Lecture 5: Motivation PDF

Motive -the inner drive, the cause of a person's behaviour Has the direction (what a person is trying to do), the intensity (with what diligence this person is trying to do it), and persistence (how long this person is trying to do it) It arises from an awareness of the relationship between stimul...

Motive -the inner drive, the cause of a person's behaviour Has the direction (what a person is trying to do), the intensity (with what diligence this person is trying to do it), and persistence (how long this person is trying to do it) It arises from an awareness of the relationship between stimulus and need. The goal of any motive is to achieve inner satisfaction Stimulus-an external inducement, an incentive that comes from a person's environment and instigates his or her action A stimulus stimulates an internal drive, only if the stimulus is consistent with the motivational profile and current situation of the person it is intended to affect. If this condition is not met, the stimulus will not affect the motivation of the person. Motivation-the process of mobilising a person's energy and focusing his or her behaviour on a particular goal Gives an answer to the question of why a particular person does this or that. It is a set of motives that orient a person (his/her activity) in a certain direction, activate him/her in that direction, and maintain the aroused activity. The most important elements influencing intrinsic motivation: Knowledge of goals, visions and values (my own, department's and the company‘s) Knowing the meaning, the reason ("Why?") and the broader context of the job The ability to make my own choices - I can choose how I proceed. The ability to (co-)decide - I can participate in decisions that affect me. Self-realisation - I can use my potential. Learning and development. Opportunity to fulfil my personal values.  Opportunity to meet my important needs. Signs of a high level of motivation: consistently delivering high levels of performance, an atmosphere of energy, enthusiasm and determination to succeed, working hard to overcome challenges, the willingness of individuals to take responsibility, a willingness to embrace change. Examples of stimulation factors: Remuneration: − Competitive pay − Benefits − Incentives − Potential for co-ownership − Recognition − Fairness of valuation Quality of work: − Perception of the value of work − Challenges/interest − Self-actualisation − Freedom and autonomy − Volume of work − Quality of relationships at work Personal vs. Professional life: − Supportive environment − Recognition of life cycle, needs (flexibility) − Income security  − Social environment Inspiration, values: − Quality of leadership − Values and behaviour of the organization − The reputation of organisation − Risk sharing − Appreciation − Communication Supportive environment: − Physical environment − Tools and equipment − Training − Information and processes − Work safety Opportunities for future growth: − Learning and development − Beyond today’s work − Career development opportunities − Performance improvement and feedback Company incentive programme -the selection of the means of stimulation, conditions and methods of stabilisation that can ensure it, the way of influencing people's motivation to stabilise, the identification of persons responsible for the implementation of the programme and the timetable for its implementation; strives for the prosperity of the enterprise and its objectives; seeks to influence work performance actively and create (or strengthen) positive attitudes towards the organisation among all its employees; requires knowledge of the interests and needs of the workforce; uses all motivational resources of the enterprise, not only financial ones;  is clearly articulated and published. Employee satisfaction - The relationship between satisfaction and work behaviour is not direct. A satisfied worker may not be a high performer. A high-performing worker is not necessarily satisfied. Job satisfaction leads to low absenteeism and low turnover; dissatisfaction leads to losing interest in the job and leaving the organisation. Employees who are dissatisfied at work for various reasons are difficult to motivate to perform better. Theory of instrumentality by Skiner- a person will be motivated to work if rewards and punishments are directly linked to performance, well chosen and in right time. Negative reinforcement - reinforces the response by removing something unpleasant. Positive punishment - presents an unfavourable event or outcome in order to weaken the response it follows Negative punishment - occurs when a favourable event or outcome is removed after a behaviour occurs. Neglect - it is ignoring or not reinforcing a behaviour that, in effect, weakens the behaviour Maslow's hierarchy of needs - the higher-order needs become apparent only when the lower-order needs are satiated and satisfied. Self-actualisation: stimulating work, opportunities for advancement, room for creativity, motivation for higher goals. Recognition: public recognition of good performance, assignment of significant work activities, respectful job title, assignment of responsibilities.  Social: opportunities for social interaction, stability of the workgroup, encouragement of cooperation. Security and safety: safe working conditions, job security, employee benefits. Physiological: fair pay, comfortable working conditions, warmth, light, space, air conditioning. Alderfer's ERG theory presents a model of three basic categories of needs: Existential needs (E) - the need for food, water, salary, employment benefits, working conditions. Relational needs (R) - acceptance understanding, reciprocity. Growth needs (G) - internal growth and differentiation, creative and productive endeavours. McClelland's theory of needs: Studied the work of managers The need for performance (success) - success achieved in the competition. The need for alliance - friendly and compassionate relationships with people The need for power - the need to control and influence others Different people have different levels of these needs. F. Herzberg's theory of needs (1975): Examined the sources of job satisfaction and dissatisfaction of accountants and technicians: Satisfactors (motivators) - motivate individuals to perform better. When these are in an undesirable state, they cause the worker to be neither satisfied nor adequately motivated. Dissatisfactors (hygiene factors) - serve to prevent job dissatisfaction. If they are in good condition, they do not lead to motivation or satisfaction, workers  are just not dissatisfied. If they are in an unfavourable state, they cause dissatisfaction in workers and have a negative effect on motivation. Vroom's Expectation Theory: Motivation is only possible when there is a clearly perceived and applicable relationship between performance and outcome and when the outcome is seen as a means of satisfying needs. There are 2 factors that determine the effort people put into their work: The value of individuals' rewards to the extent that it satisfies their needs for security, social recognition, autonomy and self-actualisation; The likelihood that outcomes depend on effort as perceived by individuals - their expectations about the relationship between effort and reward. The greater the value of a set of rewards, and the higher the probability that obtaining those rewards depends on effort, the more effort workers will expend in a given situation. Goal setting theory (Latham and Lock (1979)): Motivation and performance are higher when individuals are given specific goals, when these goals are challenging but acceptable, and when there is a response (feedback) to performance. The participation of individuals in goal setting is important as it is a tool to gain approval for setting higher goals. Challenging goals must be discussed and agreed upon, and their achievement must be supported by management and the board. Feedback is vital to maintaining motivation, especially for achieving ever- higher goals. Adams' equity theory: Employees become de-motivated, if they feel that their inputs are greater than the outputs they receive.  Fair treatment means that a person is treated the same as another group of people or a person. A person compares: − his or her own contribution to the work (intensity of workload, demands of the work on ability, responsibility, etc.) with that of co-workers doing comparable work, and − the effects (money, recognition, favour of the boss, quality of the work environment, advancement,...) that the work brings to him or her with the effects that comparable work brings to his or her colleagues. In case the worker gets the impression that the inputs and effects are not in balance, there is a tendency to eliminate this injustice. There are 2 forms of justice: distributive - refers to how people feel they are rewarded according to their contribution and according to comparison to others; procedural - refers to how workers perceive the fairness of the procedures used by the company in areas such as staff appraisals, promotions and disciplinary matters.