Motivation

Motivating is the management process influencing people’s behaviour based

on this knowledge of what makes people “tick”. Motivating and motivation both

deal with the range of conscious human behaviour somewhere between two

extremes - reflex actions and learned actions.

Motivation is a human psychological characteristic that contributes to a person’s degree of commitment. Motivation is a:

1. Good thing

2. Motivation integrally tied to a person’s performance (ability, resources,

conditions)

3. Motivation is in short supply - needs replenishing.

4. Motivation is a tool with which leaders can arrange job relationships. Know

what drives people. Knowledge about motivation joins strategic plans.

MONEY OR SOCIAL RELATIONS

Leaders motivate employees/subordinates by acknowledging their social needs and by making them feel useful and important.

* Traditional Model - Accept management authority in return for high wages

* Human Relations Model - Accept management authority because they are treated

with consideration.

* Traditional View - Theory X - Holds that people have an inherent dislike of work.

Although workers may view it as a necessity, they will avoid it whenever possible.

The view is that leaders must push subordinates to work.

* Human Relations View - Theory Y - Holds that work is as natural as play or rest.

People want to work and derive a great deal of satisfaction from work. Capacity

to accept, even seek responsibility and supply imagination ingenuity and creativity

to organizational problem. This is achieved by participative management.

Five categories of motivation theory and practice:

1. Need theory

2 Equity theory

3 Expectancy theory

4 Reinforcement theory

5 Goal setting theory

1. NEED THEORY- Focuses on what people require to live fulfilling lives. According to need theory, a person is motivated when he / she has not yet attained certain levels of satisfaction with his / her life. A satisfied need is not a motivator. Carrot and a stick.

Maslow believed that once a need is satisfied, it loses its power to motivate behaviour.

1. The need for achievement- Subordinates with high achievement needs thrive on work that is challenging, satisfying, stimulating and complex.

2. The need for power- degree of control a person desires over his/her situation. Fear of failure/success

3. The need for affiliation- People want to be around their co-workers

I. Dissatisfiers- called hygiene factors - salary, working conditions and company

policy.

II. Satisfiers- (motivating factor) achievement, recognition, responsibility and

advancement.

1. EQUITY THEORY

Equity theory is based on the assumption that a major factor in job motivation is the

individual’s evaluation of the equity or fairness of the reward received.

The worker should feel that he gets an equivalent of what he gives.

Money is the most important.

1. EXPECTANCY THEORY

The expectancy theory says that people choose how to behave among alternative

course of action based on their expectations of what there is to gain from each

action. Individual make conscious decisions about their behaviour in the organization.

Individuals have different needs, desires and goals.

People expect certain consequence of their behaviour.

Valence - The outcome is more or less tempting one to perform an action

Effort performance expectancy- how big is the risk of things going bad

Intrinsic rewards- the expectancy that the outcome will lead to other outcomes. If

my work is good it will be noticed. If I get noticed, I will get a promotion.

LEADERS must know the values of each worker

1. REINFORCEMENT THEORY- role of previous experiences in behaving

stimulus - is the cause of specific consequence.

A person is motivated when he/she responds to stimuli in constant patterns of

behaviour over time.

Rewards should be based on performance.

GOAL SETTING THEORY

The worker has to see the sense of the action

Date: 2015-02-16; view: 876