Theories of work motivation

Theories of Work Motivation By Amaline D. Amisha M. Krutika D. MA - Part II

The Importance of Motivation in the Workplace Determinants of Individual Performance Performance = (Motivation X Ability) - Situational Constraints Motivation—the desire to do the job. Ability—the capability to do the job. Work environment—the resources needed to do the job.

Motivation Definition The act or process of stimulating to action, providing an incentive or motive, especially for an act. It results from the interactions among conscious and unconscious factors such as the intensity of desire or need , incentive or reward value of the goal , and expectations of the individual and of his or her significant others.

Types of Motivation Extrinsic motivation would include circumstances, situations, rewards or punishment, both tangible and intangible that participation in results in an external benefit. Intrinsic motivation would include involvement in behavioral pattern, thought process, action, activity or reaction for its own sake and without an obvious external incentive for doing so.

Perspective on Motivation Content Perspective Focus on needs and deficiencies of individuals Approaches to motivation that try to answer the question, “What factors in the workplace motivate people?” Process Perspective Focus on why people choose certain behavioral options to satisfy their needs and how they evaluate their satisfaction after they have attained their goals.

Modified Pyramid Biological and Physiological needs Safety needs Aesthetic needs Cognitive needs Esteem needs Belongingness and Love needs Self-actualization Transcendence

Acquired-Needs Theory nAch People with a high need for achievement seek to excel and thus tend to avoid both low-risk and high-risk situations. nAff Those with a high need for affiliation need harmonious relationships with other people and need to feel accepted by other people. nPow A person's need for power can be one of two types - personal and institutional. Those who need personal power want to direct others , and this need often is perceived as undesirable.

VIE Theory Valence refers to the emotional orientations people hold with respect to outcomes [rewards]. Instrumentality : The perception of employees whether they will actually get what they desire even if it has been promised by a manager. Expectancy : Employees have different expectations and levels of confidence about what they are capable of doing. Motivation = ValanceXExpectancyX(Instrumentality)

Expectancy Theory Perceived effort Probability of reward Value of reward Effort Role perceptions Abilities & Traits Performance Extrinsic Rewards Intrinsic Rewards Perceived Equitable Rewards Satisfaction

Attribution Theory Attribution theory is concerned with how individual interpret events and how this is related to their thinking and behavior. The motivation theory associated here describes how people explain, justify, and/or provide excuses about influences on their motivation - meaning, their current motivation level is due to some external reason that has nothing to do with them.

Attribution Theory Luck (U) Effort (C) Unstable Task Difficulty (U) Ability (U) Stable External Internal

Locus Of Control Internal Locus of Control Individual believes that his/her behavior is guided by his/her personal decisions and efforts. External Locus of Control Individual believes that his/her behavior is guided by fate, luck, or other external circumstances

Theories of work motivation

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