5.0 MOTIVATION
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1 Goals and Motivation in the
Workplace
• Developing goals, formulating strategies and activities for
the success of the organisation is fundamental and
necessary.
• Motivation is then a requirement.
• The individual and the group requires generally suitable
work, equipment, systems, rewards and management, at a
minimum, to be motivated.
• Many organisation do not have these fundamentals,
therefore it is left to the individual to be self-motivated or
to management to encourage motivation of the work force.
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2 Jobs that Demotivate
Why should un-enriched, repetitive jobs be
demoralising?
• The specialised, repetitive job becomes
• Monotonous, leading to
• Boredom, leading to
• Dissatisfaction, leading to
• Low morale, leading to:
• Reduced performance.
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3 Motivating via the Job
Apply “Job Analysis” to change the work structure to avoid boredom.
1. Job Enlargement.
The horizontal expansion of a job: an increase in job scope and diversity
by increasing the number of tasks an individual performs.
2. Job Enrichment.
The vertical expansion of a job by adding planning and evaluating
responsibilities. This increases job depth and greater control over the
work.
3. Job Rotation.
One the vertical, refers to promotions and demotions; the other, horizontal
rotation or lateral transfer, refers to time on a job then eventual rotation
to another job. Training is required with diversification and multi-
skilling the outcome.
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4 Motivating via “Job Design.”
Personal and work outcomes.
High internal work motivation. High-quality work performance.
High satisfaction with the work. Low absenteeism and turnover.
Core job dimensions Critical psychological states
• Skill variety • Experienced meaningfulness of
• Task identity the work.
• Task significance • Experienced responsibility for
• Autonomy outcomes of the work.
• Feedback • Knowledge of the actual results
of the work activities.
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5 Motivation
• Motivation only works if there is a need to
be satisfied. Therefore motivation is
stimulated by either satisfying or
withholding a need.
• Motivation is the behaviour resulting from
the desire to satisfy a need.
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6 Simple Theory of Motivation
If there is need there will be motivation towards a
goal and hence the pursuit of satisfaction of that
need.
But – motivation will only take place if:
1. The effort put in has to be seen to be sufficient to
accomplish the task.
2. Accomplishing the task must lead to a satisfaction
of that need.
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7 Theories of Motivation
The basis of motivation – satisfaction of human needs and goals.
Content theories: focus on the needs in the individual that are likely to respond to
potential motivators.
• Maslow’s hierarchy of needs.
• McGregor’s theory X and theory Y.
• Alderfer’s ERG theory.
• Herzberg’s two factor theory
• McClelland’s needs theory.
Process theories: focus on the choices people make as to whether or not a
particular behaviour will achieve their ends.
• Equity theory
• Expectancy theory
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8 Maslow’s Hierarchy of Needs
1. Physiological: basic need for food, water, shelter.
2. Safety: physical safety and security, protection
from emotional harm
3. Social: love and affection, acceptance, sense of
belonging
4. Esteem: self respect, sense of achievement, status
and recognition
5. Self-actualisation: fulfilment through achieving
own potential and personal growth.
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9 McGregor’s Theory X and Y
McGregor proposed two views of the nature of
human beings. He concluded that the behaviour of
managers towards subordinates is based on a
group of assumptions.
1.Theory X. The assumption that employees dislike
work, are lazy, seek to avoid responsibility and
must be coerced to perform.
2. Theory Y. The assumption that employees are
creative, seek responsibility and can exercise self-
direction. 10
10 Alderfer’s ERG Theory
A modification of Maslow’s theory-with only
(3) levels of need.
Existence need: concerned with sustaining
our existence and survival
Relatedness need: concerned with our
relationship to the social environment
Growth need: concerned with the
development of our potential
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11 McClelland’s Need Theory
Recognises three needs in people in organisation.
1. The need for achievement: to succeed in a particular area and in
relation to a set of standards.
2. The need for power: the need to make a difference to situations or
people, to control and have a recognised influence
3. The need for affiliation: the desire for longing, the need for close
interpersonal relationships
To motivate:
• For achievement: give responsibility, feedback, opportunity to
succeed.
• For power: to be in charge, make decisions, compete, have status
• For affiliation: offer work co-operatives not competition, effective
relationships.
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12 Herzberg’s Motivation –
Hygiene theory.
Motivators Hygiene Factors
Achievement Policy & administration
Recognition Supervision
The work Salary
Responsibility Interrelationships
Advancement Working conditions
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13 Adams Equity Theory
• Employees assess whether or not the
rewards given for their work are fair. This is
done in comparison with others they see as
being similar to themselves in terms of
education, experience, background or
position.
• If viewed as unfair, they will adjust the
situation to restore equity.
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14 Reinforcement Theory
Four methods of shaping behaviour:
1. Positive reinforcement: When a desirable behaviour is
followed by a reward or something perceived to be pleasant.
(praise,pay,time-off,status).
2. Negative reinforcement: When a desirable behaviour is
followed by the discontinuation or withdrawal of something
unpleasant.(something negative is removed)
3. Punishment: When undesirable behaviour is followed by an
undesirable or unpleasant consequence. (demotion, removed
privileges,reprimands)
4. Extinction or absence of reinforcement: When the
reinforcement which has been maintaining a behaviour is
withdrawn/discontinued. There isn’t any response, neither
positive nor negative. The behaviour us ignored.
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15 Motivational Strategies in the
Workplace
As they might apply to:
• The individual
• Type of work
• Workplace conditions
• Management
• Type of production
• Compensation and reward systems
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16 Facets of Job Satisfaction
1. The work: responsibility, interest and growth
2. Quality of supervision: technical help and social
support
3. Relationships with co-workers: social harmony and
respect
4. Promotion opportunities: chances for advancement
5. Pay: adequate and perceived equity with others
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