Lec 10 Flashcards
(21 cards)
Motivation
unsatisfied need-> drive toward goal to satisfy need ->achievement of goal (need satisfied)
–> process
Determinants/einflussfaktor of Motivation
Intrinsic
–>Individual experiences fulfillment through carrying out an activity and helping others
Extrinsic
–>External environment and result of the activity in the form of competition and compensation or incentive plans are of great importance
Motivation theories
Content theories :
- Explain work motivation in terms of what arouses, energizes, or initiates employee behavior
- Subject of most research in the field
- -> maslows, two factor, achievement theors
Process theories:
- Explain work motivation by how employee behavior is initiated, redirected, and halted
- More sophisticated and focused on individual behavior in specific setting
Hierarchy-of-Needs Theory (Maslow’s theory)
pyramid
Basic needs –> bottom
- ->1. physiological needs such as food, water
- ->2. safety needs such as security, safety
Psychological needs–> middle
- ->3. social needs–>belongingness + love needs such as intimate relationships, friends
- ->4. esteem needs–> prestige +feeling of accomplishment
Self- fullfillment needs –>top
–>5. self actualization such as achieve full potential, creative activities
Assumptions Made by Maslow’s Theory
Lower-level needs must be satisfied before higher-level needs become motivators
Need that is satisfied no longer motivates
More ways to satisfy higher-level needs than to satisfy lower-level needs
Country differences in Maslow’S THEORY
belonging social can be more important need in collectivist culture
- -> can also be different in occupational groups
- -> challenge more important for managers, researcher
- -> basic, physilogical needs are fullfilled
- -> security, earning more important for unskilled worker
- -> basic need
Two-Factor Theory of Motivation
two sets of factors that influence job satisfaction
Motivators: Job-content factors that ensure satisfaction
–>Achievement, recognition, responsibility, advancement, and the work itself
Hygiene factors: Job-context variables that lead to dissatisfaction when they are not taken care of
–>Salary, interpersonal relations, technical supervision, working conditions, and company policies and administration
Traditional view vs. two-factor view
Traditional view
dissatisfaction————————– satisfaction
vs. two-factor view
absent(dissatisfaction)—hygiene factors—–present(no dissatisfaction)
absent(no satisfaction)—-motivational factors—–present(satisfaction)
- employesss are dissatisfied+unmotivated
- -> hygiene factors - employess are not dissatisfied, but unmotivated
- ->motivational factors - employees are satisfied and motivated
Achievement Motivation Theory
Holds that individuals can have a need to get ahead, attain success, and reach objectives
States that need for achievement is learned
Relies solely on the Thematic Apperception Test (TAT) to measure individual achievement
Does not explain the need for achievement in cultures in which individual accomplishment is neither valued nor rewarded
Process Theories
equity -, goal setting-, expectancy theory
Equity Theory
Focuses on how motivation is affected by people’s perception of how fairly they are being treated
- ->Job performance is positive when people perceive they are treated equitably
- ->Job performance is negative when people believe they are not treated fairly and are dissatisfied
–>Supported in the West but has mixed results internationally (for example: Asia and Middle East, man and women in Japan)
Equity theory : compare with reference
your outcomes/ your inputs = others outcomes/others inputs
Goal-Setting Theory
Focuses on how individuals set goals and respond to them and overall impact of this process on motivation
Specific areas given attention
- Level of participation in goal setting
- Goal difficulty
- Goal specificity
- Importance of objective
- Timely feedback to progress toward goals
–> different in countries: norway shunnes participation
USA setting goal is motivating for employees
Expectancy Theory
Postulates that motivation is influenced by a person’s belief that:
- > Effort will lead to performance
- > Performance will lead to specific outcomes
- > Outcomes will be of value to the individual
Predicts that high performance followed by high rewards will lead to high satisfaction
Expectancy theory: country differences
Theory seems culture-bound:
- > May have less value in societies where people believe that much of what happens is beyond their control
- > Able to explain worker motivation in cultures where there is a strong internal focus of control
Managers must be aware of limitations in their efforts to apply the theory to motivate human resources
Application of Motivation theories: job design
Job’s content, the methods that are used on the job, and the way the job relates to other jobs in the organization
Application of Motivation theories -Work centrality
Importance of work in an individual’s life relative to other areas of interest
Provides vital insights into how to motivate human resources in different cultures
Application of Motivation theories: reward systems
Used to motivate personnel
Financial - Salary raises, bonuses, and stock options
Nonfinancial - Feedback and recognition
Differ from one country to another
Philosophical Assumptions of Theory X Managers
Workers do not like to work and will avoid it whenever possible （lazy）
Workers have little ambition, try to avoid responsibility, and like to be directed
Primary need of employees is job security
Use of coercion, control, and threats of punishment is necessary
authoritarian leadership:
- > one way downward flow of information + influence form authoritarian leader to subordinate
- -> work centered behaviour to designed to ensure task accomplishment
Philosophical Assumptions of Theory Y Managers
Expenditure(aufwand) of physical and mental effort at work is as natural to people as resting or playing
People will exercise self-direction and self-control if committed to the goals
Under proper conditions, the average human being learns not only to accept but to seek responsibility
Commitment to objectives relies on the rewards associated with their achievement
Capacity to exercise a relatively high degree of imagination, ingenuity, and creativity is widely distributed throughout the population
Intellectual potential of the average human being is only partially tapped under conditions of modern industrial life
leader thinks employees have talents
paternalistic leadership:
- > continual interaction + exchange of information and influence between leader and subordinate
- > work centered behaviour coupled with a protective employee centered concern
Philosophical Assumptions of Theory Z Managers
People are motivated by a strong sense of commitment to be part of a greater whole
Employees seek out responsibility and look for opportunities to advance in an organization
Employees who learn different aspects of the business will be in a better position to contribute to the broader goals of the organization
Organization will engender in employees strong bonds of loyalty, making the organization more productive and successful
participative leadership:
- > continual interaction + exchange of information and influence between leader and subordinate and between subordinates
- > work/task- + people centered approaches
