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Chapter 3 Importance of Motivation

1. Job performance requires capacity, opportunity, and willingness to perform. Capacity relates to skills and abilities while opportunity depends on work environment factors. Willingness relates to motivation and desire to achieve goals. 2. Motivation theories include Maslow's hierarchy of needs, ERG theory, McClelland's acquired needs theory, Herzberg's two-factor theory, expectancy theory, equity theory, and goal setting theory. 3. Motivational methods include job design, organizational behavior modification, and recognition and reward programs.

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Lovenia M. Ferrer
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36 views6 pages

Chapter 3 Importance of Motivation

1. Job performance requires capacity, opportunity, and willingness to perform. Capacity relates to skills and abilities while opportunity depends on work environment factors. Willingness relates to motivation and desire to achieve goals. 2. Motivation theories include Maslow's hierarchy of needs, ERG theory, McClelland's acquired needs theory, Herzberg's two-factor theory, expectancy theory, equity theory, and goal setting theory. 3. Motivational methods include job design, organizational behavior modification, and recognition and reward programs.

Uploaded by

Lovenia M. Ferrer
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Job performance is a given requirement in any organization.

It is possible, however, if the following conditions are met:

1. The capacity to perform


2. The opportunity to perform
3. The willingness to perform

CAPACITY TO PERFORM OPPORTUNITY TO PERFORM WILLINGNESS TO PERFORM


Relates to the degree to which Will depend on the work Relates to the degree in
the employee possesses skills, abilities, environment provided to the employee which an employee desires and is
knowledge, and experiences relevant to his willing to exert effort to achieve the
The opportunity to perform is also
job. goals assigned to him.
diminished by lack of equipment, lack of
funds, and insufficient authority. Alternately called motivation

WHAT IS MOTIVATION
- The process of activating behavior, sustaining it, and directing it toward a particular goal.
- Moves people to act and accomplish.
- In the workplace, motivation may be more specifically defined as the set of internal and external forces that cause a
worker or employee to choose a course of action and engage in certain behavior.
As motivation is one of the requisites of performance, a basic understanding of what motivation is and how it facilitates the
achievement of goals would benefit both managers and individual employees
KEY ELEMENTS OF MOTIVATION
Motivation consists of the following elements:

1. Intensity
2. Direction
3. Persistence

INTENSITY DIRECTION PERSISTENCE


Refers to the level of effort Relates to what an individual A dimension of motivation
provided by the employee, in the attempt chooses to do when he is confronted with which measures how long a person can
to achieve the goal assigned to him. a number of possible choices. maintain effort to achieve the
organization’s goals.
Refers to how hard a person tries
to do work.

THEORIES OF MOTIVATION
They may be classified as either (1) content, or (2) process theories.
Content Theories are those that focus on analyzing the wants and needs of an individual. The four better-known content
theories are the following:

1. Hierarchy of Needs Theory of Abraham Maslow


2. ERG Theory of Clayton Alderfer
3. Acquired Needs Theory of David L. McClelland
4. Two-factor Theory of Frederick Herzberg
Process Theories explain how people act in response to the wants and needs that they have, Classified under process
theories are the following:

1. Expectancy Theory of Victor Vroom


2. Equity Theory of J. Stacey Adams
3. Goal Setting Theory of Edwin A, Locke

THE HIERARCHY OF NEEDS THEORY


Abraham Maslow forwarded the idea that human beings possess a hierarchy of five needs (physiological, safety, social esteem, and
self-actualization) such that as each need is substantially satisfied, the next need becomes dominant.

1. Physiological needs – include hunger, thirst, shelter, sex, and other bodily needs
2. Safety needs – include security and protection from physical and emotional harm
3. Social needs – include affection, belongingness, acceptance, and friendship
4. Esteem needs – include internal esteem factors such as self-respect, autonomy, and achievement
5. Self-actualization – the drive to become what one is capable of becoming, which includes growth, achieving one’s
potential, and self-fulfillment

THE ERG THEORY


Developed by Clayton Alderfer, which is confronted by three sets of needs:

1. Existence (€) - refers to needs satisfied by such factors as food, air, water, pay, and working conditions
2. Relatedness (R) – refers to the needs satisfied by meaningful social and interpersonal relationships; and
3. Growth (G) – refers to the needs satisfied by an individual making creative or productive contributions
Alderfer, like Maslow, also believed that individuals progress up the hierarchy of needs as a result of the satisfaction of lower-order
needs. He maintained, however, that if a higher-order need cannot be satisfied, a lower-order need becomes dominant as a
motivating factor.
Alderfer, unlike Maslow, however, more than one need may be activated at the same time.

ACQUIRED NEEDS THEORY


Developed as a result of research made by David McClelland and his associates. Found out that managers are motivated by three
(3) fundamental needs:

1. Need for achievement – refers to the desire to do something better or more efficiently, to solve problems, or to
master complex tasks
2. Need for affiliation – refers to the desire to establish and maintain friendly and warm relations with others; and
3. Need for power – refers to the desire to control others, to influence their behavior, or to be responsible for others.

THE TWO-FACTOR THEORY


Frederick Herzberg developed his two-factor theory that identifies job context as a source of job dissatisfaction and job content as
the source of job satisfaction.

The job context or work setting relates more to the environment in which people work. The factors associated with job context
are called hygiene factors which include the following:

1. Organizational policies
2. Quality of supervision
3. Working conditions
4. Base wage or salary
5. Relationship with peers
6. Relationship with subordinates
7. Status
8. Security
According to this theory, improving any of the hygiene factors will not make people satisfied with their work; it will only prevent
them from being dissatisfied.
The job content relates more to what people actually do in their work. Those that are related to job content are called motivator
factors and they consist of the following:

1. Achievement
2. Recognition
3. Work itself
4. Responsibility
5. Advancement
6. Growth

EXPECTANCY THEORY
Developed by Victor Vroom, this theory sees people as choosing a course of action according to what they anticipate will give them
the greatest rewards.
Motivation is a product of the following factors:

1. Valence – how much one wants a reward


2. Expectancy – one’s estimate of the probability that effort will result in successful performance; and
3. Instrumentality – one’s estimate that performance will result in receiving the reward

EQUITY THEORY
- A theory that individuals compare job inputs and outcomes with those of others and then respond to eliminate
inequities
- Assumes that employees are motivated by a desire to be equitably treated at work.
Inequity leads to the experience of tension, and tension motivates a person to act in a manner to resolve the inequity. The person,
however, will be confronted with any of the two types of inequity:

1. Over rewarded; or
2. Under rewarded
Employees who feel over-rewarded will think there is an imbalance in their relationship with their employer. They will seek to restore
the balance through any of the following:

1. They might work harder


2. They might discount the value of the rewards
3. They could try to convince other employees to ask for more rewards; and
4. They might choose someone else for comparison purposes
When employees feel under-rewarded, they will seek to reduce their feelings of inequity through any of the following:

1. They might lower the quality or quantity of their productivity


2. They could inflate the perceived value of the rewards received
3. They could find someone else to compare themselves
4. They could bargain for more rewards; and
5. They might quit

GOAL SETTING THEORY


- The theory that specific and difficult goals, with feedback lead to higher performance
- Base on the premise that behavior is regulated by values and goals
- A goal is the specific target that an individual is trying to achieve

Findings about goals include the following:

1. Specific goals lead to higher performance than generalized goals


2. Performance generally increases in direct proportion to goal difficulty.
3. For goals to improve performance, they must be accepted by the workers. Acceptance and commitment to goals
happen when workers participate in the setting of goals.
4. Goals are more effective when they are used to evaluate performance.
5. Goals should be linked to feedback

MOTIVATIONAL METHODS AND PROGRAMS


Four motivational methods and programs are considered in this chapter. They are as follows:

1. Motivation through job design


2. Organizational behavior modification
3. Motivation through recognition and pride; and
4. Motivation through financial incentives
MOTIVATION THROUGH JOB DESIGN
One way of motivating employees is to make their job challenging so that the worker who is responsible for it enjoys doing
it. This management activity is called job design, when it is undertaken; some useful benefits will accrue to the organization.

Three concepts are important in designing jobs. They consist of the following:

1. Job enrichment
2. Job characteristics model
3. Job crafting

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