Motivation
o Motive
: is the inner state that energises , activates & directs or channels the
behaviour of individuals towards certain specified goals.
o Motivation
: signifies the level, direction & persistence of effort expanded in
work.
o Motivating
: when one individual induces another person to channel his/her energies in
the right direction.
Definition
o Stephen
.P.Robbins : “Motivation is the willingness to exert high levels of effort
toward organisational goals, conditioned by effort ability to satisfy some
individual need”.
o Fred
Luthans : “Motivation is a process
that starts with a psychological or physiological deficiency or need that
activates behaviour or a drive that is aimed at a goal or incentive”.
Theories
Content theories
o Maslow’s
Need Hierarchy
o Alderfer’s
ERG theory
o McClelland’s
theory
Process theories
o Adam’s
Equity theory
o Vroom’s
Expectancy theory
o The
Porter & Lawler model
o Goal
setting theory
Content theories: examine the needs/motives of
individuals that influence their behaviour.
Cognitive/process theory: examine the dynamic process
of how people rationally assess work situations & make rational decisions
as to whether , & to what extent ,they ought to engage in work behaviour.
ERG theory
o Existence:
denotes the desire for psychological, material &physical wellbeing.
o Relatedness
: for satisfying interpersonal relationships & friendships;
o Growth
: for personal growth & development.
McClelland’s theory(1961)
o achievement
motivation (n-ach)
o authority/power
motivation (n-pow)
o affiliation
motivation (n-affil)
o David
mcclelland's needs-based motivational model
o These
needs are found to varying degrees in all workers and managers, and this mix of
motivational needs characterises a person's or manager's style and behaviour,
both in terms of being motivated, and in the management and motivation others.
The
need for achievement (n-ach)
o The
n-ach person is 'achievement motivated' and therefore seeks achievement,
attainment of realistic but challenging goals, and advancement in the job.
There is a strong need for feedback as to achievement and progress, and a need
for a sense of accomplishment.
The
need for authority and power (n-pow)
o The
n-pow person is 'authority motivated'. This driver produces a need to be
influential, effective and to make an impact. There is a strong need to lead
and for their ideas to prevail. There is also motivation and need towards
increasing personal status and prestige.
The
need for affiliation (n-affil)
o The
n-affil person is 'affiliation motivated', and has a need for friendly
relationships and is motivated towards interaction with other people. The
affiliation driver produces motivation and need to be liked and held in popular
regard. These people are team players.
Adam’s Equity Theory
Adams called personal efforts
and rewards and other similar
'give and take' issues at
work respectively 'inputs' and 'outputs' ,
Inputs
are logically what we give or put into our work.
Outputs
are everything we take out in return.
These terms help
emphasise that what people put in their work
includes many factors besides working hours,
and that what people receive from their work
includes many
things aside from money.
Porter & lawler model
o This
is a Process motivation model, meaning that it is primarily aimed at explaining
what gives behavior consistency over time—what is necessary, for example, to
keep motivation at a continuing high level.
While the model includes rewards (as it must), note that it does not
tell us what combination (or type) of reward is more or less powerful.
Vroom’s Expectancy Theory
o Expectancy
o Instrumentality
o Valance
o Force
Goal setting Theory
o Telling
someone to "Try hard" or "Do your best" is less effective
than "Try to get more than 80% correct" or "Concentrate on beating
your best time." Likewise, having a goal that's too easy is not a
motivating force. Hard goals are more motivating than easy goals, because it's
much more of an accomplishment to achieve something that you have to work for.
Five Principles of Goal Setting
o To
motivate, goals must take into consideration the degree to which each of the
following exists:
o Clarity.
o Challenge.
o Commitment.
o Feedback.
o Task
complexity.