Chapter_16

What is Motivation? Cont

Features of Motivation?
1. It is the willingness to expert high levels of effort toward organizational goals,
conditioned by the effort & ability to satisfy some individual needs.
2. Managers motivate by providing an environment that leads organization members to
contribute.
3. Motivation develops the loyalty, sharpens, the enthusiasm & increases initiative within
individual.
4. When people are motivated, they work hard & can work in a team.
5. Motivation is the set of forces that cause people to behave in certain ways.
6. Individual performance is generally determined by three things: Motivation, ability &
the work environment.
7. It is the result of the interaction between individual & a situation.
8. The level of motivation varies both between individuals & within individuals at different
times.
Importance of Motivation

Higher productivity.
Better quality work with less wastage.

A greater sense of urgency.

More employee feedback and suggestions made for improvements.

More feedback demanded from superiors and management.

Working at 80-95% of their ability.

Theories of Motivation
(a) Contents theories
Maslows hierarchy of needs
Herzbergs two factor theory
ERG Theory
McClellands Theory of needs

(b) Process theories

Expectancy Theory
Equity Theory

Goal Setting Theory

Hierarchy of needs theory( Abraham Maslow)

*** Dr.Md.Yunis Self Actualization.. PM/President of BD - Esteem
Developed by Abraham Maslow.
Lower-order and higher-order needs affect workplace behavior and attitudes.

Lower-order needs:

Physiological, safety, and social needs.

Desires for physical and social well being.

Higher-order needs:

Esteem and self-actualization needs.

Desire for psychological growth and development.

The further the progress up the hierarchy, the more individuality, humanness and
psychological health a person will show.

The needs, listed from basic (lowest,

earliest) to most complex (highest,
latest) are as follows:

Physiological

Safety

Belongingness or Social

Esteem

Self actualization

Herzbergs two-factor theory ( Frederick Herzberg)

1. Non-financial Motivatiors
2. Financial Hygiene factors

Frederick Herzberg's two-factor theory concludes that certain factors in the workplace
result in job satisfaction, but if absent, lead to dissatisfaction.

He distinguished between:

Motivators; (like- challenging work, recognition, responsibility) which give positive

satisfaction, and

Hygiene factors; (like- status, job security, salary and fringe benefits) that do not
motivate if present, but if absent, result in demotivation.

ERG Theory (Clayton Alderfer)

Core Needs
Existence: provision of basic material requirements.
Relatedness: desire for relationships.
Growth: desire for personal development.
Concepts:
More than one need can be operative at the same time.
If a higher-level need cannot be fulfilled, the desire to satisfy a lower-level need increases.
McClellands Theory of Needs
Need for Achievement (nAch)
Desire to do something better or more efficiently, to solve problems, or to
master complex tasks.
Need for Power (nPower)
Desire to control other persons, to influence their behavior, or to be
responsible for other people.
Personal power versus social power.
Need for Affiliation (nAff)

Desire to establish and maintain friendly and warm relations with other
persons.

Goal-Setting Theory
Developed by Edwin Locke.
Properly set and well-managed task goals can be highly motivating.

Key issues and principles in the goal-setting process:

Set specific goals.
Set challenging goals.
Build goal acceptance and commitment.
Clarify goal priorities.
Provide feedback on goal accomplishment.
Reward goal accomplishment.
Points to consider for motivating people
People are motivated when They are treated with respect.
They feel their ideas are listened to fairly.

The person closest to the job is given as much independence as possible to solve
problems their own way.
Intelligent people are motivated by
Learning new things.
Pride in feeling they're part of something bigger than themselves.

Elements of Reinforcement Theory

Arrangement of the
reinforcement contingencies:
Positive
reinforcement.
Avoidance.
Punishment.
Extinction

Schedules for applying

reinforcement:
Fixed interval.
Variable interval.
Fixed ratio.
Variable ratio.

Chapter-17
Managing Leadership..

What does leadership mean?

A process, the use of non-coercive influence to shape the groups or
organizations goals, and:
Motivate behavior.
Define group or organizational culture.
People who:
Can influence the behaviors of others.
Are able to influence without having to rely on force.
Are accepted by others as leaders

Leadership Versus Management(Difference)

MANAGEMENT:

Planning and budgeting.

Organizing and staffing.

Controlling and problem

solving.

LEADERSHIP:
Establishing direction.
Aligning people.
Motivating and inspiring.
Producing change, often to a
dramatic degree.

Producing a degree of
predictability
Power and Leadership
What is power?
The ability to affect the behavior of others.

Legitimate(legal) power:

Power granted through the organizational structure, it is the power accorded

people occupying particular positions as defined by the organization.

Reward Power Defined

Reward power:
The power to give or withhold rewards, such as:

Salary increases.

Bonuses.

Promotion.

Recommendation

Types of Power
Coercive power:
The power to force compliance by means of psychological, emotional, or physical
threat.

Referent power:

The personal power that accrues to someone based on identification, imitation,

loyalty, or charisma.

What Is Expert Power?

The personal power that accrues to someone based on the information or expertise
that they possess.

Michigan Studies on Leadership Behavior

Job-centered leader:
Leaders who pay close attention to an employs job and work procedures
involved with that job.

Employee-centered leader:

Leaders who develop cohesive work groups and ensure employee satisfaction.

Ohio State Leadership Studies

Initiating-structure behavior:
Leaders who define the leader-subordinate roles so that everyone knows what is
expected, establish formal lines of communication, and determine how tasks will
be performed.

Consideration behavior:

The Leadership Grid

A method of evaluating leadership styles to train managers using OD techniques so
that they are simultaneously more concerned for both people and production.
Concern for production:

Leaders who show concern for subordinates and attempt to establish a friendly
and supportive climate.

Deals with the job aspects of leader behavior.

Concern for people:

Deals with the people aspects of leader behavior

LPC Theory (Figure 17.3: The Least-Preferred Coworker Theory of Leadership)

LPC THEORY:
Suggests that the appropriate style of leadership varies with situational
favorableness.

Least preferred coworker (LPC):

The measuring scale that asks leaders to describe the person with whom she/he
is able to work least well.

Related Perspectives on Leadership

Substitutes for leadership:
Identifies situations in which leader behaviors are neutralized or replaced by
characteristics of subordinates, the task, and the organization.

Charismatic leadership:

Assumes that charisma in an individual characteristic of the leader.

Charisma:

A form of interpersonal attraction that inspires support and acceptance.