MANAGEMENT Motivation

Transcription

1 MANAGEMENT Motivation Eszter Daruka Teaching Assistant BUTE Department of Management and Corporate Economics 2016 Fall

2 Outline Motivation Content Theories Maslow s Hierarchy ERG Theory Herzberg s Two-Factor Theory McClelland s Theory of Needs Process Theories Equity Theory Expectancy Theory Reinforcement Theory

3 Definition of Management Management is about planning, organizing, controlling and leading the financial-, physical-, information-, and human resources in an effective and efficient way.

4 Functions and subfunctions 4. Influencing the behaviour of organizational members: the process of influencing people to direct their efforts toward the achievement of some particular goals. Selection: certain number of employees, choose from applicants Developing, training Decision: more opportunities, scarce of resources Motivation: praise, money, company car or cell-phone (fringe benefits), promotion, Coaching: much more knowledge and experiences Communication: positive results and problems as well (32%, 44%)

5 Definition of Motivation Employee performance is determined by: Motivation - the desire to do the job. Ability - the capability to do the job. Work environment - the resources to do the job Motivation is the set of forces that causes people to behave in certain ways. Simply: a desire to satisfy our needs a lot of needs which encourage us to do something

6 Motivation Theories Content theories Focus primarily on individual needs - the physiological or psychological deficiencies that we feel a compulsion to reduce or eliminate. Process theories Focus on the thought or cognitive processes that take place within the minds of people and that influence their behaviour.

7 Content Theories Maslow s Hierarchy of Needs Alderfer s ERG Theory Herzberg s Two-Factor Theory McClelland s Theory of Needs

8 A shipwrecked sailor Your ship sank several hours ago. Since then you have been swimming alone in rough sea, supporting yourself on a piece of wreckage and swallowing unpleasant amounts of salt water. You see a desert island and manage to swim to the shore.

9 Maslow s Hierarchy of Needs 1. Physiological: includes hunger, thirst, and other bodily needs 2. Safety: includes security and protection from physical and emotional harm 3. Social (Belonging): includes affection, belongingness, acceptance, and friendship 4. Esteem: includes internal esteem factors such as self-respect, autonomy, and achievement; and external esteem factors such as status, recognition, and attention 5. Self-Actualization: the drive to become what one is capable of becoming; includes growth, achieving one s potential, and self-fulfillment

10 Maslow s Hierarchy of Needs

11 Maslow s Hierarchy of Needs Self-actualization personal growth and fulfilment Esteem needs achievement, status, responsibility, reputation Higher order needs Social needs family, affection, relationships, work group, etc. Safety needs protection, security, order, law, limits, stability, etc. Physiological needs basic life needs - air, food, drink, shelter, warmth, sex, sleep, etc. Lower order needs

12 Self-actualization personal growth and fulfillment Aesthetic needs beauty, balance, form, etc. Cognitive needs knowledge, meaning, self-awareness Esteem needs achievement, status, responsibility, reputation Social needs family, affection, relationships, work group, etc. Safety needs protection, security, order, law, limits, stability, etc. Physiological needs basic life needs - air, food, drink, shelter, warmth, sex, sleep, etc.

13 Transcendence helping others to self-actualize Self-actualization personal growth, self-fulfillment Aesthetic needs beauty, balance, form, etc. Cognitive needs knowledge, meaning, self-awareness Esteem needs achievement, status, responsibility, reputation Social needs family, affection, relationships, work group, etc. Safety needs protection, security, order, law, limits, stability, etc. Physiological needs basic life needs - air, food, drink, shelter, warmth, sex, sleep, etc.

14 Alderfer s ERG Theory Selfactualiz ation Existence: Provides our basic material existence requirements. Relatedness: The desire we have for maintaining important interpersonal relationships. Growth: An intrinsic desire for personal development. Esteem Social Safety Physiological E R G

15 Alderfer s ERG Theory ERG theory differs from Maslow s in: Multiple needs - more than one need may cause motivation at the same time. No rigid hierarchy of needs - ERG theory does not assume that there exists such a rigid hierarchy. ERG theory contains a frustration-regression dimension. If a need is unsatisfied, a person will regress to a lower-level need and pursue that need.

16 Herzberg s Two-Factor Theory Motivation-hygiene theory What do people want from their jobs? Hygiene factors Motivation factors supervision achievement working conditions recognition interpersonal relationships the work itself payment and security responsibility company policy and administration advancement and growth = source of dissatisfaction = source of satisfaction SPECIFICATIONS WORK INCLUDINGS

17 Herzberg s Two-Factor Theory Job satisfaction factors are separate and distinct from job dissatisfaction factors. When hygiene factors are adequate, people will not be dissatisfied; neither will they be satisfied. Criticisms

18 Satisfaction Herzberg s Two-Factor Theory Positive Motivation factors Neutral Negative Hygiene factors Low Medium High Strength of factors

19 McClelland s Theory of Needs Need for achievement The drive to excel, to achieve in relation to a set of standards, to strive to succeed. Personal responsibility, rapid feedback, challenging goals Need for power The need to make others behave in a way that they would not have behaved otherwise. Being in charge, influence, status Need for affiliation The desire for friendly and close interpersonal relationships. Friendships, cooperation

20 Process Theories Equity Theory Expectancy Theory Reinforcement Theory

21 Equity Theory Employees make comparisons of their job inputs and outcomes relative to those of others. outcomes (self) = inputs (self) outcomes (other) inputs (other) If we perceive our ratio to be equal to that of the relevant others with whom we compare ourselves, a state of equity is said to exist. We perceive our situation as fair. When we see the ratio as unequal, we experience equity tension.

22 Scales calibrated and measured against comparable references in the market place What I put into my job: time, effort, ability, experience, education, loyalty, tolerance, flexibility, integrity, reliability, commitment, heart and soul, personal sacrifice, etc. What I get from my job: pay, bonus, perks, benefits, security, recognition, interest, development, reputation, praise, responsibility, enjoyment, etc. People become demotivated, reduce input and/or seek change/improvement whenever they feel their inputs are not being fairly rewarded. Fairness is based on perceived market norms.

23 Equity Theory When employees perceive an inequity, they can be predicted to make one of these six reactions: Karen & Frank Change their inputs. Work less / work more Change their outcomes. Negotation for fringe benefits Distort perceptions of self. Downgrading herself Distort perceptions of others. CEO s nephew Choose a different referent. Compare to Paul Leave the field. Quit the job

24 Expectancy Theory Motivation depends on three things: How much do we want something? How likely are we to get it? How much do we desire the particular outcome? Linkage: Effort - performance Performance - rewards Rewards - individual goal satisfaction

25 Expectancy Theory Three key relationships: Effort-performance relationship: the probability perceived by the individual that exerting a given amount of effort will lead to performance. (1;0) Performance-reward (consequences) relationship: the degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome. (1;0) Rewards-personal goals relationship: the degree to which organizational rewards satisfy an individual s personal goals or needs and the attractiveness of those potential rewards for the individual. Valence: index of attractiveness, personal value of consequent (1; 0 ;-1) Motivation Force (MF) = EP x PC x V

26 Reinforcement Theory Focuses on why some behaviours maintained over time and why other behaviours change. It is based on the fairly simple assumption that behaviour that result in rewarding consequences is likely to be repeated, whereas behaviour that results in punishing consequences is less likely to repeated.

27 Arrangement of the Reinforcement Contingencies Positive Reinforcement: strengthens behaviour by providing a desirable consequence. Pay rise, promotion, award Avoidance: strengthens behaviour by allowing escape from an undesirable consequence. Avoiding reprimand Punishment: weakens behaviour by providing an undesirable consequence. Fine, discipline Extinction: weakens behaviour by not providing a desirable consequence. Ignoring sg.

28 Schedules for Applying Reinforcement Fixed interval: reinforcement applied at fixed time intervals, regardless of behaviour. monthly inspections Variable interval: reinforcement applied at variable time intervals, regardless of behaviour. unexpected visits Fixed ratio: reinforcement applied after a fixed number of behaviours, regardless of time. sales bonus Variable ratio: reinforcement applied after a variable number of behaviours, regardless of time.

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30 Questions to consider Define motivation! Compare Maslow s Hierarchy (use the figure) to Alderfer s ERG Theory! Present Herzberg s Two-Factor Theory (use the figure)! Present McClelland s Theory of Needs and ERG Theory! Present the Equity Theory (use the equation)! Present the Expectancy Theory (use the equation)! Present the elements of Reinforcement Theory (arrangements and schedules)!

31 Drive: The Surprising Truth About What Motivates Us

32 Thank you for your attention!