MG4031 Management Principles Motivation PDF

MG4031 Management Principles Motivation Reading: Chapter 9, Modern Management, pages 243- 266  Motivation Motivation derived from the Latin word “movere” meaning to move Explains why people behave as they do or why people cho...

MG4031 Management Principles Motivation Reading: Chapter 9, Modern Management, pages 243- 266  Motivation Motivation derived from the Latin word “movere” meaning to move Explains why people behave as they do or why people choose alternative forms of behaviour in order to achieve desired outcomes Content versus Process theories  Content Theories Content theories of motivation focus on the following question “What initiates or stimulates behaviour?” Assume that needs are the most important determinant  Content Theories of Motivation There are 4 main content theories: 1. Maslow’s hierarchy of needs 2. Alderfer’s Existence-relatedness-growth (ERG) theory 3. McClelland’s achievement theory 4. Herzberg’s Two-factor theory Maslow’s hierarchy of needs Self- actualisation: self-realisation, personal development, creative fulfillment Esteem: self-esteem, esteem of others Social: belong, love and be loved, interact with others Safety: protection, security Physiological: shelter, food, sexual relations Maslow’s hierarchy of needs People satisfy these needs one at a time, from bottom to top People are motivated to satisfy lower needs before they try to satisfy higher needs Once satisfied, a need is no longer a powerful motivator Alderfer’s Existence–Relatedness– Growth Theory McClelland’s Achievement Theory Mc Clelland identified three different sets of motivational needs: Achievement - strong orientation toward accomplishment and an obsession with success and goal attainment Affiliation - strong desire to be liked by other people Power - desire to influence or control other people  Herzberg’s Two Factor Theory Hertzberg was interested in identifying factors that led to extreme satisfaction and dissatisfaction Factors that led to satisfaction he termed ‘motivators’ and those that led to dissatisfaction ‘hygiene factors’ Herzberg’s Two Factor Theory  Process Theories of Motivation Process theorists propose that people are more complex, more pragmatic and more contemplative than the need theorists suggest There are 3 main process theories 1. McGregor’s Theory X, Theory Y, 2. Vroom’s Expectancy Theory, and 3. Adam’s Equity Theory McGregor’s Theory X, Theory Y  Vroom’s Expectancy Theory Motivation = Expectancy x Instrumentality x Valence VALENCE = value and individual places in a reward INSTRUMENTALITY = perceived probability that the reward will accrue EXPECTANCY OF PERFORMANCE: belief in one’s capability to perform a specific task and faith that better efforts will result in better performance.  Adam’s Equity Theory Often referred to as justice theory It focuses on people’s feelings of how fairly they have been treated in comparison with the treatment received by others Based on the comparison between inputs and outcomes Inputs: that which an individual brings and expends including things such as effort, experience and skills Outcomes: That which the individual receives in return for his/her inputs - recognition, fringe benefits, status symbols When perceived inequity arises, the individual solves it by adjusting behaviour to restore equity balance  Motivation and Pay There are four key issues that should be considered when exploring the extent to which employees are motivated by pay: Employees must value financial reward If money is a valued reward, employees must believe that good performance will allow them to realise that reward Employees must believe that the performance levels necessary to achieve desired financial rewards are achievable Overall Equity is an important consideration  Motivation and Work Design Work organisation and design influences the degree to which work is intrinsically satisfying, and promotes high levels of motivation The design of work refers to the way the various tasks in the organisation are structured and carried out Job design has been characterised by shifts from one theoretical perspective to another task specialisation to job enrichment to socio-technical systems theory and the quality of working life movement to high performance work design Thank you