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BMC a producer of software products, gives top priority to keep talented workers by:
Pay an incentive to designers of new products. Gives a percentage of any sales their products generate, Provides other rewards to top performers/ performing teams. Profit-per-employee is among the highest in the industry.
Motivation is the process that accounts for an individuals intensity, direction, and persistence of effort towards the attainment of a goal.
Intensity is how hard a person tries Direction is the orientation that helps realize the objective Persistence is a measure of how long a person can maintain his/her effort
Motivated individuals stay with a task long enough to achieve their goal
Maslows Hierarchy of Needs Theory ERG Theory by Clayton Alderfer Theory x, theory Y -By Douglas McGregor Motivation-Hygiene Theory or Herzbergs Two-factor Theory The Theory of Needs Goal-Setting Theory (Edwin Locke) Equity theory- J.Stacy Adams Expectancy Theory- Victor Vroom
Self-Actualization
The drive to become what one is capable of becoming
other survival needs. Safety. Security, stability, and protection from physical or emotional harm. Social. Social interaction, affection, companionship, and friendship.
achievement, status, recognition, and attention Self-actualization. Growth, selffulfillment, and achieving ones potential
Higher-Order Needs
Needs that are satisfied internally; social, esteem, and self-actualization needs
Self Esteem
Social
Safety Physiological
meditate!
There are three groups of core needs: existence, relatedness, and growth
Existence: Basic material existence requirements. Physiological + safety needs of Maslows Hierarchy
Relatedness: The desire for maintaining important interpersonal relationships. Social + External factor of Esteem need ( status, recognition, and attention)
Growth: An intrinsic desire for personal development. Intrinsic component of esteem (Self-respect, autonomy, achievement) + Self- Actualization.
1. More than one need may be operative at the same time 2. If the gratification of a higher-level need is stifled, the desire to satisfy a lower-level need increases. (Frustration-regression dimension)
Theory X Workers
Dislike Work
Avoid Responsibility
Self-Directed
Theory Y Workers
Theory X
Assumptions
Individuals
Inherently dislike work and will try to avoid it They avoid responsibilities Seek formal direction Place security above all other work-related factors Display little ambition
Theory Y
Assumptions:
Individuals
View work as being as natural as rest or play Committed to their objectives The individual can learn to accept, even seek, responsibility Individuals have innovative decision-making skills
Implications
Theory X assumes that lower-order needs dominate individuals Theory Y assumes that higher-order needs dominate individuals
Proposals of Mc Gregor
Participative decision making Responsible and challenging tasks Good group relations - Maximize motivation
Motivation-Hygiene Theory
Frederick Herzberg asked workers to describe situations in which they felt either good or bad about their jobs
Theory asserts that Intrinsic factors are related to job satisfaction - motivating factors Extrinsic factors are associated with dissatisfaction - hygiene factors
Factors characterizing events on the job that led to extreme job dissatisfaction
Factors characterizing events on the job that led to extreme job satisfaction
When hygiene factors are adequate, people will not be dissatisfied; Neither will they be satisfied
David McClelland
Need to excel To achieve in relation to a set of standards, to strive to succeed To make others behave in ways in which they would not have behaved otherwise Desire for interpersonal relationships
Individuals with a high need to achieve are strongly motivated in situations where
High achievers are interested in how well they do personally and not in influencing others to do well
The needs for affiliation and power tend to be closely related to managerial success. The best managers are high in their need for power and low in their need for affiliation.
Goal-setting Theory
Intentions to work toward a goal are a major source of work motivation Goals tell an employee what needs to be done and how much effort is needed
Challenging Goals
Task Effort
Task Performance
Goal Commitment
Participation in Goal Formation (sometimes)
Ratio Comparison*
Outcomes A
Inputs A Outcomes A Inputs A Outcomes A Inputs A > = <
Employees Perception
Outcomes B
Inputs B Outcomes B Inputs B Outcomes B Inputs B Inequity (Over-Rewarded) Equity Inequity (Under-Rewarded)
Inequity creates tension employee to seek fairness. Four referents that an employee can use:
different position inside the organization. Self-outside: an employees experiences in a position outside of the organization. Other-inside: an employees perception of persons inside the organization. Other-outside: an employees perception of persons outside of the organization.
Workers who perceive an inequity will react in one of the six following ways: Change inputs Change outcomes Distort perceptions of self Distort perceptions of others Choose a different referent, or Leave the field
Individual Effort
Individual Performance
Organizational Rewards 3
1. Effort-performance relationship: The probability perceived by the individual that exerting a given amount of effort will lead to performance. 2. Performance-reward relationship: The degree to which the individual believes that performing at a particular level will lead to the attainment of desired outcome. 3. Reward-personal goals relationship: The degree to which organizational rewards satisfy an individuals personal goals or needs and the attractiveness of those potential rewards for the individual.
Performance Dimensions
Dont forget abilities and opportunities Ability
Performance
Motivation
Opportunity
Success on a job is facilitated or hindered by the existence or absence of support resources Performance = f(a M O) If either is inadequate, performance will be negatively affected
Elizabeths boss starts out the day each morning saying, Bet you wish
Elizabeths boss may well be a Theory X manager, as she/he assumes employees dont like work and/or want to be there.
Would a gym membership be considered a motivator or hygiene factor, according to Herzberg? Discuss with a classmate.
Know your group members needs Unsatisfied needs motivate or a satisfied need activates movement to a new need level Participative decision making, responsible and challenging tasks and good group relations maximize motivation Allow group members greater responsibility in planning and controlling their work
Variables such as education, family background, and cultural environment can alter the driving force that a group of needs holds for a particular individual Train your group members according to their needs or groups need Hard and specific goals-a potent motivating force
Motivation is influenced significantly by relative rewards as well as by absolute rewards Understanding of an individuals goals and the linkage between effort and performance- imp. An individual may be willing and able, there may be obstacles that constrain performance.