work motivation and in organizational psychology

Definition of motivation, it's types and all theory that explains it .

1. Work Motivation

2. Motivation The inner drive that directs a person’s behavior toward goals. We define motivation as the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

3. Intensity is concerned with how hard a person tries. This is the element most of us focus on when we talk about motivation. Direction is the orientation that benefits the organization. Persistence is a measure of how long a person can maintain his/her effort. Motivated individuals stay with a task long enough to achieve their goal. Key elements of motivation

4. The Motivation Process

5. More money for unexpected medical expenses Need Ask for a raise Work harder to gain a promotion Look for a higher-paying job Steal More money Goal-directed behavior Need Satisfaction

6. Early Theories of Motivation Maslow’s Hierarchy of Needs Theory ERG Theory Theory X and Theory Y Herzberg’s Two-Factor (Motivation-Hygiene) Theory McClelland ’s Theory of Needs (Three Needs Theory)

7. Maslow’s Hierarchy of Needs Physiological needs (hunger, thirst) Safety needs (security, protection) Social needs (sense of belonging, love) Esteem needs (self-esteem, recognition, status) Self-actualization needs (self-development, realization)

8. Basic assumptions Once a need is satisfied, its role declines Needs are complex, with multiple needs acting simultaneously Lower level needs must be satiated before higher level needs are activated

9. ERG Theory A three-level hierarchical need theory of motivation that allows for movement up and down the hierarchy. E xistence Needs R elatedness Needs G rowth Needs

10. ERG Model Individuals have 3 basic needs Existence Relatedness Growth Needs correspond to Maslow’s Hierarchy Models differ in how needs are satisfied

11. ERG Theory Existence Relatedness Growth All needs are operative at one time

12. Theory X Management view that assumes workers generally dislike work and must be forced to do their jobs.

13. Theory Y Management view that assumes workers like to work and under proper conditions, employees will seek responsibility to satisfy social, esteem, and self-actualization needs.

14. Two-factor theory Developed by Frederick Herzberg. Also known as motivation-hygiene theory. Portrays two different factors — hygiene factors and motivator factors — as the primary causes of job dissatisfaction and job satisfaction .

15. Hygiene factors. Sources of job dissatisfaction. Associated with the job context or work setting. Improving hygiene factors prevent people from being dissatisfied but do not contribute to satisfaction .

16. Motivator factors. Sources of job satisfaction. Associated with the job content. Building motivator factors into the job enables people to be satisfied. Absence of motivator factors in the job results in low satisfaction, low motivation, and low performance .

17. Two-Factor Theory of Job Satisfaction

18. McClelland's Theory of Needs Need for Achievement (nAch) The drive to excel Need for Power (nPow) The need to make others behave in a way they would not have behaved otherwise Need for Affiliation (nAff) The desire for friendly and close interpersonal relationships

19. McClelland's High Achievers High achievers prefer jobs with: Personal responsibility Feedback Intermediate degree of risk (50/50) High achievers are not necessarily good managers High nPow and low nAff is related to managerial success

20. Contemporary Theories of Motivation Cognitive Evaluation Theory Goal-Setting Theoy Self-Efficacy Theory Expectancy t heory

21. Cognitive Evaluation Theory A theory which holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling. Extrinsic rewards will reduce intrinsic interest in a task. When people are paid for work, it feels less like something they want to do and more like something they have to do.

22. Cont.…. Introduction of extrinsic rewards for work (pay) that was previously intrinsically rewarding tends to decrease overall motivation Verbal rewards increase intrinsic motivation, while tangible rewards undermine it

23. Goal-Setting Theory Goals increase performance when the goals are: Specific Difficult, but accepted by employees Accompanied by feedback (especially self-generated feedback)

24. Self-Efficacy Theory An individual’s belief that he or she is capable of performing a particular task. The higher your self-efficacy, more confidence you have in your ability to succeed in a task. In difficult situations, people with low self-efficacy are more likely to reduce their effort or give up altogether, while those with high self-efficacy will try harder to master the challenge.

25. 5- 25 Expectancy Theory Three key relationships: Effort-Performance: perceived probability that exerting effort leads to successful performance Performance-Reward: the belief that successful performance leads to desired outcome Rewards-Personal Goals: the attractiveness of organizational outcome (reward) to the individual

26. Expectancy Theory of Motivation 3 leading questions If I give a maximum effort, will it be recognized in my performance appraisal? Yes/no will produce different effect. If I get a good performance appraisal, will it lead to organizational rewards? Yes/no will produce different effect. If I am rewarded, are the rewards ones that I find personally attractive? Yes/no will produce different effect.