Scribd
Upload
19 views

Chapter 4

obm260

Uploaded by

2022881564
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
19 views

Chapter 4

obm260

Uploaded by

2022881564
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 4

CHAPTER 4

MOTIVATION
- As the process that accounts for an individual ‘s intensity, direction and persistence.
- Motivation is the word derived from the word “motive” which means needs, desires,
wants and drives within individuals.

THE IMPORTANCE OF MOTIVATION


- Motivated individuals will know what they want in life.
- They will always find ways to solve the challenges which they have and the chances
of giving up is low.
- Motivated individual are risk-takers and are always willing to try new things

REASONS OF HAVING MOTIVATED EMPLOYEES


- Leads to the achievement of organizational goals
- Builds friendly relationships
- Improves the level of efficiency of employees
- Ensures a loyal workforce
- More innovation and increased creativity

MASLOW THEORY (Abraham Maslow 1943)


- Theory in psychology that comprises a five-tier model of human needs, often
depicted as hierarchical levels within a pyramid.

HIERARCHY THEORY
1. Self actualization
2. Self esteem
3. Love and belonging
4. Safe and security
5. Basic physiological

FIVE LEVELS OF NEEDS

PHYSIOLOGICAL
- Fundamental of human needs
- Lowest hierarchy to be satisfied first such as food, water, shelter and other bodily
needs.
SECURITY
- Security and protection from physical and emotional threat
- Job security, health insurance and retirement plan
SOCIAL/BELONGINGNESS
- Desire to be loved and accepted by others
- Need for friendship, love and a feeling of belonging
ESTEEM
- Represent the need for personal feelings of achievement and self-wroth
- Internal factors such as self-respect and achievement.
SELF-ACTUALIZATION
- The need for growth and self-contentment
- The desire for gaining more knowledge
CRITICISM ON THE NEEDS HIERARCHY
- Researchers have proved that there is a lack of hierarchical structure of needs as
suggested by Maslow even though every individual would have some ordering for
their need satisfaction
- The Maslow Hierarchy of Need Theory makes an assumption about employees in
general where all employees are alike, all situations are alike and that there is only
one best way to meet Needs.

IMPLICATION OF MASLOW’S HIERARCHY OF NEEDS THEORY FOR MANAGER


- guide to motivate their employees
- To satisfy security needs
- To satisfy social needs
- to fulfill esteem needs

MC CLELLAND THEORY (David McClelland 1961)


Theory states that human behaviour is affected by three needs :
- NEED FOR POWER
• to accomplish in relation to a set of standards, to struggle to achieve success. It is
the desire to complete a task more effectively than before.
- NEED FOR ACHIEVEMENT
• to influence other individual’s behaviour. In other words, it is the desire to have
control over others and to be influential.
- NEED FOR AFFILIATION
• for open and sociable interpersonal relationships. In other words, it is a desire for
relationship based on cooperation and mutual understanding.

EXPECTANCY THEORY OF MOTIVATION

- Effort-performance relationship (Expectancy)


• Amount of effort will lead to some degree of performance
• Employee believes that effort will result in acceptable performance
- Performance-reward relationship (Instrumentality)
• It is the perception that performing at a particular level will obtain a desired reward
• Employee believes that acceptable performance will produce the desired reward
- Reward –personal goals relationship (Valence)
• An individual believes that the reward obtained can satisfy personal goals.
• The employee values the reward

E TO P EXPECTANCY
- The individual’s perception that his or her effort will result in a particular level of
performance
- In other words is the level of expectations in giving performance to complete the task
or job

P TO O EXPECTANCY
- The perceived probability that a specific behavior/performance level will lead to
outcome
- Employees may believe that accomplishing a particular task (performance) will result
in a particular outcome
OUTCOME VALENCES
- A valence is the anticipated satisfaction or dissatisfaction that an individual feels
towards an outcome
- (+) valence when they are consistent with our values and satisfy our needs
- (-) valence when they oppose our values and inhibit need fulfillment

GOAL SETTING THEORY


- which involves setting specific and measurable goals for employees to achieve.
- which involves setting specific and measurable goals for employees to achieve

GOAL SETTING CRITERIA

SPECIFIC
- The goal set must be specific not general.
- Increase profitability by 10% by the end of year 2012.
MEASUREABLE
- The goal must be measurable such as in Ringgit Malaysia, US Dollar
- 10% increase in profitability can be measured in monetary value.
ACTION-ORIENTED
- Determine actions to be taken to achieve the goal. Good action are able to produce
good outcome.
- To achieve 10% increase profitability, employees can choose to produce a variety of
products, improve services to customers
REALISTIC
- Goals are relevant to organizational success
- A 10% increase in profitability is relevant and realistic for the success of an
organization
TIME
- There must be a time range set to achieve the goal.
- Time has been set to increase 10% profit by December year 2012.

EQUITY THEORY
- a theory of motivation that focuses on people’s perceptions of the fairness of their
work outcomes relative to their work inputs.
- Inputs – resource contributed in performing the job such as time, effort, skill,
experience, etc.
- Outcome – rewards, benefits, recognition, career opportunities and other items
which the individual receives from the organization

4 TYPES OF REFERENT A PERSON CAN MAKE A COMPARISON WITH


- Self-inside - an employee is comparing himself with his own self in the same
organization
- Self-outside - an employee compares himself with his own self if he were in other
organization.
- Other-inside - an employee compares his input and outcome with another person in
the same organization
- Other-outside - an employee compares his input and outcome with another person
in a different organization.
THE COMPARISON LATER WOULD LEAD TO 3 OUTCOMES

- Feeling Under Rewarded (Inequity) - under rewarded is the feeling of inequity


which exists when a person believes that his input-output ration is less or lower than
the referent.
- Feeling equal or Equity – Equity is the justice, impartiality and fairness to which all
organizational members are entitled.
- Feeling Over Rewarded (Inequity) – Over rewarded is the inequity that exists when
a person perceives that his or her own outcome-input ration is greater than the ratio
of a referent.

RESPOND TO INEQUITY
- Choose a different referent
- Quit the job or exit from the organization
- Change perception of others

You might also like