INTRODUCTION Unit 6: Workplace
TO INDIVIDUAL Motivation
DIFFERENCES
Saturday 14 September 2024
ANNOUNCEMENTS
• Quiz 2
• Friday, 23 August 2024
• 08:00 – 23:59
• Units 4 - 6
ANNOUNCEMENTS
• Assignment 2 (Group Assignment)
• Will be made available by Friday, 23 August
ASSESSMENT CRITERIA
• Define motivation
• Discuss the nature of motivation specifically in the organisational contexts
• Classify the difference between intrinsic and extrinsic motivation
• List the various approaches to motivation and give examples under each approach
• Explain the Homeostatic drive theory
• Review Herzberg’s two-factor theory
• Explain Maslow’s hierarchy of needs
• Tabulate the differences between Alderfer’s ERG theory and McClellands needs theory
• Briefly outline the Goal-setting theory
• Discuss Skinners behavioural modification theory
• Sketch the Expectancy theory
• Tabulate McGregor’s theories X and Y
NB: STUDY ALL SKETCHES IN THIS UNIT
INTRODUCTION
• Motivation = goal-directed behaviour
• Those aspects that pushes people towards certain behaviour and make
them avoid other behaviours
• Emotions cannot be separated from motivation
• Unique challenges in motivation due to remote, technology-based work
environments
• For I-O psychologists understanding motivation and motivational strategies
are important specifically for the performance management of employees
WHAT IS MOTIVATION
• Motivation comes from the Latin word movere, which means “to
move”
• Refers to forces acting on or within a person that initiate behaviour
THE NATURE OF MOTIVATION
Motivation can be defined as ‘… a condition, usually an internal one, that
initiates, activates, or maintains an organism’s goal-directed behaviour’
An internal condition which cannot be observed directly
Inferred to be the link between external behaviour and this internal drive
Initiates, activates or maintains behaviour
Leads to goal-directed behaviour
THE NATURE OF MOTIVATION
• In work context
– The desire and willingness of employees to achieve the organisation’s
goals
– Level of work performance in groups
– Morale (general feeling of positivity and well-being)
• Management aims to:
– Motivate competent individuals to join the organisation
– Once employed, to stay with the organisation, come to work regularly,
perform at above or expected levels of performance and exhibit good
corporate citizenship
REFLECTION
• What motivates you?
– Money?
– Status?
– Your parents?
– Friends? Internal or external motivation
– Yourself?
– A new car?
EXTRINSIC VS INTRINSIC
MOTIVATION
• Extrinsic motivation (rewards, benefits or punishment)
• Includes circumstances, situations or rewards that are perceived as a
benefit or perceived as punishment
• Can be tangible – money, physical rewards or prizes
• Or intangible – recognition, praise
EXTRINSIC VS INTRINSIC
MOTIVATION
• Intrinsic motivation
• Behaviours that are a reward in themselves
• As they result in feelings of satisfaction, achievement and accomplishment
• When people engage in an activity for the sake of their own interest, the
challenge or sheer enjoyment
INTRINSIC MOTIVATION
• Flow:
– Persons optimal experiences or sheer enjoyment of and absorption in
work and the processes involved in executing activities in order to
complete tasks and achieve certain objectives.
• Engagement
– Is more than just involvement, and refers to employees who feel a
passionate involvement with their work and workplaces or with work
towards achieving goals
THEORIES OF MOTIVATION (FIG 8.2)
• Motivators brought into the organisation by the employee
– Homeostatic drive theory
• Motivational theories focusing on organisational factors
– Herzberg’s two-factor theory
• Theories focusing on employee factors
– Maslow’s hierarchy of needs
– Alderfer’s ERG theory
– McClelland’s needs theory
• Motivating people by facilitating change in behaviours
– Goal-setting theory
– Behaviour modification
• Theories focusing on people’s beliefs
– Expectancy theory
• Management-centred theories of motivation
– McGregor’s Theories X and Y
PHYSIOLOGICAL NEEDS – HOMEOSTATIC
DRIVE THEORY
• The human body aims to maintain a balanced state (or homeostasis) through
glandular or brain functions, etc
• Each homeostatic mechanism has a set point that identifies the ideal range
for itself, e.g. human body temperature = 37°
• There is a corrective mechanism contained in the brain that makes
alterations when it detects a significant deviation e.g. employees may drink
something when they are thirsty
• There is also a prospective element that helps people predict future changes
that may occur. E.g. employees who sit near an air-conditioning vent may
bring a jersey to work, as they are aware that they will feel cold during the day
HERZBERG’S TWO-FACTOR THEORY
MASLOW’S HIERARCHY OF NEEDS
ALDERFER’S ERG THEORY
Three sets of
Existence: includes all material and physical desires which are
required to survive (food, water, shelter, physical love and affection)
needs:
Relatedness: the need to have relationships in which feelings and
thoughts are shared (feeling secure as a member of a social group
or family)
Growth: need to be productive and change oneself and the
environment in order to progress towards one’s ideal self
• Proposes that a number of needs can operate at the same time
• Modern individuals are motivated to satisfied both existence and growth
needs simultaneously
• This implies that organisations need to simultaneously satisfy
employees’ existence, growth and relatedness needs
MCCLELLAND’S NEEDS THEORY
• Motivational needs are learnt from those who are influential e.g. families
and persons that are respected
• Needs are arranged in a hierarchy that differs from individual to
individual
Need for affiliation (NAff) - People clearly like interacting with other
people, and some like it more than others’
3 levels
Need for achievement (NAch) - characterised by the desire to achieve goals as
effectively as possible
Need for power (NPow) - the desire to control and influence others
Personalized power (destructive- exploit and manipulate)
Socialized power (constructive- improvement of org and society)
GOAL-SETTING THEORY
• Behaviour is regulated by intentions
• Employees are motivated by conscious goals that direct and
energise them
• Three key propositions:
1. Specific goals lead to higher levels of performance
2. Depending on the level of commitment, the higher the goal,
the higher the level of performance
3. Issues such as monetary incentives, participative decision
making, feedback and knowledge of results affect
performance only when employees are committed to goals
• Goals should be mutually acceptable to manager and employee
• Self-efficacy plays a major role in goal-setting
GOAL SETTING THEORY
• Principles involved in setting effective goals:
• Specific – restricted to a particular result
S
• Measurable – specific criteria against which it can be measured
M
• Achievable – not too difficult or too easy
A
• Realistic – ito employee’s abilities and circumstances
R
• Time frame – linked to completion in the form of deadlines
T
BEHAVIOUR MODIFICATION
https://www.youtube.com/watch?v=XOeZqFaoeF0
VROOM’S EXPECTANCY THEORY
• People are rational beings who analyse the costs and benefits
of possible behaviours
• People are motivated by the expected results of their behaviour
• Expected results of actions include three elements:
• Valence:
– Degree of satisfaction that an employee anticipates he/she
will receive from a particular outcome
• Instrumentality
– Refers to belief of the employee that his/her actions will lead
to desired outcome
• Expectancy
– Probability that outcome will be achieved.
VROOM’S EXPECTANCY THEORY
MCGREGOR’S THEORIES X AND Y AND THE SELF-FULFILLING
PROPHECY
