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Motivation

Motivation. Motivation. The set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal The will to act. Process of Motivation. Basics of Motivation. Equity Theory – people will be motivated when they perceive that they are being treated fairly.

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Motivation

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  1. Motivation

  2. Motivation • The set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal • The will to act

  3. Process of Motivation

  4. Basics of Motivation • Equity Theory – people will be motivated when they perceive that they are being treated fairly. • Expectancy Theory – people make conscious choices about their motivation. (Motivation = Valence x Instrumentality X Expectancy)

  5. Expectancy Theory • Valence – the attractiveness or desirability of various rewards or outcomes • Expectancy – perceived relationship between effort and performance • Instrumentality – perceived relationship between performance and rewards

  6. Rewards • Extrinsic – rewards that are tangible and visible to others and given to employees contingent on a particular performance or behavior (pay raise, bonus, stock options, office space) • Intrinsic – natural rewards that are associated with an activity (sense of accomplishment, feeling of responsibility, chance to learn something new)

  7. Motivational Theories • Maslow’s Hierarchy of Needs • Herzberg’s Two Factor theory • McClelland’s Manifest Needs theory • Reinforcement theory

  8. Maslow’s Hierarchy of Needs

  9. Herzberg’s Two Factor Theory • Factor = need • Hygiene factors by themselves do not motivate, but when absent they lead to dissatisfaction. • Hygiene Factors • Salary & benefits • Working conditions • Job security • Motivators • Achievement • Recognition • Opportunity for Advancement

  10. McClelland’s Manifest Needs Theory • Needs are driven by one of the following categories: • Achievement • Power • Affiliation

  11. High Need for Achievement • Prefer non-routine, challenging tasks • Enjoy attainable objectives • Require immediate and frequent feedback • Look for increasing responsibility

  12. High Need for Power • Want the freedom to plan and control jobs • Prefer to be included in decision making • Prefer to work alone or control and entire task

  13. High Need for Affiliation • Focus on the importance of work relationships • Enjoy helping and teaching others • Avoid supervision • Have a low need to control

  14. Reinforcement Theory • Basic assumption: behavior is a function of its consequences • Negative reinforcement (punishment) • Positive reinforcement (reward)

  15. Performance • Expectations • Responsibility/Accountability • Feedback

  16. Expectations • Must be realistic • Must be communicated • Must be clear and unambiguous

  17. Responsibility/Accountability • Set goals • Develop action plans • Provide enough autonomy to complete the task • Identify consequences if expectations are not met

  18. Feedback • Monitor progress regularly • Offer suggestions • Revise goals as appropriate • Provide resources needed

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