ob (pt) session 6 motivation 2

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    Contemporary Theories ofContemporary Theories of

    MotivationMotivation

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    ERG TheoryERG Theory

    Clayton AlderferClayton Alderfer

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    ExistenceExistence refers to our concern with basicrefers to our concern with basic

    material existence motivators.material existence motivators.

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    RelatednessRelatedness refers to therefers to the motivation we havemotivation we havefor maintaining interpersonal relationships.for maintaining interpersonal relationships.

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    GrowthGrowth refers to an intrinsic desire forrefers to an intrinsic desire forpersonal developmentpersonal development

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    Similarity to Maslows theorySimilarity to Maslows theory

    The ERG needs can be mapped to those ofThe ERG needs can be mapped to those of

    Maslows needs as follows:Maslows needs as follows:

    Existence: Physiological and Safety needsExistence: Physiological and Safety needs

    Relatedness: Social and external esteem NeedsRelatedness: Social and external esteem Needs

    Growth: SelfGrowth: Self--actualization and internal esteemactualization and internal esteem

    needsneeds

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    Differences from MaslowsDifferences from Maslows

    theorytheory

    Unlike Maslows theory, it allows for differentUnlike Maslows theory, it allows for differentlevel of needs to be pursued simultaneously.level of needs to be pursued simultaneously.

    It allows the order of needs to be different forIt allows the order of needs to be different fordifferent people. (e.g. Actors)different people. (e.g. Actors)

    ERG theory acknowledges that if a higher levelERG theory acknowledges that if a higher level

    need remains unfulfilled, the person mayneed remains unfulfilled, the person mayregressregress to lower level need that appears easierto lower level need that appears easierto satisfy. (e.g. Salesperson to Area Manager)to satisfy. (e.g. Salesperson to Area Manager)

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    Implications for ManagersImplications for Managers

    According to the ERG theory, unlike MaslowsAccording to the ERG theory, unlike Maslows

    theory, a manager must recognize that antheory, a manager must recognize that an

    employee has multiple needs to satisfyemployee has multiple needs to satisfy

    simultaneously.simultaneously.

    Furthermore, ifGrowth opportunities are notFurthermore, ifGrowth opportunities are not

    provided to the employees, they mayprovided to the employees, they may regressregress totorelatedness needs. Thus in this situation, stepsrelatedness needs. Thus in this situation, steps

    should be taken to concentrate on relatednessshould be taken to concentrate on relatedness

    needs unless the subordinate is able to pursueneeds unless the subordinate is able to pursue

    growth again.growth again.

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    McClellands Theory of needsMcClellands Theory of needs

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    This theory focuses on three needs :This theory focuses on three needs :

    Need for AchievementNeed for Achievement

    Need for PowerNeed for Power

    Need for AffiliationNeed for Affiliation

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    Need For AchievementNeed For Achievement

    People with a high need for achievementPeople with a high need for achievement([[([[nnAch]]) seek to excel and thus tend to avoidAch]]) seek to excel and thus tend to avoidboth lowboth low--risk and highrisk and high--risk situationsrisk situations

    AchievementAchievement--motivated individuals avoid lowmotivated individuals avoid low--risk situations because the easily attainedrisk situations because the easily attainedsuccess is not a genuine achievement .success is not a genuine achievement .

    In highIn high--risk projects, the Achievementrisk projects, the Achievement--motivatedmotivatedsee the outcome as one of chance rather thansee the outcome as one of chance rather thanone's own effortone's own effort

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    HighHigh nnAch individuals prefer work that has aAch individuals prefer work that has amoderate probability of success, ideally a 50%moderate probability of success, ideally a 50%chance.chance.

    AchievementAchievement--motivated individuals need regularmotivated individuals need regularfeedback in order to monitor the progress offeedback in order to monitor the progress oftheir achievements.their achievements.

    They prefer either to work alone or with othersThey prefer either to work alone or with otherslike themselves.like themselves.

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    Need For AffiliationNeed For Affiliation

    Those with a high need for affiliation ([[Those with a high need for affiliation ([[nnAffil]])Affil]])

    need harmonious relationships with other peopleneed harmonious relationships with other people

    and need to feel accepted by other people.and need to feel accepted by other people.

    They enjoy being part of groups .They tend toThey enjoy being part of groups .They tend to

    conform to the norms of their work group.conform to the norms of their work group.

    HighHigh nnAff individuals prefer work that providesAff individuals prefer work that provides

    significant personal interactionsignificant personal interaction

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    Need For PowerNeed For Power

    A person's need for power ([[A person's need for power ([[nnPow]]) can be onePow]]) can be oneof two typesof two types -- personal and institutional:personal and institutional:

    Those who needThose who need personalpersonal power want to directpower want to direct

    others, and this need often is perceived asothers, and this need often is perceived asundesirable.undesirable.

    Persons who needPersons who need institutionalinstitutional power (alsopower (alsoknown as social power) want to organize theknown as social power) want to organize the

    efforts of others to further the goals of theefforts of others to further the goals of theorganization. Managers with a high need fororganization. Managers with a high need forinstitutional power tend to be more effective thaninstitutional power tend to be more effective thanthose with a high need for personal power.those with a high need for personal power.

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    Implications for ManagersImplications for Managers

    While all people have all three motives, theyWhile all people have all three motives, theyhave them to different degrees. In practice, thehave them to different degrees. In practice, themajority of people have one motive tomajority of people have one motive to

    significantly higher degree, though a few havesignificantly higher degree, though a few haveall three high.all three high.

    High need for achievementHigh need for achievement-- HighlyHighly

    achievementachievement--motivated people should be givenmotivated people should be givenchallenging projects with reachable butchallenging projects with reachable butchallenging goals. They should be providedchallenging goals. They should be providedfrequent feedback.frequent feedback.

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    High need for affiliationHigh need for affiliation -- Employees with a highEmployees with a highaffiliation need perform best in a cooperativeaffiliation need perform best in a cooperativeenvironment, where they can belong toenvironment, where they can belong to

    something larger than themselves.something larger than themselves.

    High need for powerHigh need for power-- Management shouldManagement shouldprovide people with strong need to influence theprovide people with strong need to influence the

    opportunity to manage others for organizationalopportunity to manage others for organizationalgoals.goals.

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    Goal Setting theoryGoal Setting theory

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    Iqbal is a simple story about aIqbal is a simple story about a deaf anddeaf andmutemute 18 year old boy Iqbal [Shreyas18 year old boy Iqbal [ShreyasTalpade], who has just one dream sinceTalpade], who has just one dream sincehis childhoodhis childhood -- to wear ato wear a national capnational cap asas

    anan Indian cricketerIndian cricketer one day. But there areone day. But there arenumber of hurdles in this dream to benumber of hurdles in this dream to befulfilled. His humble background [a smallfulfilled. His humble background [a smallvillage called Kolipad], an averagevillage called Kolipad], an averagehousehold [his father (Yateen Karyekar) ishousehold [his father (Yateen Karyekar) is

    a simple man who is happy with hisa simple man who is happy with hisfarming and wants him to follow hisfarming and wants him to follow hisfootsteps], his physical handicap and thefootsteps], his physical handicap and thebiggest of all, lack of any formal coachingbiggest of all, lack of any formal coaching

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    People are motivated to work towards andPeople are motivated to work towards and

    achieve specific and difficult goals.achieve specific and difficult goals.

    Goals enhance performance by clarifying whatGoals enhance performance by clarifying what

    type and level of performance is expected ortype and level of performance is expected or

    requiredrequired..

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    Achieving a goal leads to feeling of competenceAchieving a goal leads to feeling of competence

    and success.and success.

    Falling short of goal creates a feeling ofFalling short of goal creates a feeling of

    dissatisfaction, so we are motivated to work harddissatisfaction, so we are motivated to work hard

    to avoid failure.to avoid failure.

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    Implications for managersImplications for managers

    Assign or setAssign or set specificspecific goals.goals.

    Assign or setAssign or set difficultdifficult yet attainable goals.yet attainable goals.

    Involve employees in the goal setting.Involve employees in the goal setting.

    Provide feedback on goal attainment.Provide feedback on goal attainment.

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    Expectancy theoryExpectancy theory

    Victor VroomVictor Vroom

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    The strength of a tendency to act in aThe strength of a tendency to act in a

    certain way depends on the strength of thecertain way depends on the strength of the

    expectation that the act will be followed byexpectation that the act will be followed by

    a given outcome and on the attractivenessa given outcome and on the attractiveness

    of that outcome to the individualof that outcome to the individual..

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    ExamplesExamples

    1. Sachin Tendulkar1. Sachin Tendulkar

    2. Quality Procedures2. Quality Procedures