Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-2 The Motivation Process – Defining Motivation Motivation: is the inner state that causes an individual to behave in a way that ensures the accomplishment of some goals. Manager understand members’ behavior Manager is able to influence members’ behavior Accomplish Organizational Objectives MotivationInfluence Behavior ↑Productivity Reach Org Goals

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-3 The Motivation Process Types of motivation theories: 1. Process theories of motivation: explains how individuals are motivated (steps when an individual is motivated) 2. Content theories of motivation: explains people’s internal characteristics (people’s needs and how they can be satisfied) We will focus & study the “Content theories of motivation”.

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-4 Content Theories of Motivation: Human Needs Most people have strong needs for self-respect, respect from others, promotion, and psychological growth. It is impossible to identify all human needs. Some theories help managers to better understand human needs, such as: 1. Maslow’s Hierarchy of Needs 2. Alderfer’s ERG Theory 3. Argyris’s Maturity-Immaturity Continuum 4. McClelland’s Acquired Needs Theory

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-5 Content Theories of Motivation: Maslow’s Hierarchy of Needs Maslow’s Hierarchy of Needs: Physiological needs (Explain?) Security needs (Explain?) Social needs (Explain?) Esteem needs (Explain?) Self-actualization needs (Explain?)

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-6 The Motivation Process

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-7 Content Theories of Motivation: Maslow’s Hierarchy of Needs Maslow’s Hierarchy of Needs: Developed by Abraham Maslow. Most widely accepted theory / popular. States that human beings possess(have) five basic needs. These needs are arranged in a hierarchy of importance “the order in which people strive(try) to satisfy”. The theory has no research base → the arrangement of needs is questionable

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-8 Content Theories of Motivation: McClelland’s Acquired Needs Theory McClelland’s Acquired Needs Theory: 1. Need for achievement (nAch) (Explain?) 2. Need for power (nPower) (Explain?) 3. Need for affiliation (nAff) (Explain?) This theory focuses on the needs that people acquire through their life experiences. The individual’s early life experiences determine which of these needs will be highly developed, therefore dominate the personality.

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17-9 Motivating Organization Members Strategies for Motivating Organization Members:  Managerial Communication  Theory X–Theory Y  Job Design  Behavioral modification  Likert’s Management Systems  Monetary incentives  Nonmonetary incentives Each strategy is aimed at satisfying subordinates’ needs (mentioned previously) through appropriate organizational behavior. Most managers combine some of these strategies to be more effective, because no single strategy will always be the best.

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Strategies for Motivating Organization Members Managerial Communication: To communicate well & often with organization members is the most basic motivation strategy. Why? Because effective manager-subordinate communication can satisfy basic human needs (e.g. recognition, sense of belonging, security…etc) (beside that communication is the primary means of conducting organizational activities) Example 1: if a manager tries to be know better about the subordinates. Example 2: a praising message to a subordinate for a job well done

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Strategies for Motivating Organization Members Theory X –Theory Y: Theory X: Negative (bad) assumptions about people (e.g. assume that they dislike work, and will avoid it whenever they can). Managers often use it. Theory Y: Positive (good) assumption about people (e.g. assume that they have self-direction, and self-control in meeting their objectives). Managers should strive (try their best) to use it. Why? Because it is more successful in satisfying the human needs of most organizational members. Therefore, more motivational

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Strategies for Motivating Organization Members Theory X –Theory Y: Production might be increase by using either Theory X or Theory Y depending on the situation a manager faces. Theory Z: An effectiveness dimension It implies that managers who use either Theory X or Theory Y can be successful, depending on their situation

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Strategies for Motivating Organization Members Likert’s Management Systems System 1—Lack of confidence or trust (in subordinates) System 2—Condescending confidence and trust System 3—Substantial confidence System 4—Complete trust and confidence

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Likert’s Management Systems System 1System 2System 3System 4 Confidence & Trust Lack (NO)Condescending (master-to-servant) Substation (but not complete) Complete Discussing Jobs with Superiors Not free to discuss Fairly freeCompletely free Motivation By fear, threat, punishments, and occasional rewards By rewards, and actual or potential punishment Rewards, occasional punishment, and some involvement Economic rewards based on compensation system, developed through participation & involvement in goal sitting Information Flow Downward Upward & downwardUpward, downward, & horizontally Decision Making At top of the organization - Policies: at top of the organization - Decisions within a prescribed framework: at lower levels - Broad policies & general decisions: at top of the organization - Specific decisions: at lower levels Spread widely throughout the organization, and is well coordinated