lecture10.motivation theories
TRANSCRIPT
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Management, Organizational Policies & Practices
Lecture 10 Dr. Amna YousafPhD (HRM)
University of Twente,
the Netherlands
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Recap Lecture 9
Funcations of communication
Communication process and model
Downward, upward, lateral communication
Verbal, written, non verbal communication
Formal communication networks
Grapevine
Choice of channels and channel richness
Common barriers to effextive communication
Cluture as effective communication barrier
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Managing Motivation
Lecture 10
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Outline
What is motivation
Motivation theories
Maslows Need Theory
ERG Theory
Theory X and Theory Y Two-factor Theory
McClellands Theory of Needs
Cognitive Evaluations Theory
Goal Setting Theory MBO as application of Goal Setting
Self-efficacy Theory
Implications for Managers
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What Is Motivation?
Direction
PersistenceIntensity
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Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
Motivation
The processes that account for an individualsintensity, direction, and persistence of effort towardattaining a goal.
What is Motivation?
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Hierarchy of Needs Theory (Maslow)
Hierarchy of Needs Theory
There is a hierarchy of fiveneedsphysiological, safety,social, esteem, and self-
actualization; as each need issubstantially satisfied, the nextneed becomes dominant.
Self-Actualization
The drive to become what one is capable ofbecoming.
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Maslows Hierarchy of Needs
E X H I B I T 61
Lower-Order NeedsNeeds that are satisfiedexternally; physiologicaland safety needs.
Higher-Order NeedsNeeds that are satisfiedinternally; social, esteem,
and self-actualizationneeds.Self
Esteem
Social
Safety
Physiological
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Maslows Need Theory-concepts
Physiological hunger, thirst, shelter, sex, andother bodily needs
Safety security and protection from physical or
emotional harm
Social affection, belongingness, acceptance &friendship
Esteem internal factors such as self-respect,
autonomy and achievement and external factors
such as status, recognition and attention
Self-actualization drive to become what one is
capable of becoming, achieving ones potential
and self fulfillment
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Assumptions of Maslows Hierarchy
Movement up the Pyramid
Individuals cannot move to the next higher level until
all needs at the current (lower) level are satisfied.
Maslow Application:
A homeless person
will not be motivated to
meditate!
Individuals
therefore must
move up the
hierarchy in order
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Alderfers ERG Theory
Existence similar to Maslows physiological andsafety needs
Relatedness related to social and status needs
Growth similar to esteem and self-actualization
needs Unlike Maslows theory, individuals can be at all
categories simultaneously
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Theory XManagers See Workers As
Disliking Work
Avoiding Responsibility
Having Little Ambition
Theory Y
Managers See Workers AsEnjoying Work
Accepting Responsibility
Self-Directed
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Theory X and Theory Y
McGreoger believes theory Y assumptions more
valid so managers should encourage participative
decision making, responsible and challenging
jobs and good group relations
No evidence indicating which assumptions are
true or that theory Y environment will lead to
more motivated workers
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Herzbergs Two-Factor Theory
Bottom Line: Satisfaction and
Dissatisfaction are not Opposite Ends of theSame Thing!
Separate constructs
Hygiene Factors---
Extrinsic & Related toDissatisfaction
Motivation Factors---Intrinsic and Related to
Satisfaction
Hygiene
Factors:
Salary
Work
Conditions
Company
Policies
Motivators:
Achievement
Responsibility
Growth
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Comparison of Satisfiers
and Dissatisfiers
Factors characterizing
events on the job that led to
extreme job dissatisfactionFactors characterizing
events on the job that
led to extreme job
satisfaction
E X H I B I T 62Source: Reprinted by permission ofHarvard Business Review. An exhibit from One More Time:How Do You Motivate Employees? by Frederick Herzberg, SeptemberOctober 1987. Copyright
1987 by the President and Fellows of Harvard College: All rights reserved.
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Contrasting Views of Satisfaction and Dissatisfaction
E X H I B I T 63
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Critique on two-factor theory
Failure blamed to extrinsic factors; success to
personal attributes
Ratings used to measure job satisfaction may be
contaminated; people may be positive on one
scale item but may treat a different response
differently
No overall measure of satisfaction utilized;
dissatisfaction on one facet but overall
satisfaction
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Critique on two-factor theory
Herzberg assumed relationship between
satisfaction and productivity but no measure of
productivity was employed. One needs to assume
a strong relationship between the two.
No sufficient empirical backing for the theory as for the
earlier ones
May sound well empirically
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David McClellands Theory of Needs
Need for AchievementThe drive to excel, to achievein relation to a set ofstandards, to strive tosucceed.
Need for AffiliationThe desire for friendlyand close personalrelationships.
Need for Power
The need to make others
behave in a way that theywould not have behavedotherwise.
Bottom Line:
Individuals have
different levels of
needs in each of these
areas, and those
levels will drive their
behavior
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David McClellands Theory of Needs
Not much evidence for power and affiliation need
High achievers perform well when probability of
success .5.
Not attribution to pure chance or least challenge
High achievers are successful entrepreneurs; nolinks to being effective managers
Effective managers may be linked to high power
need and low affiliation need
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Matching High Achievers and Jobs
E X H I B I T 64
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Cognitive Evaluation Theory
Cognitive Evaluation Theory
Providing an extrinsic reward for behavior thathad been previously only intrinsically rewardingtends to decrease the overall level of motivation.
The theory may only be relevant to
jobs that are neither extremely
dull nor extremely interesting.Hint: For this theory,
think about how fun it
is to read in the
summer, but oncereading is assigned to
you for a grade, you
dont want to do it!
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Cognitive Evaluation Theory
Intr ins ic and extr ins ic mot ivat ion are not mutual ly
exclus ive
Manager ial im pl ications : rewards cont ingent on
performance?
Extr ins ic rewards sh i f t locus of con trol to
external
Tangible rewards undermine performance whileintangible rewards dont.
Suppor t f rom a number of studies
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Self-concordance extension of CET
Intr in sical ly motivated people are happy even
when they cant reach goals as they f ind the
process fun
Extrinsically motivated people dont get that
much happ iness even after goal ach ievement as
they dont find goal satisfying
Impl icat ions
Choose jobs carefully
Managers should create work conditions that enhance
intrinsic motivation and not only rely on rewards.
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E X H I B I T 65
What Would Herzberg Say? What Would Maslow Say?
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Goal-Setting Theory (Edwin Locke)
Basic Premise: That specificand difficultgoals, with self-generated feedback, lead to
higher performance.
But, the relationship between goals and
performance will depend ongoal commitment
I want to do it & I can do it
Increased through participatory goals, makingthem public, specific, top managementinvolvement
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Goal-Setting Theory (Edwin Locke)
task characteristics (simple versus complex, well-learned versus novel, independent versusinterdependent)
national culture
Goal setting well aligned with north American cultures Independent : not too high on power distance
Challenging goals: low in uncertainty avoidance
Performance is important: high in achievement
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Goal Setting in Action: MBO Programs
Management By Objectives Programs
Company wide goals & objectives
Goals aligned at all levels
Based on Goal Setting Theory
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What is MBO?
Key Elements
1. Goal specificity
2. Participative decision making
3. An explicit time period
4. Performance feedback
Management by Objectives (MBO)
A program that encompasses specific goals,participatively set, for an explicit time period,with feedback on goal progress.
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Cascading of Objectives
E X H I B I T 61
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Linking MBO and Goal-Setting Theory
MBO Goal-Setting Theory
Goal Specificity Yes Yes
Goal Difficulty Yes Yes
Feedback Yes Yes
Participation Yes No
(qualified)
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MBO and Goal Setting
MBO emphasizes on participative goal setting
In Goal Setting theory goals assigned as well as
participatory can be equally effective
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Why MBOs Fail
Unrealistic expectations about MBO results
Lack of commitment by top management
Failure to allocate reward properly
Cultural incompatibilities
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Self-Efficacy
Self Esteem, which is.
Individuals degree of liking or dislikingthemselves.
An individuals feeling that s/he cancomplete a task (e.g. I know I can!)
Enhances probability that goals will
be achieved
Not to be confused with:
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Self-Efficacy and Goal Setting
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Four Ways of Increasing Self Efficacy
(Bandura)
1. Enactive Mastery
2. Vicarious Modeling
3. Verbal Persuasion
4. Arousal
Note: Basic Premise/Mechanism ofPygmal ionandGalateaEffects
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Self-Efficacy
Mastery Orientation
If you have done a task in the past, your slef efficacyto perform will be higher
Vicarious modeling
Some one similar to you doing a task increases your
confidence of doing it
some one else loosing weight
Some one of same handicap as you playing golf
Verbal persuasion
Some one convinces you that you have necessary skillsto do some task. Motivational speakers use this tactic
Arousal
Energized state to do a task.
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Self-efficacy and Goal Setting
Self efficacy works together with goal setting
Self efficacious individuals more likely to work
harder in response to negative feedback and vice
versa