Motivation Definition
It is the process of stimulating people to actions to accomplish the goals.
Motivation Process
- 1. A felt need or drive
- 2. A stimulus in which needs have to be aroused
- 3. When needs are satisfied, the satisfaction or accomplishment of goals
People’s Performance Aspects
- The person’s previous experience in the position or task
- Appropriate management styles
- Tools to get the job done
- Degree of collaboration of colleagues
- Business climate
- Motivation
Motivation Types
Extrinsic —> money, awards, praise, prestige, bonuses
Intrinsic —> learning, capacity development, autonomy
Transcendent —> Professional development of others, satisfaction of the clients
Motivation Theories
- Content theories: Focus on that motivates people: People adopt behaviours to meet their needs
o Maslow (hierarchy of needs)
o Herzberg (two factor)
o McClelland (needs)
o Kotter (change management)
- Process theories: They primarily relate to how desires, and especially the expectations of reward and the results obtained, influence behaviour and subsequent levels of motivation
o Adams (equality)
o Skinner (reinforcement)
o Vroom (expectations)
Maslow’s Hierarchy of Needs Theory
o 1. Physiological
o 2. Safety
o 3. Social (belonging and love)
o 4. Self-Esteem
o 5. Self actualization
Herzberg: Two-Factor Theory
Hygiene factors
Motivating factors
Adams: Equality theory
- People who work in a company compare their performance and the rewards they receive with those of others
- Employees want equal treatment and equal pay
Vroom: Expectancy theory
- People make a choice to perform in a particular manner depending on their expectation that the performance will be followed by a definite outcome and on the appeal of the outcome to the individual
- The motivating force (MF) is the product of three factors:
o 1. Likelihood of obtaining an outcome (Expectancy)
o 2. Likelihood of obtaining a reward for the outcome (Instrumentality)
o 3. Value of the reward (Valence)
- Consequences
o Managers must propose achievable goals (this is how expectations are acted upon)
o These goals and what is received for them must matter to the collaborator (this is how the valences are acted)
Lopez: Three dimensions of motivation
o 1. Not be an obstacle for people to act for transcendent motivation when they want to do so
o 2. Instruct people about the real value of their actions; teach them to value the consequences of their actions for others
o 3. Set an example. Acting for transcendent motivation.
Kotter: Change management
- Unfreezing the status quo
o 1. Create a sense of urgency
o 2. Build a guiding coalition
o 3. Form a strategic vision and initiatives
o 4. Enlist a volunteer army
- Introduction of new behaviour patterns
o 5. Enable action by removing barriers
o 6. Generate short-term wins
- Anchor change in corporate culture
o 7. Sustain acceleration
o 8. Institute change
Reasons for Loss of Motivation
- Value mismatch
- Lack of self-efficacy
- Disruptive emotions (negative emotions such as anxiety, anger, or depression)
- Attribution errors
Common motivating tools
- Fixed Salary
- Variable Pay
- Pay in kind
- Pension plans
- Stock options
- Status
- Training
- Career Plan
Last changeda month ago