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Motivation,[object Object],Organizational Behaviour,[object Object]
Motivation,[object Object],Overview,[object Object],The study of motivation is complex. It is a significant study for managers because employees when motivated are stimulated to achieve organizational goals. Employees who are motivated remain focus in a systematic way. Without a knowledge of motivation managers are in danger of guiding the behaviour of subordinates and make mistakes towards the desired outcomes of the organization.,[object Object]
Motivation,[object Object],What makes motivation a complex study is the fact that it takes different approaches to motivate an employee. In addressing what it takes to motivate an employee, we need to examine the following:,[object Object],Meeting the basic needs.,[object Object],Designing jobs that motivate employees.,[object Object],Creating the belief that desired goals can be achieved.,[object Object],Treating people equitably.,[object Object]
Objective,[object Object],Students should be able to:,[object Object],Define motivation.,[object Object],Understand the process of motivation.,[object Object],Explain the content theories and process theories of motivation.,[object Object],Grasp the implications for managers.,[object Object]
The Motivation Process,[object Object],An unsatisfied need creates tension that stimulates the drive within an individual to generate a search behaviour to fins particular goals, if attained, will satisfy the need and reduce the tension (Robbins and Decenzo, 2004 p.280).,[object Object],A need is and internal state that makes certain outcomes attractive.,[object Object]
Definition of motivation,[object Object],Motivation represents forces acting within a person the causes a person to behave in a specific, goal-directed manner (Slocum and Hellriegel, 2007 p.392).,[object Object],The arousal, direction, and persistence of behaviour (Daft 2005 p.588).,[object Object],The willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need (Robbins and Decenzo, 2004 p. 279).,[object Object]
Categories of motivation theories,[object Object],A group of theories that places emphasis on needs that motivate people,[object Object],A category of theories that explain how employees select behaviours to meet their needs,[object Object]
Content Theories ,[object Object],Motivation,[object Object],[object Object]
Herzberg’s Two-factor theory
McClelland’s Acquire needs theory
Alderfer’s ERG theory,[object Object]
Maslow theory – the explanation,[object Object],Lower-end needs are the priority needs, which must be satisfied before higher-order need are activated.,[object Object],Needs are satisfied in sequence.,[object Object],When a need is satisfied, it declines in importance and the next need becomes dominant.,[object Object],To motivate an individual one must know where that person is in the hierarchy and focus on satisfying at or above that level.,[object Object]
Implications of Maslow’s theory in the workplace,[object Object],Not everyone is motivated in the same way.,[object Object],Motivation and need satisfaction are anticipatory in nature.,[object Object],Managers must seek to guide and direct employee behaviour to meet the organizational needs and individual needs simultaneously.,[object Object]
Herzberg’s Two-factor Theory,[object Object],Hygiene Factors,[object Object],Working conditions,[object Object],Pay and security,[object Object],Company policies,[object Object],Supervisors,[object Object],Interpersonal relationships,[object Object],Motivators,[object Object],Achievement,[object Object],Recognition,[object Object],Responsibility,[object Object],Work itself,[object Object],Personal growth,[object Object],Satisfaction,[object Object],No satisfaction,[object Object],Motivation factors,[object Object],Hygiene factors,[object Object],No dissatisfaction,[object Object], dissatisfaction,[object Object]
Herzberg’s theory - explanation,[object Object],Hygiene factors involve the presence or absence of job dissatisfiers. When the hygiene factors are present, the individual is not dissatisfied; however when they are absent the individual is dissatisfied. In any case hygiene factors to not motivate.,[object Object],Motivators are factors that influence satisfaction and consequently motivate the person from within as he or she achieve the higher-level needs of achievement, recognition, and personal growth.,[object Object]
Implication of Herzberg’s theory,[object Object],Providing the hygiene factors will eliminate employee dissatisfaction bur will not motivate workers to high levels of achievement. Recognition, responsibility, and the opportunity to achieve personal growth will promote satisfaction and employee performance. ,[object Object],The benefit of this theory has implication for the effect of company systems and job design (how work is arranged and how much employees control their work) on employee satisfaction and performance. ,[object Object]
Maslow and Herzberg compared,[object Object]
Process theories,[object Object],[object Object]
Equity theory
Goal setting theory,[object Object]
Equity theory explained,[object Object],According to the theory individuals assign a degree of importance to their input and outcomes. Individuals feel that they are treated fairly when they perceive that their outcomes to inputs are equal to that of others.,[object Object],Any deviation from this perception leads to a feeling of inequity and demotivation. Such inequity feeling results in various actions the individuals are likely to take.,[object Object]
Equity theory explained,[object Object],Consequences of inequity:,[object Object],Change in inputs – a person may choose to increase or decrease his or her inputs to the organization,[object Object],Change outcomes – a person may change his or her outcomes to restore equity.  An unpaid person may request a salary increase or better working conditions.,[object Object],Distort perceptions – a person may mentally distort the situation to achieve a balance.,[object Object],Leave the job – a person may tenders his or her resignation of request a transfer to another department.,[object Object]

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Motivation