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Human
Resource Development (HRM-627)
VU
Lesson
6
MOTIVATION
Motivation:
The
willingness to exert high
levels of effort to reach organizational
goals, conditioned by
the
effort's
ability to satisfy some
individual need.
Three
key elements can be seen in
this definition; effort, goals
and needs.
Effort
element
is a measure of intensity or drive. The
quality of effort is equally
important to the intensity of
the
effort.
Need:
An
internal state that makes
certain outcomes appears attractive. An
unsatisfied need creates
tension
that
stimulates drives within an
individual. These drives
lead to a search behavior to
find particular goals that, if
attained,
will satisfy the need and
reduce the tension.
Performance
and Motivation: Motivation
alone does need lead to
performance. The level of
performance
attained
is determined by three independent factors;
ability, motivation, and
resources. For performance
levels
to
be high, all three factors
must be high. If any one is
low or missing, the performance level
will be adversely
affected.
For example, a very intelligent
student who has the books,
but because he/she does
not care about
grades,
will not study (low
motivation) and will not
get an A grade.
EARLY
THEORIES OF MOTIVATION
1.
Hierarchy of needs
theory
Maslow's
theory that there is a
hierarchy of five human
needs: Physiological, safety,
social, esteem, and self
actualization.
Physiological
needs: A
person's needs for food,
drink, shelter, sexual
satisfaction, and other
physical needs.
Safety
needs: A
person's needs for security
and protection from physical
and emotional harm.
Social
needs: A
person's needs for
affection, belongingness, acceptance,
and friendship.
Esteem
needs: A
person's needs for internal
factors such as self
respect, autonomy, and
achievement, and
external
factors such as status,
recognition, and
attention.
Self
actualization needs: A
person's needs to become what he or
she is capable of
becoming.
2.
Theory X
The
assumptions that employees dislike
work, are lazy, avoid
responsibility, and must be
coerced to perform.
Theory
Y
The
assumptions that workers are
creative, enjoy work, seek
responsibility, and can
exercise self
direction.
McRegor's
theory of X and Y is however not
confirmed.
3.
Herzberg's Motivation hygiene
theory
The
motivation theory that
intrinsic factors are
related to job satisfaction
and motivation, whereas
extrinsic
factors
are associated with job
dissatisfaction.
Hygiene
factors: Factors
that eliminate job dissatisfaction
but don't motivate.
Motivators:
Factors
that increase job
satisfaction and motivation.
These factors are
intrinsic.
CONTEMPORARY
THEORIES OF MOTIVATION
1.
McClelland's
Three needs
theory
The
motivation theory that says
three needs achievement,
power, and affiliation
are major motives in
work.
Needs
for achievement (nAch): The
drive to excel, to achieve in
relation to a set of standards,
and to strive
to
succeed.
Needs
for power (nPow): The
need to make others behave
in a way that they would not
have behaved
otherwise.
Need
for affiliation (nAff): The
desire for friendly and
close interpersonal relationship.
Of
these three needs, need
for achievement has been
researched most extensively.
2.
Goal setting theory
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Human
Resource Development (HRM-627)
VU
The
propositions that specific
goals increase performance
and that difficult goals,
when accepted, result
in
higher
performance than do easy
goals.
Self
efficacy: An
individual's belief that he or
she is capable of performing a
task.
3.
Reinforcement theory
The
theory that behavior is a
function of its
consequences.
Reinforcers:
Any
consequence immediately following a
response that increases the
probability that the
behavior
will be repeated.
Designing
Motivating Jobs
Job
design: The
way tasks are combined to
form complete jobs.
Job
scope: The
number of different tasks require in a
job and the frequency with
which those tasks
are
repeated.
Job
enlargement: The
horizontal expansion of a job by
increasing job scope.
Job
enrichment: The
vertical expansion of a job by adding
planning and evaluating
responsibilities.
Job
depth: The
degree of control the employees
have on their work.
Job
characteristics model
(JCM)
A
framework for analyzing and
designing jobs that identifies five
primary job characteristics,
their
interrelationships,
and their impact on
outcomes.
Skill
variety: The
degree to which a job requires a variety
of activities so that an employee can
use a number of
different
skills and talents.
Task
identity: The
degree to which a job
requires completion of a whole
and identifiable piece of
work.
Task
significance: The
degree to which a job has a
substantial on the lives or work of
other people.
Autonomy:
The
degree to which a job provides
substantial freedom, independence, and
discretion to the
individual
in scheduling work and determining the
procedures to be used in carrying it
out.
Feedback:
The
degree to which carrying out
work activities required by a job
results in the individual's
obtaining
direct and clear information about
his or her performance
effectiveness.
4.
Equity theory
The
theory that an employee
compares his or her job's inputs
outcomes ratio with that of
relevant others and
then
corrects any
inequity.
Referents:
The
persons, systems, or selves
against which individuals
compare themselves to assess
equity.
5.
Expectancy theory
The
theory that an 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.
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