GDM 101
MANAGEMENT FUNDAMENTALS
Session No.05 – Part I
Motivation and Teamwork
Motivation
Senior Lecturer: Mrs J.S.Senevirathne
Department of Business Administration
Faculty of Management Studies and Commerce
University of Sri Jayewardenepura
Learning Outcomes
Define motivation.
Explain the process of motivation.
Describe content theories and process theories of motivation.
Understand the innovative ideas for employee motivation.
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Definitions of Motivation
A process of stimulating people to action to accomplish desired
(Scott Cited in Griffin, 2010)
goals.
The way in which urges, drives, desires, aspirations, strivings,
needs, direct control or explain the behavior of human beings.
(McFarland Cited in Griffin, 2010)
The forces either within or external to a person that arouse
enthusiasm and persistence to pursue a certain course of action.
(Daft,2012)
Work Motivation
The willingness to exert high level of effort towards organizational goals,
conditioned by the effort’s ability to satisfy some individual need.
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A Simple Model of Motivation
(Source: Daft.L.R., New Era of Management ,Indian Edition,2012)
Theories of Motivation
Content Theories
Abraham Maslow’s hierachy of needs theory
Fedric Herztberg’s two factor theory
Clayton Alderfer’s ERG theory
David McClelland’s three forces / acquired needs theory
Douglas McGregor’s theory X & theory Y
Process Theories
Goal setting theory
Equity theory
Expectancy theory
Reinforcement theory
Social learning theory
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Content Perspectives on Motivation
Focus on the needs that motivate behavior.
Needs motivate people and it translates into an internal drive
that motivates behavior.
If managers understand employees’ needs, they can design
appropriate reward systems.
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Abraham Maslow’s Hierarchy of Needs
(Source: Daft.L.R., New Era of Management ,Indian Edition,2012)
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ERG Theory (Clayton Alderfer)
Existence needs –the needs for physical well-being
Relatedness needs –the needs for satisfactory relationships with
others
Growth needs –the needs that focus on the development of
human potential and the desire for personal growth
Frustration-regression principle: failure to meet a high-order need
may cause a regression to an already satisfied lower-order need
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Herzberg’s Two Factors Theory
(Source: Daft.L.R., New Era of Management ,Indian Edition,2012)
Relationship among Herzberg’s two factor theory, Maslow’s and
Alderfer’s motivational theories
Herzberg’s Two
Factor Theory
Maslow’s Hierarchy of
Needs Theory
Motivators
Self-actualization Needs
ERG Theory
Growth
Esteem
Social
Hygiene Factors
Safety
Physiological Needs
Relatedness
Existence
(Griffin, 2010)
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Acquired Needs Theory (David McClelland)
Need for Achievement : The drive to excel, to achieve in relation to a set of
standards, to strive to succeed.
Need for Affiliation: The desire for friendly and close personal relationships.
Need for Power: The need to make others behave in a way that they would
not have behaved otherwise.
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Theory X and Y (Douglas McGregor)
Theory X
Assumes that employees dislike work, lack
ambition, avoid responsibility, and must be
directed and coerced to perform.
Theory Y
Assumes that employees like work, seek
responsibility, are capable of making
decisions, and exercise self-direction and
self-control when committed to a goal.
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Process Perspectives on Motivation
How people select behavioral actions to meet their needs and
determine whether their choices were successful.
•Goal-Setting Theory
•Equity Theory
•Expectancy Theory
•Reinforcement Theory
•Social Learning Theory
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Goal Setting Theory (Edwin Locke & Gary Latham)
Proposes that managers can increase motivation and enhance
performance by setting specific, challenging goals, then helping
people track their progress towards goals achievement by
providing timely feedback.
Goal Specificity
Goal Difficulty
Goal Acceptance
Feedback
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Equity Theory (J. Stacy Adams)
Individuals compare their job inputs and outcomes with those of
others and then respond to eliminate any inequities.
Common methods for reducing a perceived inequity are :
Change work effort
Change outcomes
Change perceptions
Leave the job
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Expectancy Theory (Victor Voom )
Motivation depends on individuals’ expectations about their ability
to perform tasks and receive desired rewards.
E →P: putting effort into a given task will lead to high performance
P →O: successful performance of a task will lead to the desired
outcome
Valence –the value or attraction an individual has for an outcome
(Source: Daft.L.R., New Era of Management ,Indian Edition,2012)
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Reinforcement Perspective on Motivation
Reinforcement theory is based on the relationship between
behavior and its consequences.
Behavior modification is the set of techniques used to modify
human behavior.
Law of effect asserts that behavior that is positively reinforced
tends to be repeated and unreinforced or negatively reinforced
behavior inhibited.
Reinforcement is anything that causes a certain behavior to be
repeated or inhibited.
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Reinforcement Perspective on Motivation (Cont…)
The reinforcement tools are;
Positive Reinforcement
Pleasant and rewarding consequences following a desired behavior.
Avoidance Learning (negative reinforcement)
Removal of an unpleasant consequence once a behavior is improved, thereby
encouraging and strengthening the desired behavior.
Punishment
The imposition of an unpleasant outcome following an undesirable behavior.
Extinction
Withholding positive rewards and essentially ignoring undesirable behavior.
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Reinforcement Perspective on Motivation (Cont…)
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Social Learning Theory
Individual’s motivation can result not just from direct experience of
rewards and punishments but also from the person’s thoughts,
beliefs, and observations of other people’s behavior.
Vicarious learning –observational learning from seeing others’
behaviors and rewards
Self-reinforcement –motivating yourself by reaching goals and
providing positive reinforcement for yourself
Self-efficacy–belief about your own ability to accomplish tasks
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Innovative Ideas for Motivating
Empowering People to Meet Higher Needs
Employees receive information about company performance
Employees have knowledge and skills to contribute to company
goals
Employees have the power to make substance decisions
Employees are rewarded based on company performance
Organizing the workplace in a way that employees feel a sense of
engagement (meaningfulness, connection and growth).
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Questions or Clarifications
THANK YOU