Motivating employees (week 10) What is motivation? Motivation is the result of the interaction between the individual and the situation. Motivation refers to the processes by which a person's efforts are energised, directed and sustained towards attaining a goal. . The energy element is a measure of intensity or drive. · High levels of effort do not necessarily lead to favourable job performance unless the effort is channelled in a direction that benefits the organisation. · Finally, motivation includes a persistence dimension. Theories of motivation Content theories of motivation help us to understand human needs. The what of motivation. - Maslow's hierarchy of needs, McGregor's theory X & Y, Herzberg's two-factor theory, and McClelland and others three-need theory Process/Contemporary theories of motivation offer additional insights into how people give meaning to rewards. The how of motivation. - Goal-setting theory, reinforcement theory, job-design theory, expectancy theory, and equity theory Early theories of motivation Needs The unfulfilled physiological or psychological desires of an individual. · All people have needs. They engage in behaviours to obtain extrinsic and intrinsic rewards to satisfy these needs. . Needs cause tensions that influence attitudes and behaviours. · Do not provide a complete understanding of motivation. Early theories of motivation Maslow's hierarchy of needs theory: Probably the best-known theory of motivation. Abraham Maslow was a psychologist who proposed that within every person is a hierarchy of five needs: · Physiological needs: food, drink, shelter · Safety needs: security and protection from physical and emotional harm · Social needs: affection, belongingness, acceptance and friendship. · Esteem needs: internal esteem factors such as self- respect, autonomy and achievement, recognition and attention. · Self-actualisation needs: growth, achieving one's potential and self- fulfilment Self- actualisation Esteem Social Safety Physiological FIGURE 17.1 Maslow's hierarchy of needs Source: A.H. Maslow, R.D. Frager (ed.) and J. Faiman (ed.), Motivation and Personality, 3rd ein. 0 1987. Adapted and electronically reproduced by permission of Pearson Education, Upper Saddle River, NJ, USA.
Theory X and theory Y assumptions TABLE 17.1 Theory X and Theory Y assumptions Theory X Employees inherently dislike work and will attempt to avoid it whenever possible. Employees must be coerced, controlled or threatened with punishment to achieve desired goals. Employees will shirk responsibilities and seek formal direction whenever possible. Most workers place security above all other factors associated with work and will display little ambition. Theory Y Employees view work as being as natural as rest or play. Employees will exercise self-direction and self-control if they are committed to the objectives. The average person can learn to accept, and even seek, responsibility. The ability to make good decisions is widely dispersed throughout the population and is not necessarily the ability solely of managers. Herzberg's motivation-hygiene theory Motivators · Achievement · Recognition · Work itself · Responsibility · Advancement · Growth Extremely satisfied Neutral Hygiene factors · Supervision · Company policy · Relationship with supervisor · Working conditions · Salary · Relationship with peers · Personal life · Relationship with subordinates · Status ·