Motivation PDF

Motivation Kun András István University of Debrecen, Hungary Faculty of Economics and Business  The main question is: how to achieve high work performance? Work performance is affected by: Job characteristics and (physical) work environment...

Motivation Kun András István University of Debrecen, Hungary Faculty of Economics and Business  The main question is: how to achieve high work performance? Work performance is affected by: Job characteristics and (physical) work environment + Abilities and skills + The willingness to perform  Misbeliefs on motivation Motivation is the willingness to contribute to the oganisational goals Motivation is a kind of ability Motivation is connected directly to money With motivation every job performance problem can be solved Motivation depends on the employee  What is Motivation? (Robbins 2009) The processes that account for an individual’s intensity, direction and persistence of effort toward attaining a goal. – Intensity (=effort) – how hard a person tries – Direction – what a person is trying to do (Is it one that benefits the organization?) – Persistence – how long the effort is maintained  Motive and Motivation MOTIVATION is a set of processes that moves a person toward a goal. MOTIVE is a need or a want that causes us to act (energises us). motive Need: Some internal state that makes certain outcomes appear attractive.  Classic process of motivation Two models Energisation to Késztetés fulfil the needs: Motivated action Motivált Needs Szükségletek a szükségletek „wants (effort) magatartás kielégítésére and goals” Kielégítetlen Belső feszültség Unsatisfied needs Reduction of tension szükséglet csökkenése Kereső Search behavior Kielégített BelsőTension feszültség Hajtóerő Drive Satisfied needs (effort) magatartás szükséglet Effort: a measure of intensity (how hard a person is trying) The greater the tension, the greater the effort (Robbins)  Abilites, motivation and performance ' A driving force within individuals by which they attempt to achieve some goal in order to fulfil some need or expectation' (Mullins, 1993) Performance = (a,m) Job performance is a function of ability (a) and motivation (m)  What is „motivating”? Motivating others: to have others doing efforts towards a goal. It usually means the sychronization of their goals or needs with the goals of the organisation. Motivating ourselves: setting the direction independently and then taking actions to ensure that we get there. Source: http://www.ineedmotivation.com/blog/wp-content/uploads/2008/07/pp30580motivation-posters.jpg  Intrinsic and Extrinsic Motivation (Herzberg) Intrinsic Motivation: the source of motivation comes from inside the performer (from his/her beliefs, values, attitudes). Responsibility, autonomy etc. – Long-lasting effect (high persistency) Extrinsic Motivation: comes from outside of the performer. Money, promotion, coertion, punishment… – Immediate and powerful, but usually not persistent  Intrinsic vs. Extrinsic Motivation (Lepper, 1988) Intrinsic Motivation is when an individual takes on an activity… – For its own sake – For the enjoyment it provides – For the knowledge gained – For the feelings of accomplishment it brings Extrinsic Motivation is when an individual performs… – In order to gain some kind of reward – In order to avoid some kind of punishment separate from the activity  Theories of motivation (Armstrong 2005) Instrumentality theory: rewards and punishments serve as the means of ensuring people behave in a desired way (operant conditioning – Skinner; taylorism). Content (needs) theories: explain the specific factors that motivate people (the content of motivation consists of needs). Not all needs are equally important at a given time, and goals and needs has a complex relationship). (Maslow, Herzberg?, McClelland?) Process (cognitive) theories: focuses on the psychological processes that affects motivation. (Expectancy, Goal, Equity theories) Two ways of extrinsic motivation: ‘carrot and stick’ Source: http://www.krishnade.com/blog/2010/drive/  Maslow’s Hierarchy of Needs Five (then later eight) major categories of needs Applied generally Hierarchy: some needs are more fundamental than others. – A higher level of needs can be activated only if the below level is satisfied. – No level can be bypassed. – A level once satisfied looses its motivating power. Maslow’s Hierarchy of Needs (original model) Jekaterina Zenkova  Maslow’s hierarchy with 8 needs Cognitive: knowledge, Self-transcendence: to Self- meaning, to explore, connect to something beyond trancendence self awareness; the ego, or to help others find Aesthetic: beauty, form, Self- self-fulfillment and realize symmetry, order. actualization their potential. Cognitive Needs Aesthetic Needs Esteem Needs Social Needs Safety Needs Physiological Needs Two-Factor Theory of Herzberg (extrinsic) (intrinsic) Hygiene factors affect Motivator factors affect job dissatisfaction job satisfaction Quality of supervision Promotional opportunities Pay Opportunities for personal Company policies growth Physical working Recognition conditions Responsibility Relations with others Achievement Job security High Job Dissatisfaction 0 Job Satisfaction High  Herzberg’s Two-Factor Theory Managers who seek to eliminate factors that can create job dissatisfaction may bring about peace but not necessarily motivation. If a manager wants to motivate people on their jobs, she or he should emphasize factors associated with the work itself or outcomes directly derived from it. Satisfaction and dissatisfaction are not related (not equal, nor opposite) – Managers should provide opportunities for employees to maximise the satisfiers (motivators) – Keep the Hygiene factors (demotivators) to a minimum Underlies that both financial (hygiene) and non-financial (motivator) rewards should be provided.  Satisfiers – Motivators Intrinsic Factors Percentage frequency for factors affecting extreme satisfaction (1,753 events) -40 -20 0 20 40 Achievement Recognition Work itself Responsibility Advancement Growth  Dissatisfaction – Hygiene Extrisic Factors Percentage frequency for factors affecting extreme dissatisfaction (1,844 events) - 40 - 20 0 2 0 4 0 C o mp an yP ol i cy S u pe r vi si on S u pe r vi sor rel ati ons W o r kco n di ti ons S a l ary P e er rel ati ons h ip P e rs o na ll i fe S u bo r di nat ere l ati on S t at us S e cu r i ty  McGregor’s Theory X and Theory Y Theory X Theory Y Inherent dislike for work View work as being as and will attempt to avoid it natural as rest or play Must be coerced, Will exercise self- direction and self-control controlled or threatened if committed to objectives with punishment – Commitment to objectives Will avoid responsibilities is directly related to the rewards associated with and seek formal direction their achievement Place security above all Can learn to accept, even factors and will display seek, responsibility little ambition Can make innovative decisions on their own  McClelland's Theory of Needs Need for achievement (nAch) - drive to excel Need for power (nPow) - the need to make others behave in a way they would not have behaved otherwise Need for affiliation (nAff) - the desire for friendly and close interpersonal relationships  McClelland's Theory of Needs High achievers prefer jobs with personal responsibility, feedback, and intermediate degree of risk. High achievers are not necessarily good managers. Affiliation and power closely related to managerial success Employees can be trained to stimulate their achievement need.  What motivates a university student? (based on a motivation concept by Hunt J. W.) 80 70 60 50 nőwomen 40 férfi men 30 20 10 0 Comfort Structu- Personal Respect, Power Self- l rt m eg va ag t la red work relations status actualiza- fo lo eg ts so ts m ta er al m ko pc ha tion m ur ön ka is kt el ru st Expectancy Theory  Expectancy Theory Effort-performance relationship: – the probability perceived by the individual that exerting a given amount of effort will lead to performance. Performance-reward relationship: – the degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome. Reward-personal goals relationship: – the degree to which organisational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual.  Simple Numeric Example on Expectancy Theory Assumptions: A given project-work needs some effort: – little effort has an opportunity cost of £100 – great effort has an opportunity cost of £200 With little effort, the chance to be successful is 50%, with great effort it is 80%. If the project succeeds, the company gives us a £500 bonus, if it fails, we get nothing. Our discount rate is 10% to the time of rewarding. Is it worth making a great effort (are we motivated)? If the answer is yes, then how much we are motivated? The expected present value of the greater effort: 0.8*(£500/1.1)-0.5 *(£500/1.1)= £136.36 The ‘motivation’ in terms of money: £136.36-£100=£36.36  Goal-Setting Theory Goal Setting Theory is based on people being motivated if they set their own targets Specific goals lead to increased performance. Difficult (but achievable) goals, when accepted, result in higher output than easy goals. Self-generated feedback is a more powerful motivator than externally generated feedback. Influences on goal-performance relationship: – Commitment – Task characteristics – (National and/or organisational) culture Management by Objectives (MBO) Converts overall organizational objectives into specific objectives for work units and individuals Common ingredients: – Goal specificity – Participation in decision making – Explicit time period – Performance feedback  Equity Theory People are better motivated if treated equitably Employees weigh what they put into a job situation (input) against what they get from it (outcome). Then they compare their input-outcome ratio with the input-outcome ratio of relevant others.  Possible inputs and outputs INPUTS OUTPUTS Performance Social Reward Education Benefits Organisational Level Recognition Tenure/Seniority Actual Pay Demographic Perks features Equity Theory  Choices when perceived inequity 1. Change their inputs 2. Change their outcomes 3. Distort perceptions of self 4. Distort perceptions of others 5. Choose a different referent 6. Leave the ‘field’ Forms of justice Thank you for listening