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Chapter 5 Motivation-converted.pptx
- 6. Continued
- 7. Continued
- 8. Equity Theory Adams’equity theory of motivation saysthat to be motivated, individuals need to perceive that the rewards they receive for their contributions are fair,and these rewards are similar to those received bytheir peers. If individuals perceive that their rewards are not fair,they will feel distressed and try to change things to create a sense of fairness. Contributions (inputs or costs): Inputs can be thought of asthe things that an individual does to help an organization achieve agoal.These the the things that the individual contributes to the organization. There are many different types of factors that can be thought of as inputs. Theseinclude: time, education, prior experience, effort, loyalty,hard work, adaptability,resilience, flexibility, determination, enthusiasm, adaptability,tolerance, support of others and trust and the willingness to follow leaders.
- 9. Continued Benefits (outputs or rewards) Benefits are the things that an individual receives as a result of helping an organization achieve a goal. These are the things that the individual receives from the organization, or agents of the organization. There are manydifferent typesof factorsthat can be thought of asinputs.These include: salary , benefits, job security , structure and routine, recognition, responsibility , asense of community , praise, thanks and recognition, stimulating work, education anddevelopment, pride, the opportunity to progress and purpose.
- 10. Need Achievement Theory McClelland’s theory of needs isone suchtheory that explains this process of motivation bybreaking down what and how needs are and how theyhave to be approached. David McClelland wasanAmerican Psychologist who developedhistheory ofneedsor AchievementTheory of Motivation which revolves around three important aspects, namely,Achievement,PowerAndAffiliation.Thistheory states that the needs for achievement, power, and affiliation significantly influence the behavior of an individual, whichisusefulto understand from amanagerial context.
- 11. Continued ⚫ The need for achievement asthe name itself suggests is the urge to achieve something in what you do.If you are alawyer it is the need to win casesand be recognized,if you are apainter it is the need to paint afamous painting.It is the need that drives a person to work and even struggle for the objective that he wants to achieve.People who possess high achievement needs are people who alwayswork to excel byparticularly avoidinglow reward low-risk situations and difficult to achieve high-risk situations. ⚫ The individuals motivated byneeds for achievement usuallyhavea strong desire of setting up difficult objectives and accomplishing them.Their preference isto workin aresults-oriented work environment and alwaysappreciate anyfeedback on their work.
- 12. Contunued ⚫The need for power is the desire within aperson to hold control and authority over another personand influence and change their decision in accordance with his own needsor desires.The need to enhancetheir self-esteem and reputation drives these people and they desire their views and ideas to be accepted and implemented over the views and ideas over others. ⚫The individuals motivated bythe need for power have a desire to control and influence others. Competition motivates them and theyenjoywinning arguments. Status and recognition is something they aspire for and do not like being on the losing side.
- 13. Continued ⚫ The need for affiliation isthe urge ofaperson to have interpersonal and social relationships with others or aparticular set of people.They seek to work in groups bycreating friendly and lastingrelationships and hasthe urge to be liked byothers.They tend to like collaborating with others to competing with them and usuallyavoidshigh-risk situations and uncertainty ⚫ The individuals motivated bythe need for affiliation prefer being part of agroup.Theylike spendingtheir time socializingand maintainingrelationshipsandpossessastrong desire to be loved and accepted.These individuals stick to basicsand playbythe books without feeling aneed to change things, primarily due to a fear of beingrejected.
- 14. Expectancy Theory ETsuggests that motivation dependson two things-how much we want and how likelywe thinkwe are to get it. Assumptions: It assumesthat behavior is determined byacombination of forces in the individualand in the environment. It assumes that people make decisions about their own behavior in organizations It assumesthat different people have different types of needs, desires,and goals. It assumesthat people make choices from among alternative plans of behavior, based on their perceptionsof the extent to which a given behavior will leadto desired outcomes.
- 15. Continued ⚫Effort-to-Performance Expectancy:is the individual’s perception of the probabilitythat effort will leadto high performance. ⚫Performance-to-Outcome Expectance:is the individual’s perception that performance will to aspecific outcome. ⚫Outcomes:consequences of behaviors in an organizational setting usuallyrewards. ⚫ andValences:anindex ofhowmuchaperson wantsa particular outcome.
- 16. Reinforcement Theory ⚫Approach to motivation that argues that behavior that result in rewarding consequences is likely to be repeated, whereas behavior that result in punishing consequencesis less likely to be repeated. ⚫Kindsof Reinforcement: Positive Reinforcement Avoidance Punishment