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Motivation

The document discusses different theories of motivation that aim to understand what motivates human behavior and influence people's actions. It describes how motivation arises from within individuals to satisfy needs and depends on managers' beliefs about motivation. Various motivation theories are outlined that concentrate on how managers can motivate subordinates, colleagues, and consumers. The feedback loop shows how individual behavior is shaped by social and organizational contexts like the job, organization, and work environment.

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53 views18 pages

Motivation

The document discusses different theories of motivation that aim to understand what motivates human behavior and influence people's actions. It describes how motivation arises from within individuals to satisfy needs and depends on managers' beliefs about motivation. Various motivation theories are outlined that concentrate on how managers can motivate subordinates, colleagues, and consumers. The feedback loop shows how individual behavior is shaped by social and organizational contexts like the job, organization, and work environment.

Uploaded by

Salsa Dila
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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MOTIVATION

MOTIVATION
Motivation refers to the forces within or beyond a person that arouse and sustain their
commitment to a course of action.

Motivation arises within people – so managers need to ensure that people can satisfy their
needs through work. People have different motivations, so a reward that is attractive to one
may be unimportant to another.

Motivation increasingly depends on more formal approaches, based on managers’ theories


of motivation – what they believe will influence employees.
Targets of attempts to
motivate
Management uses motivation theories to maintain the
established power relations between employer and employee.

As always in management, people see the topic from different


perspectives: motivation is not a neutral or value-free subject.
Targets of attempts to
motivate
Theories of motivation originally concentrated on how
managers motivate subordinates, but they need to influence
many other people: colleagues, senior managers, people in
other organizations.

They also try to influence consumers. In all of these cases


people try to understand human needs in the belief that doing
so accurately makes it easier to influence what they do.
Targets of attempts to
motivate
Targets of attempts to
motivate
We all have needs for food, social contact or a sense of achievement, which motivate
behaviour to satisfy that need. If the action leads to a satisfactory outcome we
experience a sense of reward.

The feedback loop shows that we then decide whether the behaviour was appropriate
and worth repeating. Individuals do not act in isolation, but within a social context that
includes:
● the job – how interesting, varied or responsible it is;
● the organization – supervision, career and promotion prospects, pay systems; and
● the environment – the chances of getting another job.
The psychological contract

Managers have expectations of the people who work for


them. At the same time employees have expectations of
managers.

This set of mutual expectations makes up the psychological


contract. The psychological contract expresses the idea that
each side has expectations of the other regarding what they
will give and what they will receive in return.
Behaviour modification
Behaviour modification is a general label for attempts to change
behaviour by using appropriate and timely reinforcement.

Behaviour modification techniques focus on specific observable


behaviour rather than on attitudes and feelings.
Abraham Maslow – a
hierarchy of needs

Theories of
motivation
Clayton Alderfer – ERG
theory
Existence needs reflect a person’s requirement for material and
energy.

Theories of Relatedness needs involve a desire for relationships with


significant other people. Acceptance, confirmation and
motivation understanding help to satisfy relatedness needs.

Growth needs are those that impel people to be creative or to


produce an effect on themselves or their environment.
David McClelland

Three categories of human need, which individuals possess


in different amounts:
1. need for affiliation – to develop and maintain
Theories of interpersonal relationships
2. need for power – to have control over one’s environment
motivation 3. need for achievement – to set and meet standards of
excellence.
Frederick Herzberg – two-
factor theory
M otivator factors are the factors that influence peo
ple to superior performance and effort.

Theories of H ygiene or maintenance factors are the factors


that associated with dissatisfaction described co
motivation nditions surrounding the work – such as supervi
sion or company policy.
Management assumptions – Theory X or Theory
Y
Theory X
Expresses these assumptions:

• Average human being has an inherent dislike of work and will


avoid it if at all possible.

• Most people must be coerced, controlled, directed and/or


threatened with punishment to get them to put forth adequate
effort

• Average human being prefers to be directed, wishes to avoid


responsibility, has relatively little ambition, and wants security
above all.
Management assumptions – Theory X or Theory
Y
Theory Y
Expresses these assumptions:

1. The expenditure of physical and mental effort in work is as natural


as play or rest.

2. External control and the threat of punishment will exercise self-dir


ection and self-control

3. Commitment to objectives is a function of the rewards associated wit


h their achievement.

4. The average human being learns, under proper conditions, not only to
accept, but also to seek, responsibility
Motivation as a form of social influence

Intrinsic rewards are valued outcomes or Extrinsic rewards are valued outcomes or
benefits that come from the individual, benefits provided by others, such as
such as feelings of satisfaction, promotion, a pay increase or a bigger car.
achievement and competence.
Motivation as a form of social influence

Job enrichment model

A job enrichment model represents the idea that


managers can change specific job characteristics to
promote job satisfaction and so motivate employees.

The model identifies three psychological states that must


be present to achieve high motivation.
Motivation as a form of social influence

Empowerment

People use the term ‘empowerment’ to refer to a range of


practices that give more responsibility to less senior staff.

They aim to help people take more control of their


working environment, and so provide opportunities for
personal growth and self-fulfilment
Thanks!
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