EFIO Unit 6_Complete Slides (1).pdf

INTRODUCTION Unit 6:Workplace TO INDIVIDUAL Motivation DIFFERENCES LEARNING OUTCOME Assessment Criteria 1. Discuss motivation in detail. 1.1. Define motivation. 1.2. Discuss the nature of motivation specifically in the or...

INTRODUCTION Unit 6:Workplace TO INDIVIDUAL Motivation DIFFERENCES LEARNING OUTCOME Assessment Criteria 1. Discuss motivation in detail. 1.1. Define motivation. 1.2. Discuss the nature of motivation specifically in the organisational context. 2. Define and explain the different 2.1. Classify correctly between intrinsic and extrinsic motivation. types of motivation. 3.1. List the various approaches to motivation and give examples under each approach. 3. Understand the different theories of motivation. 3.1.1. Explain the Homeostatic drive theory. 3.1.2. Review Herzberg’s two-factor theory. 3.1.3. Explain Maslow’s hierarchy of needs. 3.1.4. Tabulate the differences between Alderfer’s ERG theory and Mcclelland’s needs theory. 3.1.5. Briefly outline the Goal-setting theory. 3.1.6. Discuss Skinner’s behaviour modification theory. 3.1.7. Sketch the Expectancy theory. 3.1.8. Tabulate McGregor’s theories X and Y. INTRODUCTION The study of motivation attempts to explain why humans behave the way they do Motivation = goal-directed behaviour Emotions have an impact on motivation in that they drive behaviours.  THE NATURE OF MOTIVATION Motivation can be defined as ‘… a condition, usually an internal one, that initiates, activates, or maintains an organism’s goal-directed behaviour’ Motivation is: An internal condition which cannot be observed directly. Inferred to be the link between external behaviour and this internal drive Initiates, activates or maintains behaviour Leads to goal-directed behaviour THE NATURE OF MOTIVATION In organisational context, – Motivation refers to level of work performance in groups and organisation as whole. – Management aims to motivate competent individuals to join the organisation and once employed, stay with the organisation, come to work regularly, perform at or above expected levels and show good corporate citizenship (doing something more than just following the rules, but embracing the culture and values of the organization). – Employees motivation is affected by his or her individual personality, attitudes, and beliefs….. REFLECTION What motivates you? – Money? – Status? Internal or external motivation – Your parents? – Friends? – Yourself? – A new car?  THE NATURE OF MOTIVATION CONT. Extrinsic motivation - rewards or benefits Intrinsic motivation - behaviours that are a reward in themselves, as they result in feeling of satisfaction, achievement and accomplishment THE NATURE OF MOTIVATION CONT. 1. Playing sports because you enjoy how they make you feel 2. Staying longer at work because you believe in your work 3. Going to work because you want to earn money 4. Studying because you want to get a good grade 5. Volunteering because it looks good on a resume  THEORIES OF MOTIVATION 1. MOTIVATORS BROUGHT INTO THE ORG BY THE EMPLOYEE Each employee is unique and bring a number of attributes and experiences to the workplace-which may also influence employee motivation (i.e. physiological & psychological make-up, individual differences, talents & abilities). 1.1 PHYSIOLOGICAL NEEDS – HOMEOSTATIC DRIVE THEORY (HULL/SPENCE) The human body aims to maintain a balanced state (or homeostasis) through brain functions, etc There is also a There is a corrective prospective element that Each homeostatic mechanism contained in helps people predict future mechanism has a set the brain that makes changes that may occur. point that identifies the alterations when it detects E.g. employees who sit ideal range for itself, e.g. a significant deviation e.g. near an air-conditioning human body temperature = employees may drink vent may bring a jersey to 37° something when they are work in, as they are aware thirsty that they will feel cold during the day  MOTIVATION THEORIES FOCUSING ON ORGANIZATIONAL FACTORS Focus on work context and how work can be structured to increase employee motivation. 1. Herzberg’s two-factor theory -Distinguish between motivational and hygiene factors 2. Quality of work life(not going to be discussed further) 3. Job design (not going to be discussed further)  HERZBERG’S TWO-FACTOR THEORY Motivational Factors Hygiene factors – Relate to unique human – Stem from person’s animal characteristic, ability to achieve nature. – Build-in drive to avoid pain from experience psychological growth the environment, and all learnt drives which became conditioned to the basic biological needs. – Results in increased performance when available. – Relate to job-satisfaction if they are present HERZBERG’S TWO-FACTOR THEORY  MOTIVATION THEORIES FOCUSING ON EMPLOYEE FACTORS Maslow’s hierarchy of needs Alderfer’s ERG theory. McClelland’s needs theory.  MASLOW’S HIERARCHY OF NEEDS People are motivated by needs that are in hierarchical in nature Needs at the bottom of the hierarchy must be satisfied before the those higher up can be fulfilled. Focus was on the factors beyond the most basic survival needs that drive human behavior.  MASLOW’S HIERARCHY OF NEEDS Lower-order: Higher order: Unique to humans. – Physiological needs: related to staying – Ego: relate to people’s desire to alive and procreating. achievements (praise, recognition & Experienced through physical drive. actions that enhance social status). – Safety/Security: relate to physical safety – Self-actualization: individual’s desire to and psychological security. achieve one’s full potential. – Social: relate to interaction and being with others.  MASLOW’S HIERARCHY OF NEEDS Four assumptions: 1. The needs at the lower in the hierarchy need to be fulfilled before those higher up. 2. Although these needs are present in humans at all times, they are also linked to development. 3. The needs lower in hierarchy are predominately based on physiology, those higher up are related to life experience. 4. Personality differences also help explain why people are capable of achieving more than others. Criticism: Too simple, and lower order needs do not always need to be satisfied before higher order needs can be fulfilled.  ALDERFER’S ERG THEORY existence and growth needs 3 levels: Modern adults are motivated to satisfy both Existence: includes all material and physical desires which are required to survive simultaneously Relatedness: need for relationships in which feelings and thoughts are shared Growth: need to be productive and change oneself and the environment.  MCCLELLAND’S NEEDS THEORY throughout people’s lives from those who 3 levels: motivational needs are learnt Need for affiliation (NAff) - People clearly like interacting with other people, and some like it more than others’ are influential. Need for achievement (NAch) - characterised by the desire to achieve goals as effectively as possible Need for power (NPow) - the desire to control and influence others Personalized power (destructive) Socialized power (constructive)  MOTIVATING PEOPLE BY FACILITATING CHANGE IN BEHAVIOR. Focus on enhancing performance in relation to specific behaviours. GOAL-SETTING THEORY Employees are motivated by conscious goals that direct and energise them 2. Depending on the level 1. Specific goals lead to of commitment, the higher levels of higher the goal, the higher performance the level of performance 3. Issues such as monetary incentives, participative decision making, feedback and knowledge of results affect performance only when employees are committed to goals GOAL SETTING THEORY CONT. Goals should be mutually acceptable-manager & employee Goals should be set through consultation- ego investment (our goals vs. management goals). S Specific M Measurable A Achievable R Realistic T Time frame  BEHAVIOUR MODIFICATION (SKINNER) Based on law of effect. Behaviour followed by positive outcome will be repeated & those followed by negative outcome will not be repeated. The emphasis is on environmental factors (not goals) that will reinforce, influence, control & change behaviour. Requirement: employees must value the reward & experience punishment as negative. Extrinsic & intrinsic rewards.  THEORIES FOCUSING ON PEOPLE’S BELIEFS Beliefs: means that employees are rational/thinking beings and can make decisions on how much work to do to achieve desired results. Expectancy theory (Victor Vroom) People are rational being who analyse the costs & benefits of possible behaviours. Employees are motivated by the expected results of their actions. 3 Elements: 1. Valence: degree of satisfaction that an employee anticipates he will receive from a particular outcome. 2. Instrumentality: belief of an employee that his actions will lead to the desired outcome. 3. Expectancy: probability that the outcome will be achieved.  MANAGEMENT-CENTRED THEORIES Focus on the approach followed by managers and how this influence employees’ motivational levels. McGregor’s Theories X & Y and Self-fulfilling prophecy The assumption that managers have about their employees often become self-fulfilling prophecy (predictions that directly or indirectly cause them to become true).