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Motivation Process
What is Motivation?
Motivation is the process of creating enthusiasm, job satisfaction, morale, among employees of the organization. According to Stephen p. Robbins Motivation is the processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal. Here Intensity is concerned with how hard a person tries. Direction is toward beneficial goal, and Persistence is the how long a person tries.
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Physiological Needs: It represents the basic issues of survival and biological function, like food, sex, water.
Security Needs: It refers a secure physical and emotional environment. For example the desire of housing and clothing and the need to be free from worry about money and job security.
Belongingness Needs: It refers the need for love and affection and the need to be accepted by ones peers. These needs are satisfied for most people by family and community relationships outside work and friendships on the jobs.
Esteem Needs: It comprises two sets of needs: the needs for a positive self - image and self respect and the need for recognition and respect from others. Self Actualization: It means realizing ones potential for continued growth and individual development. For example a manager could give employees a chance to participate in making decision about their jobs.
Source: Adopted from Abraham H. Maslow, A Theory of Human Motivation, Psychology Review, 1943, Vol. 50, pp. 370-396.
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Presence
Absence
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Expectancy Theory
Motivation depends on how much we want something and how likely we are to get it. Assumes that:
Behavior is determined by a combination of personal and environmental forces. People make decisions about their own behavior in organizations. Different people have different types of needs, desires, and goals. People choose among alternatives of behaviors in selecting one that that leads to a desired outcome. 19
Expectancy Theory
It suggests that employees motivation depends on two things how much we want something and how likely we think we to get it. Expectancy model suggests four particulars, like Effort, Performance, Outcomes, and Valence 20
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Performance-to-Outcome Expectancy
The individuals perception of the probability that performance will lead to a specific outcome, or consequence or reward in an organizational setting.
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High performance can lead to rewards and high satisfaction. Types of rewards:
Extrinsic rewardsoutcomes set and awarded by external parties (e.g., pay and promotions). Intrinsic rewardsoutcomes that are internal to the individual (e.g., self-esteem and feelings of accomplishment).
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Source: Edward E. Lawler III and Lyman W. Porter, The Effect of Performance on Job Satisfaction, Industrial Relations, October 1967, p. 23. Used with permission of the University of California. 26
Equity Theory
People are motivated to seek social equity in the rewards they receive for performance. Equity is an individuals belief that the treatment he or she receives is fair relative to the treatment received by others. Individuals view the value of rewards (outcomes) and inputs of effort as ratios and make subjective comparisons of themselves to other people:
Outcomes (self) Inputs (self) = Inputs (other)
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Outcomes (other)
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X and Y Theory
Douglas McGregor developed a motivation theory in 1960 which proposed two distinct views of human beings: 1. Theory X (negative) assume lower order needs dominate individuals. and 2. Theory Y (positive) assume higher order needs dominate individuals
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X and Y Theory
Conti..
The basic concept of Theory X a. Employees inherently dislike work and whenever possible, will attempt to avoid it b. Since employee dislike work they must be coerced, controlled, or threatened with punishment to achieve goals. c. Employee will avoid responsibilities and seek formal direction whenever possible. d. Most workers place security above all other factors associated with work and will display little ambition.
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X and Y Theory
Conti..
The basic concept of Theory Y a. Employees can view work as being as natural as rest or play. b. People will exercise self-direction and selfcontrol if they are committed to the objective. c. The average person can learn to accept, even seek, responsibility. d. The ability to make innovation decisions is widely dispersed throughout the population and is not necessarily the sole province of those in management positions.
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