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Midterm Lesson 1 (HBO)

The document discusses the importance of motivation in job performance, highlighting the conditions necessary for effective performance: capacity, opportunity, and willingness. It outlines key elements of motivation, various theories including content and process theories, and specific theories such as Maslow's Hierarchy of Needs and Expectancy Theory. Additionally, it addresses motivational methods and programs aimed at enhancing employee performance in the workplace.

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11 views4 pages

Midterm Lesson 1 (HBO)

The document discusses the importance of motivation in job performance, highlighting the conditions necessary for effective performance: capacity, opportunity, and willingness. It outlines key elements of motivation, various theories including content and process theories, and specific theories such as Maslow's Hierarchy of Needs and Expectancy Theory. Additionally, it addresses motivational methods and programs aimed at enhancing employee performance in the workplace.

Uploaded by

ma.pauline.dacanay
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 DOCX, PDF, TXT or read online on Scribd
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LESSON 1

Motivation
- Job performance is a given requirement in any organization.
- It is possible, however, if the following conditions are met:
a. capacity to perform – relates to the degree to which the employee possesses
skills, abilities, knowledge and experiences relevant to his job.
b. opportunity to perform – will depend on the work environment provided to
the employee.
c. willingness to perform – relates to the degree in which an employee desires
and is willing to exert effort to achieve the goals assigned to him.
- People behave differently and one of the reasons is that they are motivated differently.
- It is defined as the process of activating behavior sustaining it, and directing it toward a
particular goal.
- Moves people to act and accomplish.
- It is a set of internal and external forces that cause a worker or employee to choose a
course of action and engage in a certain behavior.

Key Elements of Motivation


1. Intensity – the level of effort provided by the employee in the attempt to achieve the
goal assigned to him.
2. Direction – relates to what an individual chooses to do when he is confronted with a
number of possible choices.
3. Persistence – dimension of motivation which measures how long a person can maintain
effort to achieve the organization’s goals.

Theories of Motivation
- There are various theories related to motivation, they may be classified either:
a. Content
b. Process Theories

Content Theories
- Focus on analyzing the wants and needs of an individual.
1. The Hierarchy of Needs Theory of Abraham Maslow
2. ERG Theory of Clayton Alderfer
3. Acquired Needs Theory of David MacClelland
4. Two-Factor Theory of Frederick Herzberg

The Hierarchy of Needs Theory


- Forwarded the idea that human being possesses a hierarchy of five needs:
1. Physiological Needs – hunger, thirst, shelter, sex, and other bodily needs. (Basic Needs)
2. Safety Needs – security and protection from physical and emotional harm.
3. Social Needs – affection, belongingness, acceptance and friendship.
4. Esteem Needs – 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.

The ERG Theory


- A need hierarchy theory of motivation.
- Related with hierarchy of needs theory.
- Clayton believed that in motivating people, we are confronted by three sets of needs:
1. Existence – needs satisfied by food, air, water, pay and working conditions.
2. Relatedness – needs satisfied by meaningful social and interpersonal relationships.
3. Growth – needs satisfied by an individual making creative or productive contributions.

Acquired Needs Theory


- Developed as a result of a research.
- Managers are motivated by three fundamentals needs:
1. Need of Achievement – desire to do something better or more efficiently; to solve
problems or to master complex tasks.
2. Need of Affiliation – desire to establish and maintain friendly and warm relations with
others.
3. Need of Power – desire to control others, to influence their behavior, or to be
responsible for others.

Two-Factor Theory
- Identifies job context as a source of job dissatisfaction and job content as a source of job
satisfaction.
- Job context or work setting relates more to the environment in which people work.
- Factors associated with job context are called hygiene factors:
1. Organizational Policies
2. Quality Supervision
3. Working Conditions
4. Base Wage or Salary
5. Relationship with Peers
6. Relationship with Subordinates
7. Status
8. Security

- Job content relates more to what people actually do in their work.


- Related to job content are called motivator factors:
1. Achievement
2. Recognition
3. Work
4. Responsibility
5. Advancement
6. Growth

Process Theories
- People act in response to the wants and needs that they have.
1. Expectancy Theory of Victor Vroom
2. Equity Theory of J Stacey Adam
3. Goal Setting Theory of Edwin A. Locke

Expectancy 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:
1. Valence – how much one wants a reward.
2. Expectancy – one’s estimate of the probability that effort will result in successful
performance.
3. Instrumentality – one’s estimate that performance will result in receiving the reward.

Equity Theory
- Theory that individuals compare job inputs and outcomes with those of others and then
respond to eliminate inequities.
- Employees are motivated by a desire to be equitably treated at work.
- Employees who feel over rewarded will think there is an imbalance in their relationship
with their employer.
- Seek to restore balance through:
1. Work Harder
2. Discount the Value of the Rewards
3. Convince other Employees to Ask for more Rewards
4. Choose Someone Else for Comparison Purposes

Goal Setting Theory


- Specific and difficult goals, with feedback lead to higher performance.
- Based on the premise that behavior is regulated by values and goals.
- Goal is the specific target that an individual is trying to achieve.
- Developed comprehensive framework linking goals to performance.
1. Specific Goals Lead to a Higher Performance that 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
4. Goals are More Effective when they are used to Evaluate Performance
5. Goals should be Linked to Feedback

Motivational Methods and Programs


- Normal for employees to want their employees to do their best in the workplace.
- Four motivational methods and programs considered:
1. Motivation through Job Design
2. Organizational Behavior Modification
3. Motivation through Recognition and Pride
4. Motivation through

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