MOTIVATION THEORIES

MOTIVATION

not demonstrated by people but interpreted by their behavior.

Whatever influences our choices and creates direction, intensity and persistence in behavior (Hughes, Ginnett & Curphy, 1999; Kanfer, 1990)

process that occurs internally to influence and direct our behavior in order to satisfy needs (Lussier, 1999)

2 types of motivation theory

Content Motivation TheoriesMaslow’s Hierarchy of NeedsAldefer’s expectancy-relatedness-

growth theoryHerzberg’s two-factor theoryMcClelland’s manifest needs

theory & model of achievement, power and affiliation

Process Motivation TheoriesExpectancy TheoryEquity theory

MASLOW’S HIERARCHY O NEEDS

Motivation—begins when a need is not met.• developed by Abraham H. Maslow

(1970)• most well-known theories of

Motivation• shows how an individual is motivatedFive different levels in Maslow’s Hierarchy of Needs• Physiological Needs• Security Needs• Social Needs• Esteem Needs• Self-actualizing Needs

TWO FACTOR THEORY

• theory developed by Frederick Herzberg (1968)

• the theory states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction.

Two sets of factors1. Maintenance or hygiene factors2. Motivation factors

THEORY X & THEORY Y

• developed by Douglas McGregor

• represent two sets of assumptions about human nature and human behavior that are relevant to the practice of management.

• Two different ways to motivate or influence others based on underlying attitudes about human nature

Theory X – employees prefer security, direction and minimal responsibility

- coercion, threats or punishment are necessary because people do not like their work to be done

-employees are not able to offer creative solutions to help the organizations advance

Theory Y – people enjoy their work -can show self-control

and discipline -able to contribute

creatively -motivated by ties to

the group, organization and work itself

-guide for managers to take advantage of the

potential of each person

THEORY Z

• developed by William Ouchi (1981)• focuses on a better way of motivating

people through their involvement• collective decision-making is a

hallmark of theory z as is a focus on long-term employment that involves slower promotions and less direct supervision

• focused on increasing employee loyalty to the company by providing a job for life with a strong focus on the well-being of the employee, both on and off the job.

THE CHANGING NATURE OF MANAGERIAL WORK

FEEDBACK- A powerful tool to assist managers in

motivating behavior

Factors to Maximize Feedback Effectiveness1. Have value-behavior needs to change2. Needs to be frequent, timely, and given at precise time intervals3. Must be usable, consistent, correct and of sufficient diversity4. Not be portrayed as good or bad

LEADERSHIP

• process of influence in which the leader influences others toward goal achievement (Yukl, 1998)

• occur between leader and another individual, leader and a group, leader and an organization, community or society

• can be formal leadership or informal leadership

LEADERS VS MANAGERS  LEADERSHIP MANAGEMENT

Position Position is one selected or allowed by a group of followers

Position is one appointed by someone higher in the organizational hierarchy

Power Base Power base comes from knowledge, credibility, and ability to motivate other

Power base is a legitimate one, arising from the position of authority

Goals/Visions Goals and vision arise from personal interests and passion and may not be synonymous with the goals of the organization

Goals and vision are those espoused or prescribed by the organization

Innovative ideas Innovative ideas are developed, tested, and encouraged among all members of the group

Innovative ideas are allowed provided they don’t interfere with task accomplishment, but they are not necessarily encouraged

Risk Level High risk, creativity, and innovation are involved

Low risk, balance, and maintaining the status quo are involved

Degree of Order Relative disorder seems to be generated

Rationality and control prevail

Nature of Activities Activities are those related to vision and judgment

Activities are those related to efficiency and cost-effectiveness

Focus The focus is on people

The focus is on systems and structure

Perspective Long-range perspective, with an eye on the horizon, is critical

Short-range perspective, with an eye on the bottom line, often dominates

Degree of Freedom

Freestanding & not limited to an organizational position of authority

Tied to designated position in an organization

Actions Does the right thing (Bennis & Nannus, 1985, p.21)

Does things right (Bennis & Nannus, 1985, p.21)

LEADERSHIP CHARACTERISTICS

According to Bennis & Nannus, there are three fundamental qualities that effective leaders share1. Guiding vision2. Passion3. IntegrityAccording to Stodgill, certain characteristics are considered desirable and seem to contribute to the perception of being a leader. 1. Intelligence 3. Determination2. Self-confidence4. Sociability

According to McClure & Hinshaw, the following characteristics describe an effective leader1. Visionary and enthusiastic2. Supportive and knowledgeable3. Have high standards and expectation4. Value education and professional development5. Demonstrate power and status in the organization6. Visible and responsive7. Communicate openly8. Active in professional associations

According to Murphy and DeBack, research findings from studies revealed that the following characteristics are most valued.1. Caring2. Respectability3. Trustworthiness4. Flexibility5. Managing the dream6. Mastering change7. Designing organization structure8. Learning9. Taking initiative

Research by Kirkpatrick and Locke concluded that leaders are different from nonleaders across six traits1. Drive2. Desire to lead3. Honesty and integrity4. Self-confidence5. Cognitive ability6. Knowledge of the business

LEADERSHIP THEORIES

1. BEHAVIORAL APPROACHthere are three leadership styles

that are widely recognized todaya. Autocratic styleb. Democratic stylec. Laissez-faire style

1.1 LEADER BEHAVIORa. Job-centered behaviorb. Employee-centered behavior

2 DIMENSIONS OF LEADER BEHAVIORa. Initiating structureb. Consideration

MANAGERIAL GRID- Another model based on the

dimensions- Developed by Blake and Mouton5 leader stylesa. Impoverished leader b. Authority compliance leaderc. Country club leaderd. Middle-of-the road leadere. Team leader

2. CONTINGENCY APPROACHContingency theory – acknowledges that other factors in the environment influence outcomes as much as leadership style and that leader effectiveness is contingent upon something other than the leader’s behavior

a. FIELDER’S CONTINGENCY THEORY- Views the pattern of leader behavior as dependent upon the interaction of the personality of the leader and the needs of the situation

1. Leader member relations2. Task structure3. Position power

b. HERSHEY AND BLANCHARD’S SITUATIONAL THEORY- Addresses follower characteristics in relation to effective leader behavior- Consider follower readiness as a factor in determining leadership style

1. Telling leadership style2. Selling leadership style3. Participating leadership style4. Delegating leadership style

c. PATH GOAL THEORY- Developed by Robert House- The leader works to motivate followers and influence goal achievement- Based on expectancy theory which holds that people are motivated when they believe they are able to carry out the work (Northouse 2001)

1. Directive style2. Supportive style3. Participative style4. Achievement-oriented style

d. SUBSTITUTES FOR LEADERSHIP- Are variables that may influence followers to the same extent as the leader’s behavior

Variables1. Follower characteristics

a. Structured routine taskb. The amount of feedback

provided by the taskc. Presence of intrinsic

satisfaction in the work2. Organizational characteristics

a. Presence of a cohesive groupb. A formal organizationc. A rigid adherence to rulesd. Low position power

SYNTHESIS

"The difference between a successful person and others is not a lack of strength, not a lack of knowledge, but rather in a lack of will." Vincent T. Lombardi

I suppose leadership at one time meant muscles; but today it means getting along with people.-Mahatma Gandhi