Mapa mental
MOTIVATION
Contenido del mapa
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
- Basic human needs
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
- 50/50 rule
- 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
- FW Taylor (1917)
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
- Self-actualisation
- 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
- Existence 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
- Prefer moderate task difficulty
- 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
- Hygiene factors (do not motivate)
- Maslow's hierarchy of needs (1943)
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
- Perceived probability that good performance will lead to valued rewards
- Valence
- Attractiveness and anticipated satisfaction from that outcome
- Expectancy
- Based on individuals having a unique pattern of needs and value these accordingly
- Individuals make conscious choices about their actions
- Expectancy x instrumentality x valence = motaivtion
- 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
- People like to be treated fairly and compare their effort, skill and knowleldge with the rewards they receive
- 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
- Goal difficulty
- People's intentions determine behaviour
- Motivation is a technique rather than a theory
- How to improve performance
- Vroom's expectancy theory