Theories of Motivation PDF

THEORIES OF MOTIVATION CHAPTER FIVE Solely for the personal use of the authorized students. Cannot be reproduced, modified or transmitted to others, in part or whole, without the explicit written consent of the author. © Dr. Harjinder Gill 2023 Total slides included 22 OUTLINE Define Motivation Ne...

THEORIES OF MOTIVATION CHAPTER FIVE Solely for the personal use of the authorized students. Cannot be reproduced, modified or transmitted to others, in part or whole, without the explicit written consent of the author. © Dr. Harjinder Gill 2023 Total slides included 22 OUTLINE Define Motivation Need theories of motivation Process theories of motivation Personal reflection WHAT IS MOTIVATION?  Motivation is the extent to which persistent ef fort is directed toward a goal. 3 BASICS OF MOTIVATION Direction Motivation 4 BASICS OF MOTIVATION Ability Direction Motivation Environment 5 NEED THEORIES MASLOW’S HIERARCHY OF NEEDS ERG THEORY TWO-FACTOR THEORY M C CLELLAND'S NEED THEORY MCCLELLAND’S THEORY OF NEEDS Motivation comes from learned needs ▪ nAch = Achievement ▪ nAff = Affiliation ▪ nPow = Power People will be motivated at work to the extent that their job matches their needs McCELLAND’S THEORY OF NEEDS PROCESS THEORIES REINFORCEMENT THEORY EQUIT Y THEORY EXPECTANCY THEORY EQUIT Y THEORY Focuses on individuals’ comparisons of their own circumstances to those of others outcomes (self) inputs (self) Compared with outcomes (other) inputs (other) EQUIT Y THEORY Equity Inputs/Outcomes Comparison of self with others Inequity Motivation to maintain current situation Ways to reduce inequity Change inputs Change outcomes Alter perceptions of self Alter perceptions of other Change comparisons Leave situation EQUIT Y THEORY - EVALUATION Strengths  Suggested new way to examine motivation  Drew attention to interpersonal interactions in organizations Weaknesses  Less support for overpayment predictions  Fairness is more than just equity FAIRNESS BEYOND EQUIT Y Distributive Justice Procedural Justice Interactional Justice EXPECTANCY THEORY Vroom (1964) Source of motivation: desire to attain valued outcomes Individuals are rational decision-makers EXPECTANCY THEORY (VIE THEORY) Motivation = E x I x V ▪ Expectancy ▪ Probability that effort will lead to performance ▪ Instrumentality ▪ Probability that performance will lead to outcome ▪ Valence ▪ Value of outcomes COMPONENTS OF EXPECTANCY THEORY Effort Performance Outcome (Valence: I do or do not value the outcome) Expectancy (I believe effort will lead to performance) Instrumentality (I believe achieving this level of performance will lead to outcomes) EXPECTANCY THEORY - EVALUATION Empirical Tests  Predicts individual ef fort on dif ferent tasks better than motivation across dif ferent people.  Does not specify what makes an outcome relevant  Individuals may not always act as rational decision-makers MANAGERIAL IMPLICATIONS EXPECTANCY INSTRUMENTALITY VALENCE Make sure employees have proper KSAs Reward good employee performance Ensure rewards are desirable to employees Provide encouragement to make people believe that their effort makes a difference Explain how rewards are linked to performance Give employees choice over rewards PERSONAL REFLECTION  Review what you identified at the beginning of lecture about motivates you to work hard.  How do the motivation theories discussed apply to you?  How do you motivate yourself? OVERCOMING INERTIA  Mini habits (Stephen Guise) SELF-COMPASSION Self-compassion is compassion directed inward (Kristin Neff) Self-Kindness Common Humanity Mindfulness SELF-COMPASSION Self-Compassion and Motivation  Personal standards are just high but not as upset when we don’t meet them.  Less failure, more likely to try again, and persist in efforts after failure  More personal responsibility and motivation to repair past mistakes