MAN 103 CHAPTER 9
PART 1
MOTIVATING PERFORMANCE
Motivation is the internal process leading behavior to satisfy needs. The process people go through
to meet their needs is;
Need
Motive
Behavior
Satisfaction or Dissatisfaction
For example, you are thirsty (need) and have a drive (motive) to get a drink. You get a drink
(behavior) that quenches (satisfies) your thirst. However, if you could not get a drink, or a drink you
really wanted, you would be dissatisfied. Satisfaction is usually short-lived.
Why knowing how to motivate employees is important?
-Motivation affects how and to what extent we utilize our skills and abilities
-Unmotivated employees are less willing to be cooperative and supportive and they may decrease
work effort, time on the job, productivity and performance, thus, we need to motivate employees to
boost productivity and performance.
-Self motivation is one of the most important skills companies look when hiring. Thus your ability to
motivate yourself and others is critical to your career success.
How motivation affects behavior, human relations and performance?
-We cannot observe motives but we can observe behavior and infer what the person’s motive is. We
call that attribution. However it is not easy the resources of people’s behavior either
-People with Theory X and Y have different motives and human relations.
-Generally people with big five agreeableness are highly motivated to work at having effective
human relations to satisfy their need for affiliation
-Performance is not based on simply on motivation. The level of performance attained by three
independent factors: ability, motivation and resources. The simple formula can be stated as follows;
Performance= Ability X Motivation X Resources
-For performance levels to be high, all 3 factors must be high. If any one factor is missing, the
performance level will be adversely effected.
-When employee needs are not met through the organization, employees are dissatisfied and are
generally lower performance
Content Motivation Theories
The content motivation theories focus on identifying people’s needs in order to understand what
motivates them.
1)
Needs Hierarchy
The needs hierarchy is Maslow’s theory of motivation which is based on five needs. His theory is
based on 3 major assumptions
a-People’s needs are arranged in order of importance (hierarchy) going from basic needs
(physiological) to more complex needs (self-actualization)
b-People will not be motivated to satisfy a higher level need, unless the lower level need (s) has been
at least minimally satisfied
c-There are 5 classification of needs as follows;
1st level: Physiological needs: These are people’s primary or basic needs. They include air, shelter,
food and avoidance of pain. In an organization setting, these needs include adequate salary, breaks
and working conditions
2nd level: Safety needs: Once the physiological needs are met, the individual is concerned with safety
and security. In the organizational setting these needs include safe working conditions, salary
increases to meet inflation, job security and fringe benefits.
3rd level: Social needs: After establishing safety, people look for love, friendship, acceptance and
affection. In the organizational setting, these needs include opportunity to interact with others, be
accepted and have friends.
4th level: Esteem needs: After social needs are met, the individual focuses on ego, status, self-respect,
recognition for accomplishments and a feeling of self-confidence and prestige. In the organizational
setting, these include titles, the satisfaction of completing the job itself, pay raises, recognition and
participation in decision making
5Th level: Self actualization needs: The highest level of need is to develop one’s full potential.To do so,
one seeks growth, achievement, and advancement. In the organizational setting, these needs include
the development of one’s skills, the chance to be creative, achievement and promotions.
Higher-level
needs
Self
Act.
Esteem
Social
Safety
Lower-level
needs
Physiological
Meet needs in order of hierarchy. Lowest level unsatisfied need is the most powerful need
2) ERG theory
-It reorganizes Maslow’s hierarchy of needs by simplifying it to 3 groups as follows;
Existence (Physiological and safety needs)
Relatedness (Social)
Growth (Esteem and self-actualization)
Higher-level
needs
Growth
Relatedness
Existence
Lower-level
needs
Unsatisfied needs motivate individuals
3) Two-factor theory
It is the Herzberg’s classification of needs as hygienes and motivators.
-He combines lower-level needs (physiological, safety, social/existence and relatedness) into one
classification he calls hygienes and he combines higher level needs (esteem, self actualization,
growth) into one classification he calls motivators.
-Hygienes are also called extrinsic factors because attempts to motivate come from outside the job
itself such as pay, job security, and job title, working conditions, fringe benefits and relationships.
-Motivators are also called intrinsic factors because motivation comes from the job itself, such as
achievement, recognition, challenge and advancement.
4) Manifest-needs theory
The manifest-needs theory of motivation is primarily McClelland’s classification of needs as
achievement, power and affiliation. Here, this theory combines self-actualization and esteem needs
as achievement and power and social needs as affiliation. There is no classification for safety and
physiological needs. Here we can state 3 separate needs;
1) The need for achievement (n-ach): People with a high n-ach tend to be characterized bas
follows: wanting to take personal responsibility for solving problems, goal-oriented, taking
calculated, moderate risks.
-People with high n-ach think about ways to do a better job, how to accomplish something
unusual or important and career progression. They perform well in a non-routine, challenging,
and competitive situations, while people with low n-ach do not perform well in those situations.
Motivating employees with a high n-ach:
*Give them nonroutine, challenging tasks in which there are clear, attainable objectives.
*Give them fast and frequent feedback on their performance
*Continually, give them increased responsibility for doing new things
2) The need for power (n-pow): People with a high need for power tend to be characterized as
follows; wanting to control the situation, wanting influence or control over others, enjoying
competition in which they can win.
-People with high n-pow think about controlling situations and controlling others while seeking
positions of authority and status. People with high n-pow tend to have a low need for affiliation.
Managers tend to have a dominant need for power. Power is essential for successful
supervision.
Motivating employees with a high n-pow:
*Let them plan and control their jobs as much as possible
*Try to include them in decision making, especially when they are affected by the decision
*They tend to perform best alone rather than as team members
*Try to assign them to a whole task rather than just a part of a task
3) The need for affiliation (n-aff): People with high n-aff tend to be characterized as follows:
seeking close relationship with others, wanting to be liked by others, enjoying lots of social
activities; seeking to belong (they join groups and organizations)
-People with high n-aff think about friends and relationships. They tend to enjoy developing,
helping and teaching others. They tend to have a low n-pow. People with high n-aff seek jobs as
teachers and personnel managers as well as positions in other helping professions. They tend to
avoid supervision because they like to be one of the group rather than its leader.
Motivating high n-aff employees:
*Be sure to let them work as part of a team
*They derive satisfaction from the people they work rather than the task itself
*Give them lots of praise and recognition
*Delegate responsibility for orienting and training new employees to them.
How organizations Meet Employee Needs
Need
Growth
Method
Challenge
Autonomy
(esteem, selfactualization/motivators/
Leadership positions
achievement/power)
Authority
Responsibility
Pay (as a symbol of status)
Prestige-office-furnishings,
location,parking space, job title
Coffee Breaks
Relatedness
(social/hygiene/affiliation)
Sports Teams
Social eventsparties/picnics/trips
Work teams
Existence
(physiological,
safety/hygiene)
Working conditions –
safe/clean/attractive
Job security-seniority
Benefits-medical/sick
days/paid days off and
vacations/Social
Security/pensions/company
meals/housing pay