Motivation 1
Definition
defined as the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal
Motivation Process
Key Elements
Intensity: how hard a person tries Direction: effort is channelled in a direction that benefits the organisation Persistence: how long a person can maintain effort
Unsatisfied Need - Tension - Drives/Motives - Search Behaviour - Satisfied Need - Reduction of Tension
Needs Theories
McClelland's Theory of Needs
Alderfer's ERG Theory
Maslow's Hierarchy of Needs Theory
Physiological: basic human needs
Safety: security & protection from physical & emotional harm
Social/Belongingness: affection, belongingness, acceptance & freindship
Esteem: Internal - +ve self-image, sense of self worth External - status, recognition, respect
Self-actualisation: achieving one's full potential
Existence (E): concerned with our basic existence requirements
Relatedness: the desire we have for keeping important interpersonal relationships
Growth (G): an intrinsic desire for personal development & to fulfill potential by seeking new opportunities & overcoming new challenges
Workplace
Frustration-Regression Dimension: failure to meet higher-level needs can result in regression to a lower-level need
Need for Achievement (nAch): the drive to excel to achieve in relation to a set of standards & to strive to succeed
Need for Power (nPow): the need to make others behave in a way they would not have behaved otherwise
Need for Affiliation (nAff): the desire for friendly and close interpersonal relationships
Individuals
Equity Theory
Strong in nAch: set moderately difficult goals, engage in activities of moderate risk, seek feedback on their performance & take personal responsibility for their actions
High in nPow: enjoy being 'in charge' & prefer competitive & status-oriented situations
High in nAff: prefer co-operative situations rather than competitive situations & desire relationships that involve high degree of mutual understanding
Expectancy Theory
focuses on individuals' perceptions of how fairly they are treated as compared with others
Outcomes: E.g. pay, recognition, benefits, promotion etc.
Inputs: E.g. education, experience, effort, ability etc.
To reduce inequity: changing their inputs or outcomes, distorting perceptions of self or others, choosing a different referent, leaving the job
explains motivation in terms of the expectations that people have about their ability to perform effectively on the job & about the kinds of rewards they expect to obtain if they do perform effectively
Effort-Performance Relationship: the degree to which the individual believes that his effort will lead to performance
Performance-Reward Relationship: the degree to which the individual believes that performing at a particular level will lead to attainment of desired outcomes/rewards
Reward-Personal Goals Relationship: the degree to which the rewards satisfy an individual's personal goals/needs & the attractiveness of those potential rewards for the individual