Management MBA L6 Motivation

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Management Theory and Practice-AIOU Lecture #.6
Lecture # 6
Lecture # 6
Motivation
Motivation
What is Motivation?
Motivation is the willingness to exert high level of effort to reach org. goals,
Conditioned by
the effort’s ability to satisfy soe individual needs.
!he effort is a easure of intensity or drive.
" need refers to soe internal state that a#es certain outcoes a$$ear attractive.
"n unsatisfied internal state creates tension that stiulates drives within an individual.
!hese drives lead to a search behavior to find $articular goals that, if attained, will satisfy the need
and reduce the tension.
Motivation is the result of the interaction between the $erson and situation.
%ndividual differ in otivation drive.
!he overall otivation varies fro situation to situation.
%n the otivation $rocess individual’s need be co$atible with organi&ation’s goal.
'arly !heory of Motivation
!hree theory of otivation are i$ortant.
Maslow’s Hierarchy of Need Theory
Imran Ashiq Computer People 2000, Sialkot. Communication & Motivation 1
Management Theory and Practice-AIOU Lecture #.6
!here is a hierarchy of five huan needs(
)* Physiological needs: food, drin#, shelter and other $hysical re+uireent.
,* Safety Needs: -ecurity and $rotection fro $hysical and eotional har.
.) Social Needs: affection, belongingness, acce$tance, and friendshi$.
/* Esteem Needs( %nternal estee factors such as self0res$ect, autonoy and achieveent.
1* Self-actali!ation Needs: growth, achieving one’s $otential and self0fulfillent( the drive to
becoe what one is ca$able of becoing.
Maslow se$arated the five needs into higher and lower levels.
2hysiology and -afety needs 0000000Lower Level.
-ocial, 'stee, -elf0actuali&ation300000 4igher Level.
Mcgregor’s Theory " & Theory #
Theory X: 5ffers negative view of $eo$le.
%t assues that wor#ers have little abition, disli#e wor#, want to avoid res$onsibility and
need to be controlled to wor# effectively.
Theory Y: offers a $ositive view.
%t assues that wor#ers can exercise self0direction, acce$t and actually see# out
res$onsibility and consider to be a natural activity.
Her!$erg%s Motivation-Hygiene Theory:
!he otivation theory that intrinsic factors are related to 6ob satisfaction and otivation, whereas
extrinsic factors are associated with 6ob dissatisfaction.
"ccording to 4er&berg, the factors that led to 6ob satisfaction were se$arate and distinct fro
those that led to 6ob dissatisfaction.
Managers who are sought to eliinate factors that create 6ob dissatisfaction could bring about
wor#$lace harony but not necessary otivation.
Imran Ashiq Computer People 2000, Sialkot. Communication & Motivation 2
Management Theory and Practice-AIOU Lecture #.6
!o otivate $eo$le on their 6ob, 4er&berg suggested e$hasi&ing otivators, the intrinsic factors
that increase 6ob satisfaction.
Conte$orary !heories of Motivation
Three Needs Theory:
!here are three needs that are a6or otives in wor#.
)* 7eed of "chieveent 8n"ch*( !he drive to excel, to achieve in relation to a set of
standards, and to strive to succeed.
,* 7eed for 2ower 8n2ow*( !he need to a#e others behave in a way that they would not
have behave otherwise.
.* 7eed for affiliation 8n"ff*( !he desire for friendly and close inter$ersonal relationshi$.
2eo$le with a high need for achieveent are striving for $ersonal achieveent.
!hey have a desire to do soething better or ore efficiently than it’s been done before.
4igh achiever focus on their own acco$lishents while good anager e$hasi&e hel$ing others
acco$lish their goals.
!he best anagers tend to be high in the need for $ower and low in the need for affiliation.
&oal Setting Theory:
!he $ro$osition that s$ecific goals increase $erforance and
!hat difficult goals, when acce$ted, result in higher $erforance then do easy goals.
%ntention to wor# toward a goal is a a6or source of 6ob otivation.
-$ecific, hard goals $roduce a higher level of out$ut than does generali&ed goal of 9do your best:.
;oal setting theory has two $arts
1. 1. ;oal setting theory deals with $eo$le in general.
2. 2. -econd, goal setting a$$ly to those who acce$t and coitted to goals.
Imran Ashiq Computer People 2000, Sialkot. Communication & Motivation 3
Management Theory and Practice-AIOU Lecture #.6
'$loyees try hard when they $artici$ate in the setting of goals.
2eo$le will do better when they get feedbac# on how well they are $rogressing towards their
goals.
<eside feed bac#, three other factors have been found to influence the goals $erforance
relationshi$.
!hese are goal coitent, self efficacy, and national culture.
Coitent( not to lower or abundant the goal.
-elf efficacy( "n individual’s belief that he =she is ca$able of $erforing a tas#.
'einforcement Theory:
!he theory says that behavior is a function of its conse+uences.
;oal theory $ur$oses that an individual’s $ur$ose directs his or her behavior.
>einforceent theory argues that behavior is externally caused.
<ehavior is controlled by reinforces( any conse+uence iediately following a res$onse that
increases the $robability that the behavior will be re$eated.
>einforceent theory ignores factors such as goal, ex$ectations and needs.
"ccording to one author, $eo$le will ost li#ely engage in desired behaviors if they are rewarded
for doing so.
Mangers can influence e$loyee’s behavior by reinforceent actions they dee desirable.
>esearch has shown that reinforceent is undoubtedly an i$ortant influence on wor# behavior.
E(ity Theory:
!he theory that an e$loyee co$ares his or her 6ob’s in$uts0outcoes ratio with that of relevant
others and then corrects any ine+uity.
5utcoe " ? 5utcoes < %ne+uity
%n$uts " %n$uts <
Imran Ashiq Computer People 2000, Sialkot. Communication & Motivation
Management Theory and Practice-AIOU Lecture #.6
5utcoe " @ 5utcoes < '+uity
%n$uts " %n$uts <
5utcoe " A 5utcoes < %ne+uity
%n$uts " %n$uts <
!he ter e+uity is related to the conce$t of fairness and e+ual treatent co$ared with others
who behave in siilar way.
'+uity !heory $ro$oses that e$loyees ight
)* Bistort either their own or others in$ut outcoes.
,* <ehave in soe way to induce others to change their own in$uts or outcoes.
.* <ehave in soe way to Change their own in$uts or outcoes.
/* Choose a different co$arison.
1* Cuit their 6ob.
!he other as$ect we need to exaine in e+uity theory is who these 9others: are against who
$eo$le co$are theselves.
!he referent is an i$ortant variable in e+uity theory.
!hree referent categories have been defined.
5thers, syste, and self.
E)*ectancy Theory:
!he theory that an individual tend to act in a certain way based on the ex$ectation
that the act will be followed by a given outcoe
and on the attractiveness of that out coe to the individual.
Imran Ashiq Computer People 2000, Sialkot. Communication & Motivation !
Management Theory and Practice-AIOU Lecture #.6
!his definition leads to three variables or relationshi$.
i. i. E)*ectancy or Effort-*erformance lin+age0 is the $robability $erceived by the individual that
exerting a given aount of effort will lead to certain level of $erforance.
b. b. ,nstrmentality or *erformance-reward lin+age: is the degree to which the individual believes
that $erforing at a $articular level is instruental in attaining the desired outcoe.
c. c. -alence or attractiveness of reward is the i$ortance that the individual $laces on the
$otential outcoe or reward that can be achieved on the 6ob.
Conte$orary %ssues in Motivation
Motivating . diverse /or+force
!o axii&e otivation aong today’s diverse wor#force, anager need to thin# in ter of
flexibility.
Men versus Woen.
5lder versus Doung Wor#er.
'$loyees have different $ersonal needs and goals that they are ho$ing to satisfy through their
6ob.
" diverse array of rewards is needed to otivate e$loyee with such varied needs.
0le)i$le /or+ing Schedles: Many organi&ations have develo$ed flexible wor#ing schedules
that recogni&e different needs.
1om*ressed /or+wee+: in which e$loyees wor# longer hours $er day but fewer days $er
wee#.
!he ost coon for four )E0hour days.
0le)i$le wor+ hor: which schedule the syste in which e$loyees are re+uired to wor# a
s$ecific nuber of hours a wee# but are free to vary those hours within certain liits.
%n a flextie schedule, there are certain coon core hours when all e$loyees are re+uired to
be on 6ob, but starting, ending and lunch hour are flexible.
2o$ Sharing: !he $ractice of having two or ore $eo$le s$ilt a full tie 6ob.
Imran Ashiq Computer People 2000, Sialkot. Communication & Motivation 6
Management Theory and Practice-AIOU Lecture #.6
Telecommting: '$loyees wor# at hoe and are lin#ed to wor#$lace by co$uter and
ode.
1ltral 3ifference in Motivation
Managing a diverse wor#force eans that anager should be aware of cultural differences and
show flexibility in res$onding to these differences.
Maslow’s need theory aligns well with "erican culture.
Fa$an, ;reece, Mexico0000 -ecurity 7eeds
Benar#, -weden, 7orway00 -ocial 7eeds
-ocialist Countries e$loyees ex$ect rewards to reflect their individual needs as well as their
$erforance.
Pay-for-Performance Program
Co$ensation 2lans that $ay e$loyee on the basis of soe $erforance easure.
2ay $lan, wage incentive $lans, $rofit sharing and lu$0su bonuses are exa$les.
2G2 is $robably ost co$atible with ex$ectancy theory.
%n this theory, individual $erceive a strong relationshi$ between their $erforance and the reward
they receive for otivation.
%f rewards are allocated only on non$erforance factorsHsuch as seniority, 6ob title0then
e$loyees are li#ely to reduce their efforts.
Gro a otivation $ers$ective, a#ing soe or all of an e$loyee’s $ay conditional on soe
$erforance, easure focus his or her attention to wards that easure.
-tudies show that co$anies that used 2G2 $erfored better financially then those that did not.
Imran Ashiq Computer People 2000, Sialkot. Communication & Motivation "

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