2. What is Motivation?
The extent to which an individual is engaged by the
work role he or she occupies.
Theories of motivation suggest that motivated
behavior occurs either because work fulfills
psychological needs or because of more rational
decision making processes where they appear to be a
clear connection between effort and performance
and performance and value outcomes.
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3. Motivation
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A person’s behavior is the result of several
factors or motives.
A typical primary motivators of behavior in a
work settings can help managers and
consultants to deal more effectively with
people.
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4. Motivation
Murray (1938) developed a long list of human
motives and his work inspired further studies.
McClelland, Atkinson, Clark and Lowell (1953)
suggested three importance motives (achievement,
affiliation and power) and elaborate methods for
measuring them.
McClellend subsequently demonstrated the
importance of the achievement motives for
entrepreneurship and marketing and power as a
motivation in management.
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5. Basic Psychological Needs
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Although McClelland’s study of achievement and
affiliation motives showed them to be rather simple
variables, he found the power motive to be complex
one.
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6. The role of Power as a Motive
According to him the desire (McClelland’s, 1975), the
desire for power contains three different elements:
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the need to control others (personalized power)
the need to make an impact on others
and the need to use power to do something for other
people and groups.
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7. The Role of Power as a Motive
It is helpful to make clear distinctions between these
three. Control seems to focus on
keeping track of developments according to the agreed plan
and on being informed about how things are going.
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8. Dependence as a Motive
Another motive that is relevant for the OB is
dependence.
Although it has been generally been regarded as a
negative force, Mcgregor (1996) recognized the positive
values of dependence in management.
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9. Types of Motives
Kraur (1985) described the six primary needs or
motives, which are relevant for the understanding the
behaviour of people in organizations.These are as
follows and called the primary needs or motives.
Achievement: Characterized by the concern for
excellence, competition with the standards of excellence
set by others or oneself.
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10. Types of Motives
Affiliation: Characterized by a concern for establishing
and maintain the close, personal relationships, by values
on friendship and the tendency to express ones
emotions.
Influence: Characterized by a concern to make an
impact on others, a desire to make people do what one
thinks is right, and a urge to change matters and (develop)
people.
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11. Types of Motives
Control: Characterized by concern for orderliness, a
desire to remain informed, and an urge to monitor and
take corrective action when needed.
Extension: Characterized by concern for others,
interest in superordinate goals and an urge to be relevant
and useful to large groups, including society.
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12. Types of Motives
Dependence: Characterized by a desire for help for
other’s in one’s own self development, checking with
significant others (those who are more
knowledgeable or have higher status, experts, close
associates etc).
Submitting ideas or proposals for approval, having an
urge to maintain an ‘approval’ relationship.
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13. Explaining these motives
All these motives we have discussed before can be used
to explain the behavior of people in organizations.
However each of these motives can have two dimensions:
approach and avoidance.
For example; the hope of success versus fear of failure
(approach vs. avoidance) was the most important
intervening variable in explaining who benefitted from
achievement motivation training program as measured by
an increase in entrepreneurial activity.
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14. Approach and Avoidance aspects of Motives
Motive
Approach
(Hope of)
Avoidance
(Fear of)
Achievement
Success
Failure
Expert Influence
Impact
Impotence
Control
Order
Chaos
Extension
Relevance
Irrelevance
Dependence
Growth
Loneliness
Affiliation
Inclusion
Exclusion
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15. Needs at Work
Motivational theories can be divided into two categories,
termed content and process.
Content theories assumes that all individuals possess the
same set of needs.
Deci and Ryan (2000) have need constructs at the heart
of their ‘self determination theory’ which explores the
way individuals with little status or power fulfill
psychological needs.
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16. Needs at Work
These authors posit three basic needs:
all of which appeared in Murray’s original list,
needs for competence,
relatedness (the desire to feel close to others), and
autonomy
(the desire to be self-organized and pursue activities
which resonate with one’s sense of self.)
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17. Content Theories of Motives
Content theories are based on the assumption that we
can attribute a similar set of needs to all individuals.
Abraham Maslow (1954) outlined what is perhaps the
most influential of the content theories.
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18. Maslow’s Believe on Motives
1.
Maslow believed that human needs are instinctive in
nature and have their basic in biogenetic and
evolutionary heritage.
2.
Motivation was largely an unconscious process. We are
largely not aware of what motivates us and would find
it difficult to describe our motivation in any straight
forward way, such as by completing a questionnaire.
3.
Then the hierarchy of needs. His argument was that
once we satisfy needs at one level in the hierarchy, its
impact on our behaviour diminishes.
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19. Maslow’s Hierarchy of Needs
Self-actualization needs
Needs to develop one’s full potential
Psychological growth
Self-esteem needs
Need for recognition and a belief in oneself
Higher-order needs
Social needs
Need for satisfactory and supportive
relationships with others
Security needs
Need for safety and freedom from fear
Deficiency needs
Physiological needs
Needs for food, warmth, clothing, and
shelter
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20. Process Theories
What all process theories have in common is an
emphasis on the role of cognitive process in determining
his or her level of motivation.
One major process theory -equity theory- explores the
impact of feeling poorly rewarded or indeed the opposite
feeling, too well rewarded, on our behaviour at work
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