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Chapter 07 - Motivation Concepts-INS

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18 views15 pages

Chapter 07 - Motivation Concepts-INS

Uploaded by

Radhika Kapoor
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 PPTX, PDF, TXT or read online on Scribd
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INDIVIDUAL

MOTIVATION CONCEPTS
Chapter 07
Motivation
 Motivation is internal process that makes individual to move
toward goal.
 The processes that account for an individual’s intensity,
direction, and persistence of effort toward attaining a goal.
 Based on three elements:
 Intensity: The amount of effort put forth to meet the goal.

 Direction: Efforts are channeled toward organizational goals. [Benefits


Organization]
 Persistence: How long the effort is maintained.
Types of Motivation

 Intrinsic Motivation: Derived from within individual.


 i.e. Recognition, praise etc

 Extrinsic Motivation: Comes from outside the person.


 i.e. Pay check, fear of punishment etc
EARLY THEORIES OF MOTIVATION
Hierarchy of Needs: [Abram Maslow]
 Humans are motivated to achieve certain needs if first order needs are fulfilled.

Assumption:
• Individuals cannot
High Order move to next level
Needs needs until the
needs at current
are satisfied.

Homeless Person
Lower Order cannot move to
Needs next level?
Two Factor Theory [Frederick Herzberg]

HYGIENE FACTORS No Dissatisfaction Dissatisfaction

Factors that are common in job setting. [Extrinsic Factors]


i.e. Company Policy, Working Conditions, Supervision, Salary, Security

MOTIVATOR FACTORS Satisfaction No Satisfaction

Recognition, Achievement, Growth, Work itself, Responsibility, Advancement.


[Intrinsic Factors]
Goal Setting Theory

Theory given by Edward Locke in 1960’s.


 It states that specific and challenging goals along with appropriate
feedback contribute to higher and better task performance.
 Goals indicate and give direction to an employee about what needs to be done
and how much efforts are required to be put in.
3
2
1
OTHER CONTEMPORARY THEORIES OF
MOTIVATION
Self Efficacy Theory
Also known as Social Cognitive Theory or Social Learning Theory.
 Self Efficacy refers to individuals belief that he or she is capable of
performing a task.
 Higher the Self Efficacy  The more confidence you have in your ability to succeed.
 They will try harder to Master the Challenge.
 Lower the Self Efficacy  The more like to lessen their efforts or give up altogether.

 High and Low Self Efficacy Individuals:


 Respond to negative feedback with increased effort and motivation.
 While those low in self efficacy are likely to lessen their effort after negative feedback.
Joint Effects of Goals and Self Efficacy on Performance
Increasing Self Efficacy in Yourself and Others

Researchers [Bandura] have proposed four ways:

1. Enactive Mastery:
 Creating a situation in which people can experience a “Small Win”

2. Vicarious Modeling [Learning Through Observation]


 Become more confident, when you see someone else doing the task.
 You see yourself similar to person doing a task.

3. Verbal Persuasion
 Become more confident because someone convince you “You have the skills necessary to
be successful” [Motivational Speaker use this tactics]

4. Psychological or Emotional Arousal


 If your heart is beating faster, and legs shaking you will be less confident.
 Relaxation Techniques are used: Anxiety-reducing techniques, meditation etc..
Influencing Self Efficacy in Others

 Pygmalion effect: a term based on a Greek myth about a sculptor (Pygmalion) who
fell in love with a statue he carved.
 The Pygmalion effect is a form of self-fulfilling prophecy in which believing something can make it true.

 Training programs often make use of enactive mastery by having people practice and
build their skills.
Reinforcement Theory of Motivation B.F SKINNER

 Individuals behavior is function of its’ Consequences


 Based on “law of effect”
 Behavior with positive consequences tends to be repeated.
 Behavior with negative consequences tends not to be repeated.

 This theory ignores the inner state of individual and concentrates solely on
what happens when he or she takes some action.
 Human learn to behave  To get something they want or to avoid they don’t
want.

For Example: Praise feels good, so people tend to do things that get them praised.
Operant Conditioning Techniques

1. Positive Reinforcement
 Increasing a behavior by administering a reward.
 For Example: Immediately praising an employee for coming early for job.

2. Negative Reinforcement
 Increasing a behavior by removing an aversive stimulus when a behavior occurs.
 For Example: An employee who commutes from a long distances wraps up a few projects faster
than desired;
 But, when he is told by the manager to take the projects home for a couple of days and complete
them, it stimulates him/her to work as expected.

3. Punishment
 Imposing negative consequences or removing positive consequences with view to end undesired behavior.

4. Extinction
 With hold positive reinforcement.
 For Example: i.e. If an employee no longer receives praise and admiration for his good work, he may feel that
his behaviour is generating no fruitful consequence.
Expectancy Theory
EQUITY THEORY

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