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Motivation (McClelland's acquired needs theory (Achievement…
Motivation
McClelland's acquired needs theory
Achievement characteristics
Takes risks to meet goals
Likes to receive regular feedbacks on progress and achievement
Strong need to set and accomplish hard goals
Often likes to work alone
Affilliation
Wants to belong in a group
Wants to be liked and often goes along with the rest of the group
Favours collaboration over competition
Doesn't like risk/ uncertainty
Found that people are motivated through satisfying a particular need. 3 types of need- achievement, affiliation and power
Power
Wants to control and influence others
Likes to win arguements
Enjoys competition and winning
Enjoys status and recognition
Implications for management
Afilliation- perform best in a cooperative environment
Achievement- should be given challenging goals with reachable targets and provided with frequent feedback, money is not an important motivator
Power- opportunity to mange others
People with different needs are motivated differently
Herzberg's 2 factor theory
Hygiene factors is the 2nd factor
Pay
Working conditions
Company rules and policy
Fear of redundancy
Treatment of work
Feeling of inadequacy
Have to fill the hygiene factors first before adding the motivators
Motivators is one factor
Responsibility
Nature of the job
Chance of promotion
Recognition
Sense of achievement
Personal development
Vroom's expectancy theory
Suggests although individuals may have different goals they can be motivated if they believe
Reward satisfies important need
Favourable performance= desirable award
Desire to satisfy need is strong enough to make effort worthwhile
There is a +ve correlation between effort and performance
Uses variables expectancy instrumental and valence to account for this
Expectancy
Affected by
Have right resources
Having right skills
Having necessary support
Belief that increased effort will lead to increased performance
Instrumentality
Belief that if you perform wells that is a valued outcome
Affected by
Trust in people who makes decisions
Transparency of the process
Clear understanding of relationship between performance and outcome
Maslow's hierarchy of needs