MOTIVATION

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MOTIVATION

• AIM OF LECTURE
• To explain the nature of motivation at work and
  the
• impact of motivation on individuals and the
• organisation.
• LEARNING OUTCOMES
• By the end of the lecture students should be able
• to
• Explain what motivates people to work
• Describe the main features of content theories of
  motivation
• Describe techniques for enhancing performance in
  organisations

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MOTIVATION

• Why, when people get to work, do some of them
  work hard - probably far harder then they need?
• Why do some people not work as hard as they
  reasonably could when they are at work? Why are
  they working below optimum effectiveness? Why
  dont they put in more effort?
• Managers have the task of influencing people to
  apply
• their efforts to attaining organisational goals.

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DEFINITIONS OF MOTIVATION

• The degree to which an individual wants and
• chooses to engage in certain specified
  behaviour.
• (Mitchell quoted in Mullins 1996,480)
• Motivation - The energy and commitment a person
  dedicates to a task.
• Motivating - What is done to release the energy
  and commitment in others.
• Performance is a product of
• motivation, ability and environment

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NEEDS AND EXPECTATIONS ATWORK

• Extrinsic Motivation - Tangible rewards
• Intrinsic Motivation - Psychological rewards

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WHAT MOTIVATES PEOPLE TO WORK?

• Economic rewards
• Pay, fringe benefits, pension rights, material
  goods and security
• This is an instrumental orientation to work and
  concerned with other things
• Intrinsic satisfaction
• Derived from the nature of the work itself
• Interest in the job
• Personal growth and development
• This is a personal orientation to work and
  concerned with oneself
• Social relationships
• Friendships
• Group working
• Desire for affiliation, status and independence
• This is a relational orientation to work and
  concerned with other people
• A persons motivation, job satisfaction and work
• performance will be determined by the comparative

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MOTIVATION

• EARLY MOTIVATION THEORIES
• Satisfaction Theories - a satisfied worker is a
  productive worker. There is little evidence for
  this contention
• Incentive Theories - principle of reinforcement
• Intrinsic Theories - arise from general
  assumptions about human needs along lines
  originally advocated by Maslow
• COGNITIVE THEORIES OF MOTIVATION - TWO
  CONTRASTING APPROACHES
• Content Theories focus on the needs of people
  as the prime impetus for motivated behaviour
• Process Theories focus on mental processes
  which transform the motive force into particular
  patterns of behaviour.

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MAJOR CONTENT THEORIES OF MOTIVATION

• Content theories assume that people strive to
  satisfy a
• range of deep-rooted needs this is what is said
  to
• energise behaviour.
• Maslows Hierarchy of Needs Model
• Alderfers Modified Need Hierarchy Model
• Herzbergs Two-Factor Theory
• McClellands Achievement Motivation Theory

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MASLOWS BASIC PROPOSITIONS

• Based on the assumption that human needs are
  inexhaustible
• A satisfied need is no longer a motivator
• Maslow categorises the needs in ascending order
  physiological, security, affiliation, esteem and
  self-actualisation.
• Gradual emergence of higher-level/higher-order
  needs as lower-level needs become more satisfied
• Relative importance of needs changes during the
  psychological development of the individual

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ALDERFERS ERG THEORY

• Condenses Maslows model into three levels
• Based on core needs of existence, relatedness and
  growth
• Individuals progress through the ERG needs
  hierarchy though Alderfer suggests that it is a
  continuum rather than a hierarchy.
• More than one need may be activated at the same
  time.
• Individuals may progress down the hierarchy.
• If needs are blocked at one level then attention
  should be focused on satisfaction of needs at
  other levels.

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HERZBERGS TWO-FACTOR THEORY

• Herzberg avoids using the word need and
  maintains
• that in any work situation, you can distinguish
• between two sets of factors.
• Hygiene factors
• features of the work environment which, if
  present, help avoid dissatisfaction with work.
• concerned with job context e.g work environment,
  status, company procedures, quality of
  supervision.
• Can be related roughly to Maslows lower-level
  needs.
• Motivators
• features of the job itself that people find
  enjoyable and that have a motivational effect.
• Mainly intrinsic in nature e.g. sense of
  achievement, recognition, responsibility.
• can be related to Maslows higher-level needs.

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McCLELLANDS ACHIEVEMENT MOTIVATION THEORY

• Need for affiliation to interact with, and be
  liked by, other people
• Need for power to control the activities of
  other people
• Need for achievement to succeed or excel in
  areas of significance to the person
• People with a high need for achievement
• have a major preoccupation with succeeding in
  whatever they do
• prefer moderate task difficulty
• want personal and full responsibility for
  performance
• like to receive clear and unambiguous feedback
• tend not to value money for itself but more as a
  symbol of success.

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ENHANCING PERFORMANCE IN ORGANISATIONS

• If a manager is to improve the work of an
• organisation, attention must be given to the
• level of motivation of its members.

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ENHANCING PERFORMANCE IN ORGANISATIONS

• JOB DESIGN is how organisations define and
• structure jobs and can have a positive or a
  negative
• impact on the motivation, performance and job
• satisfaction of those who perform them.
• Job Specialisation e.g. FW TAYLOR. Consequent
  boredom and monotony for workers led to managers
  formulating a new approach.
• Job Rotation systematic rotation of workers
  from one job to another to reduce boredom
• Job Enlargement greater task variety
• Job Enrichment Because rotation and
  enlargement did not have the desired effect, a
  more complex approach was taken i.e. enlargement
  of the job both horizontally and vertically to
  give more responsibility and control to the
  employee

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ENHANCING PERFORMANCE IN ORGANISATIONS

• THE JOB CHARACTERISTICS THEORY (Hackman and
  Oldham)
• Three Critical Psychological States
• Experienced meaningfulness of the work
• Experienced responsibility for work outcomes
• Knowledge of results
• Enhancement of the three critical psychological
• states can improve a variety of personal and work
• outcomes
• high internal work motivation
• high quality work performance
• high satisfaction with the work
• low absenteeism and turnover

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ENHANCING PERFORMANCE IN ORGANISATIONS

• Outcome affected by individual differences.
• Hackman and Oldham suggest that the three
• critical psychological states are triggered by
  five
• characteristics of the job - core job dimensions
• Skill variety
• Task identity
• Task significance
• Autonomy
• Feedback

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ENHANCING PERFORMANCE IN ORGANISATIONS

• PARTICIPATION occurs when employees have a
• voice in decisions about their own work.
• EMPOWERMENT is the process of enabling
• workers
• to set their own work goals
• make decisions
• solve problems
• within their spheres of responsibility and
• authority.
• Includes work content, work context and work
• environment.
• Implies more comprehensive involvement than
• Participation e.g. work teams/quality circles,
  delayering of
• organisation and delegation of power,
  responsibility and
• authority.

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ENHANCING PERFORMANCE IN ORGANISATIONS

• ALTERNATIVE WORK ARRANGEMENTS
• Variable Work Schedules
• Flexible Work Schedules
• Job Sharing
• Telecommuting
• MOTIVATION AND MONEY
• Money, in the form of pay or some other sort of
  remuneration, is the most obvious extrinsic
  reward.
• Herzberg cast doubts on the effectiveness of
  money as a motivator.
• However, different people have different needs
  and some will be more motivated by money than
  others.
• Money is a powerful force as it is linked
  directly, or indirectly, to the satisfaction of
  many needs eg survival and security, self-esteem
  and status.
• Financial incentives motivate those people who
• are strongly motivated by money and who expect to
• receive a financial reward for their effort.