MGF1010 Week 8 Tutorial 8
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This document summarizes a university lecture on motivation theories. It defines motivation and discusses both content and process theories of motivation. It outlines several key content theories, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's three needs theory. Process theories covered include equity theory and expectancy theory. The document provides examples and explanations of each theory. It also discusses challenges in motivating diverse groups and offers practical suggestions for motivating employees.
MGF1010 Week 8 Tutorial 8
- 1. www.monash.edu.au MGF1010: Introduction to Management Week : Motivation
- 2. www.monash.edu.au 2 • Slideshare • MGF1010 • http://www.slideshare.net/kirtimishra11
- 3. www.monash.edu.au 3 Aims • Define motivation and understand its importance for managers. • Discuss content and process theories, the basic concepts behind each and ensure students understand what theories apply to each. • Recognise the TWO content theories (Herzberg’s two-factor theory and Three-needs Theory McClelland) and TWO process theories (Equity theory and Expectancy theory). • Consider the role of money as a motivator based on the above theories.
- 4. www.monash.edu.au 4 Motivation exercise • Motivation to work • Think about your own motivation, • Compare your own experiences with Herzberg’s theory of motivation
- 5. www.monash.edu.au 5 What is Motivation Motivation is the process by which a person’s efforts are energised, directed and sustained towards attaining a goal. Three key elements are important to this definition: energy, direction and persistence. The energy element is a measure of intensity or drive. A motivated person puts forth effort and works hard. High levels of effort are unlikely to lead to favourable job performance unless the effort is channelled in a direction that benefits the organisation. Finally, motivation includes a persistence dimension. We want employees to persist in putting forth effort to achieve those goals.
- 6. www.monash.edu.au 6 Theories of Motivation to Work Content what motivates an individual • Hierarchy of Needs – Maslow • Theory X and Y – McGregor • Two-Factor Theory – Herzberg • Three-Needs – McClelland Process how motivation is energised and sustained • Goal Setting • Reinforcement • Equity • Expectancy
- 7. www.monash.edu.au 7 Content Theories • Maslow • Physiological needs (basic food, drink, water, shelter and sexual needs), • Safety needs (security and protection from physical and emotional harm), • Social needs (affection, belongingness, acceptance and friendship), • esteem needs (internal factors such as self-respect, autonomy and achievement, and external factors such as status, recognition and attention) • Self-actualisation needs (a person’s drive to become what he or she is capable of becoming) • McGregor • Theory X is the assumption that employees dislike work, are lazy, seek to avoid responsibility and must be coerced to perform. • (lower order needs) • Theory Y is the assumption that employees are creative, enjoy work, seek responsibility and can exercise self-direction. • (higher order needs)
- 8. www.monash.edu.au 8 McClelland • Need for achievement (nAch): is the drive to excel, to achieve in relation to a set of standards and to strive to succeed. • Need for power (nPow):the need to make others behave in a way that they would not behave otherwise • Need for affiliation (nAff): is the desire for friendly and close interpersonal relationships Herzberg Extrinsic factors = Job Dissatisfaction Intrinsic factors = job satisfaction. 1. Hygiene factors/ Extrinsic factors: These were things like, for example, company policy, relationship with supervisor, working conditions and salary. 2. Motivators/Intrinsic factors: The factors associated with satisfaction he termed motivators. These were, for example, achievement, recognition, work itself, responsibility, and advancement and growth. According to Herzberg, managers who sought to eliminate job dissatisfaction could bring about workplace harmony, but not necessarily motivation. In order to increase job satisfaction, Herzberg suggested managers look at improving the motivators in the employee’s work situation.
- 9. www.monash.edu.au 9 Equity Theory Employees perceive what they get from a job situation (outcomes) in relation to what they put into it (inputs) and then compare their inputs–outcomes ratio with those of relevant others (referents). The referents are the persons, systems or selves against which individuals compare themselves to assess equity. Equity theory recognises that individuals are concerned with their absolute rewards as well as the relationship of those rewards to what others receive. If employees perceive inequity, they will act in different ways to correct the situation. Expectancy Individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. Three relationships are important to this theory Effort–performance (EXPECTANCY): is the probability perceived by the individual that exerting a given amount of effort will lead to a certain level of performance. Performance–reward(INSTRUMENTALITY): is the degree to which an individual believes that performing at a particular level is instrumental in, or will lead to, the attainment of a desired outcome. Attractiveness of reward (VALENCE): Attractiveness of the reward (valence) is the importance that the individual places on the potential outcome or reward that can be achieved on the job.
- 10. www.monash.edu.au 10 Justice Distributive justice Distributive justice is the perceived fairness of the amount and allocation of rewards among individuals. Influences Employee satisfaction more Procedural Justice Procedural justice is the perceived fairness of the process used to determine the distribution of rewards. Influences employee commitment & trust in supervisors. The implication of this is that managers should consider openly sharing information on how allocation decisions are made, follow consistent and unbiased procedures, and engage in similar practices to increase the perception of procedural justice. By increasing the perception of procedural justice, employees are likely to view their bosses and the organisation as positive even if they are dissatisfied with pay, promotions and other personal outcomes.
- 11. www.monash.edu.au 11 Cross-cultural challenges of motivation. In today’s global environment, motivational programs that work in one location may not be effective in another. There is an American bias in some of the motivational theories. For example, in Japan, Greece and Mexico security needs would be at the top of Maslow’s hierarchy. The motivation concept of achievement need clearly has an American bias. Equity theory is also relatively strong in countries where salaries are based on pay-for-performance systems. However, there are some aspects of motivation theory that appear to be transferable. For instance, reinforcement techniques have shown themselves to be effective in changing performance-related behaviours in different countries. There also seems to be some universality to the importance of intrinsic factors identified by Herzberg in his two-factor theory.
- 12. www.monash.edu.au 12 Discuss the challenges managers face in motivating unique groups of workers Motivating a diverse workforce requires managers to think in terms of flexibility. Employees have different personal needs and goals that they are hoping to satisfy through their job. A diverse array of rewards is needed to motivate employees with such varied needs. Offering options such as compressed work-weeks, flexible work hours, job sharing and telecommuting can be some solutions. There are also particular groups that may offer special challenges. For example, special challenges in motivating professionals include their long-term commitment to their field of expertise, to which they will display greater loyalty than to any one employer. Money and promotions are typically low on professionals’ priority list. Contingent workers, on the other hand, lack the security that permanent employees have and do not identify with or display much commitment to the organisation. Temporary workers also typically lack benefits such as superannuation. Low-skilled minimum-wage workers typically have limited education and skills, therefore, offering higher pay is usually not an option.
- 13. www.monash.edu.au 13 List some practical suggestions for motivating employees • recognise individual differences, • match people to jobs, • use goals, • ensure that goals are perceived as attainable, • individualise rewards, • link rewards to performance, • check the system for equity, • don’t ignore money.
- 14. www.monash.edu.au 14 Lets Discuss In pairs discuss: • Most of us have to work for a living, and a job is a central part of our lives. So, why do managers have to worry so much about employee motivation issues? • Describe a task you have done recently for which you exerted a high level of effort. Explain your behaviour by using any of the motivation approaches described in the chapter.
- 15. www.monash.edu.au 15 Class Discussion • In Groups of 3 • If you had to develop an incentive system for a small food-manufacturing company with mostly unskilled employees, which elements from which motivation approaches or theories would you use? Why? Would your choice be the same if it was a software design firm with mostly skilled employees?
- 16. www.monash.edu.au 16 Case Study –Auspol Case • Groups of 2 – 4 • Identify the problems • Classify the problems (theory) > Organisational Culture > Leadership > Motivation > What are potential solutions • Recommendations