Mind map

MOTIVATION

Abbie Goffin Business/Economics English

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MOTIVATION

Definitions
- “The creation of stimuli, incentives and working environments that enable people to perform to the best of their ability”.
- “The heart of motivation is to give people what they really want most from work”
- “In return, managers should expect more in the form of productivity, quality and service”.
  - Chartered Management Institute
Mitchell (1982)
- An individual phenomenon
- Usually intentional with a goal in mind
- What motivates people and how to motivate
Farren (2000)
- Basic human needs
  - Family
  - Economic
  - Leisure
  - Mobility
  - Health and wellbeing
  - Learning
  - Social relationships
  - Community
  - Work / career
  - Home / shelter
  - Safety
Types
- Extrinsic
  - Tangible rewards
  - Provided by others
  - Examples
    - Salary
    - Promotion
    - Job security
    - Place in the organisational structure
- Intrinic
  - Psychological rewards
  - Comes from within
  - Examples
    - Sense of challenge and achievement
    - Appreciation
    - Treated in a caring and considerate manner
    - Developing self esteem
- Adair
  - 50/50 rule
    - 50% intrinsic
    - 50% extrinsic
Rational-economic concept of motivation
- FW Taylor (1917)
  - “Workers are motivated by obtaining the highest possible wages through working in the most efficient and productive way”
- Many people primarily motivated by money
- Loyalty as historically purchased
  - Employers offered opportunities to progress in their careers with increased salaries and job security
McGregor (1960)
- Assumptions that guide managers
- Theory X
  - People inherently dislike work
  - People must be directed at work
  - People wish to avoid responsibility
  - Money is the only reason for working
- Theory Y
  - Work is as natural as rest to people
  - People enjoy real responsibility
  - Money is a benefit but not the sole objective
  - People seek to use their initiative and skill
Sturges (2012)
- Work-life balance refers to the experience of satisfaction and good functioning at work and at home.
Content theory
- Maslow's hierarchy of needs (1943)
  - Self-actualisation
    - Feel like you're making a difference
  - Self esteem
    - Do a better job, concentrate
  - Love and belonging
    - Friendship
  - Safety and security
    - Job security, furlough scheme
  - Physiological needs
    - Pay
  - People do not always satisfy their needs through work
    - A 'satisfied need' is not a motivator
  - Individual differences
    - Order may differ
  - Cross cultural
  - Different ways that people seek 'satisfaction' of needs
    - Job satisfaction does not necessarily link to improved work performance
- Alderfer's ERG theory (1972)
  - Existence needs
    - Safe workplace
    - Adequate pay
  - Relatedness needs
    - Chance to meet others
  - Growth needs
    - Fulfilling job
    - Good feedback
    - Using skills
  - Senior management mostly motivated by growth needs
  - Lower level staff mostly motivated by existence and relatedness needs
- McClellend's Achievement Motivation Theory
  - Balance of needs for power (personal and institutional), achievement and affiliation
  - Four characteristics of people with a strong achievement need
    - Prefer moderate task difficulty
      - Challenge but achievable
    - Need for clear feedback on performance
    - Prefer personal responsibility for performance
    - More innovative
  - High achievers are not born, so can be trained
  - Some rate highly in achievement motivation
    - Challenged by opportunities
    - Work hard to achieve goals
  - Money is not an incentive but is feedback on performance
  - Thematic Appreciation Test (TAT)
    - Managers higher in achievement than affiliation motivation
    - Identifies an individual's motivation
- Hertzberg's two-factor theory
  - Hygiene factors (do not motivate)
    - Salaries, wages, benefits
    - Company policy, administration
    - Good interpersonal relationships
    - Quality of supervision
    - Job security
    - Working conditions
    - Work-life balalnce
    - Results in general satisfaction / prevention of dissatisfaction
  - Motivator factors
    - Sense of personal achievement
    - Status
    - Recognition
    - Stimulating work / challenge
    - Responsibility
    - Promotion
    - Growth
    - Results in high motivation, satisfaction and commitment
  - Management should never deny people proper treatment
  - Drawn attention to the importance of quality of work life
Process theory
- Vroom's expectancy theory
  - Expectancy x instrumentality x valence = motaivtion
    - Expectancy
      - Perceived probability that a certain level of effort will produce a level of performance that will lead to an expected outcome
    - Instrumentality
      - Perceived probability that good performance will lead to valued rewards
        0 = no chance
        1 = certainty
    - Valence
      - Attractiveness and anticipated satisfaction from that outcome
  - Based on individuals having a unique pattern of needs and value these accordingly
  - Individuals make conscious choices about their actions
- Equity theory
  - People like to be treated fairly and compare their effort, skill and knowleldge with the rewards they receive
    - Pay, recognition and satisfaction
  - Unfair if someone is putting less effort in and getting the same reward
- Goal-setting theory (Locke & Latham, 1990 & 2002)
  - How to improve performance
    - Goal difficulty
      - Set goals that are achievable but provide challenge
    - Goal specificity
      - Clear, precise and quantifiable goals
    - Participation
      - Involve employees in setting goals
      - Sense of ownership
      - Commitment to achieve
    - Acceptance
      - Explain how goals are set
    - Feedback
      - Provide info on performance
      - Set qualitative learning goals and outcome-orientated goals
  - People's intentions determine behaviour
  - Motivation is a technique rather than a theory

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Description: Motivation
Created by: Abbie Goffin
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