Lecture 4 - HBO PDF

THE NATURE OF MOTIVATION MOTIVATION – IS THE SET OF FORCES THAT CAUSES PEOPLE TO ENGAGE IN ONE BEHAVIOR RATHER THAN SOME ALTERNATIVE BEHAVIOR. ◼ Importance of Motivation Managers strive to motivate people in the organization to perform at high levels. This means getting them to work hard, to come...

THE NATURE OF MOTIVATION MOTIVATION – IS THE SET OF FORCES THAT CAUSES PEOPLE TO ENGAGE IN ONE BEHAVIOR RATHER THAN SOME ALTERNATIVE BEHAVIOR. ◼ Importance of Motivation Managers strive to motivate people in the organization to perform at high levels. This means getting them to work hard, to come to work regularly, and to make positive contributions to the organization’s mission. But job performance depends on ability and environment as well as motivation. This relationship can be state as follows: ◼ P=M+A+E Where: P – erformance M – otivation A – bility E – nvironment ◼ To reach the level of performance, an employee must want to do the job well (motivation), must be able to do the job effectively (ability), and must have the materials, resources, equipment, and information required to do the job (environment). A manager should thus strive to ensure that all three conditions are met. HISTORICAL PERSPECTIVE OF MOTIVATION ◼ Traditional Approach – developed by Frederick Taylor. Taylor developed a method for structuring jobs that he called scientific management. As one basic premise to this approach, Taylor assumed that employee are economically motivated and work to earn as much money as they can. ◼ He advocated incentive pay system. People could be expected to perform any kind of job if they were paid enough. HISTORICAL PERSPECTIVE OF MOTIVATION ◼ Human Relations Approach – assumed that employees want to feel useful and important, that employees have strong social needs, and that these needs are more important than money in motivating employees. ◼ Advocates of the human relations approach advised managers to make workers feel important and to allow them a modicum (small amount) of self-direction and self-control in carrying out routine activities. The illusion of involvement and importance were expected to satisfy worker’s basic social needs and result in higher motivation to perform. NEED-BASED PERSPECTIVE ON MOTIVATION HUMANS ARE MOTIVATED PRIMARILY BY DEFICIENCIES IN ONE OR MORE IMPORTANT NEEDS OR NEED CATEGORIES. ◼ Hierarchy of Needs ◼ Developed by Abraham Maslow in the 1940’s, is the best-known need theory. Maslow’s argued that human beings are “wanting” animals. They have innate desires to satisfy a given set of needs. Maslow believed that these needs are arranged in a hierarchy of importance with the most basic needs at the foundation of the hierarchy. HIERARCHY OF NEEDS: Physiological needs – the most basic needs in the hierarchy. They include the needs for food, sex and air. ◼ Security needs – things that offer safety and security, such as adequate housing and clothing, and freedom from worry and anxiety. ◼ Belonging needs – the third level in hierarchy, are primarily social. Includes the need for love and affection and the need to be accepted by peers. HIERARCHY OF NEEDS: ◼ Esteem needs – actually encompasses two slightly different kinds of need: The need for a positive self-image and self-respect The need to be respected by others ◼ Self-actualization needs – these involves a person’s realizing his/her potential and becoming all that he/she can be. EXPANDED HIERARCHY OF NEEDS: Changes to the original five-stage model are highlighted and include a seven-stage model and an eight-stage model, both developed during the 1960's and 1970s. 1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc. 2. Safety needs - protection from elements, security, order, law, stability, etc. 3. Affiliating, being part of a group (family, friends, work). 4. Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc.  EXPANDED HIERARCHY OF NEEDS: 5. Cognitive needs - knowledge and understanding, curiosity, exploration, need for meaning and predictability. 6. Aesthetic needs - appreciation and search for beauty, balance, form, etc. 7. Self-Actualization needs - realizing personal potential, self-fulfillment, seeking personal growth and peak experiences. 8. Transcendence needs - helping others to achieve self actualization. A person is motivated by values which transcend beyond the personal self (e.g., mystical experiences and certain experiences with nature, aesthetic experiences, sexual experiences, service to others, the pursuit of science, religious faith, etc.).  ERG THEORY – DEVELOPED BY YALE PSYCHOLOGIST CLAYTON ALDERFER, IS ANOTHER HISTORICALLY IMPORTANT NEED THEORY OF MOTIVATION. ERG theory extends and refined Maslow’s need hierarchy concept, although there are several important differences between the two. ◼ Existence, Relatedness and Growth ◼ Existence needs – those necessary for human survival – roughly correspond to physiological and security needs of Maslow’s hierarchy. ◼ Relatedness needs – those involving the need to relate to others –are similar to Maslow’s belongingness and esteem needs. ◼ Growth needs – are analogous to Maslow’s need for self-esteem and self-actualization OTHER IMPORTANT NEEDS ◼ The need for achievement ◼ The need of affiliation ◼ The need for power OTHER IMPORTANT NEEDS ◼ The need for achievement This need arises from the individuals desire to accomplish a goal or task more effectively than in the past. Individuals who have a high need for achievement tend to set moderately difficult goals and to make moderately risky decision. OTHER IMPORTANT NEEDS ◼ The need of affiliation The need for human companionship. Individuals with high need for affiliation tend to want reassurance and approval from other and usually are genuinely concerned about other feelings. They are likely to act and think as they believe others want them to, especially those with whom they strongly identify and desire friendship. ◼ The need for power – the desire to control one’s environment, including financial, material and informational and human resources. THREE CONDITIONS FOR PEOPLE WITH HIGH NEED FOR POWER TO SUCCEED. ◼ They must seek power for the betterment of the organization rather than their own interest. ◼ They must have a fairly low need for affiliation. ◼ May need a plenty of self-control to curb the desire for power.  PROCESSED-BASED THEORY OF MOTIVATION ◼ Equity theory of motivation Is based in a relatively simple premise that people in the organization want to be treated fairly. Equity – the belief that we are being treated fairly in relation to others and inequity as the belief that we are being treated unfairly compared with others. ◼ Expectancy theory of motivation The theory attempts to determine how individuals choose among alternative behavior. The basic premise of expectancy theory is that motivation depends on how much we want something and how likely we think we are to get it.