students to work for him as waiters. He pays his employees on an hourly basis. He has recently observed that they do not process customer orders as fast as they should and customers end up waiting a long time for the food. There is also variation in quantity offered to customers, with some employees serving very generous portion while others serve very small portions, especially while serving ice- creams and cold drinks. Vikas wants to improve customer service and product consistency by changing the reward structure.
- 53. Questions: 1.Identify the causes of these problems and indicate which theory best describes the problem in the situation. 2. Identify potential solutions for the situation