THE MOTIVATION PROCESS MOTIVATION is an inner state that causes an individual to behave in a way that ensures the accomplishment of ...
THE MOTIVATION PROCESS
MOTIVATION is an
inner state that causes an individual to behave in a way that ensures the
accomplishment of some goals.
MOTIVATION explains
why people behave the way they do.
MOTIVATIONAL DRIVES
(Types of
Motivation)
Achievement motivation
- the drive to pursue and attain goals
- the drive to achieve objectives and advance up the ladder of success
Achievement-oriented people:
-work harder when
their supervisors
provide detailed
evaluation of their work
-select others to
work with who are
technically
capable with little regard for
personal feelings
-enjoy getting
things done and move on to
the next
objective
MOTIVATIONAL DRIVES
Affiliation motivation
- the drive to
relate to people on a social basis
Affiliation-motivated people:
-work better if
they are complimented
for their
favorable attitude and
cooperation
-tend to select
friends to surround them
MOTIVATIONAL DRIVES
Competence
motivation
the drive to be good at something,
allowing the
person to perform
high-quality
work
Competence-motivated people:
seek
job mastery, take pride in
developing and
using their problem-
solving skills,
and strive to be creative
when confronted
with obstacles
Competence-motivated people:
are learning
individuals who profit from
their experiences
and continually improve
their skills
are more
responsive to quality-oriented
goals
expect
high-quality work from their
associates
may become
impatient if people working
with them do poor
work
ask, “How well
can I do the job?”
MOTIVATIONAL DRIVES
Power motivation
the drive to
influence people and
change situations
(once the power
is obtained, it may
be used either
constructively or
destructively.)
Power-motivated
people:
wish to create an
impact on the organization and are willing to risks to do so.
make excellent
managers if their drives are for institutional power instead of personal power
POWER
is the ability to influence others and events
Bases/Sources of Power:
personal power
legitimate power
expert power
reward power
coercive power
Personal power
also called referent power, charismatic
power or power of personality
the ability of leaders to develop followers
from the strength of their own
personalities
people follow them because they want to
leaders have the personal magnetism,
an air of confidence, and belief
in
objectives that attract and hold
followers
Legitimate power
also known as position power and
official power
comes from higher authority
gives leaders the power to
control
resources, reward and punish
others
Expert power
authority of knowledge coming from
specialized learning
the power arising from a
person’s
knowledge of and information
about
a complex situation
it depends on education,
training and
experience
Reward power
the capacity to control and
items that are valued by others
it arises from an individual’s
ability to
give pay raises, recommend
someone
for promotion or transfer
Coercive power
the capacity to punish another
uses fear as a motivator, a very
powerful force in inducing
action
managers with coercive power can
threaten an employee’s security
Human Needs
Types:
•
primary
needs
-
basic physical needs
•
secondary
needs
-
social and psychological
needs
MASLOW’S
HIERARCHY OF NEEDS
HIERARCHY OF NEEDS
·
Self-Actualization
and fulfillment
·
Esteem
and status
·
Belonging
and Social
·
Safety
and Security
·
Physiological
Needs
Herzberg’s
Two-Factor Model
Motivational Factors
Work itself
Achievement
Possibility of growth
Responsibility
Advancement
Recognition
Status
Maintenance Factors
Relations with supervisors
Peer relations
Relations with subordinates
Quality of supervision
Company policy and
administration
Job security
Working conditions
Pay
ALDERFER’S
E-R-G MODEL
Growth
Relatedness
Existence
STRATEGIES FOR MOTIVATING PEOPLE
§ MANAGERIAL COMMUNICATION
§
Perhaps
the most basic motivation strategy for school managers is simply to communicate
with your teachers.
§ THEORY X - THEORY Y
§
Another
strategy a manager can use in motivating teachers involves the assumptions he
or she possesses about the nature of people.
Theory X Assumptions
§ Work is inherently distasteful to most
people.
§ Most people are not ambitious, have little
desire for responsibility and prefer to be directed.
§ Most people have little capacity to
creativity, in solving organizational problems.
§ Motivation occurs only at the physiological
and safety levels.
Theory Y Assumptions
§ Work is as natural as play if the conditions
are favorable.
§ Self-control is often indispensable in
achieving organizational goals.
§ The capacity for creativity in solving
organizational problems is widely distributed in the population.
§ Motivation occurs at the social, esteem and
self-actualization levels, as well as physiological and security levels.
JOB DESIGN
§
To
motivate organization members relates to the design of jobs organization
members perform.
–
Job Rotation
entails moving individuals from job to job or not requiring individuals to
perform only one specialized job over the long run.
–
Job
Enlargement advocates that jobs become more satisfying as the number of
operations a worker performs increases.
BEHAVIOR MODIFICATION
§
Focuses
on encouraging appropriate behavior as a result of the consequences of that
behavior.
§
Giving
different levels of rewards depending on the quality of performance.
§
Telling
workers what they are doing is wrong.
§
Punishing
workers privately.
§
Always
giving rewards and punishments when earned.
CHARACTERISTICS OF PEAK PERFORMANCE
§ Planning for Change.
§ Educational Foundation.
§ Risk-Taking Toward Innovation.
§ Feedback and Course Correction.
§ Objectives and Goals.
§ Results and Recognition.
§ Motivation Through Mission.
§ Reinforcing Personal Alignment.
§ Self-Management Through Self-Mastery
Management Level
