Motivation Theory - Assignment
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1) The document discusses several theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's manifest needs theory, equity theory, expectancy theory, goal setting theory, and reinforcement theory. 2) It provides examples of how motivation theories from Western cultures may not apply universally due to cultural differences, such as praising an individual publicly in Japan being seen as inappropriate. 3) Reinforcement schedules and the importance of understanding employee expectations are discussed in the context of applying motivation theories globally. Cultural factors are an important consideration for effective motivation across countries.
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Motivation Theory - Assignment
- 1. Group 3 : Fadhila Rachmawati Ganjar Prabowo Jhon Keliat Steela Maharani William Suhaidir
- 2. Motivation movere To move “Psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal directed.” -Robert Kreitner & Angelo Kinicki-
- 4. Leader
- 7. Tools...
- 8. Abraham Maslow An American Psychologist “when one’s physiological needs are relatively satisfied, then safety needs emerge, and so on up the need hierarchy, once a need is satisfied, it activates the next higher need in the hierarchy until the need for self- actualization is activated (one step at time)”
- 9. Clayton Alderfer An American Psychologist ” after satisfying one category of needs, a person progresses to the next level (satisfaction-progression) and frustration of higher-order needs can influence the desire for lower-order needs (frustration-regretion).” Example : employee may demand higher pay or better benefits when they are dissatisfied with the quality of their interpersonal relationships at work.
- 10. Manifest needs theory of motivation is primarily McClelland’s classification of needs as achievement, power, and affiliation. It is a personality-based approach to motivation. David McClelland A Psychologist How the Needs affected the actions of people from a management content ?? -- Relationship between needs and behavior – “because effective managers must positively influence others, then top managers should have a high need for power coupled with a low need for affiliation”
- 11. The two-factor theory is Herzberg’s classification of needs as hygienes and motivators. Herzberg combines lower-level needs (physiological, safety, social/existence, and relatedness) into one classification he calls hygienes; and higher-level needs (esteem, self-actualization, growth) into one classification he calls motivators. Frederick Herzberg A Psychologist “An organization member who has good supervision, pay and working condition but a tedious and unchallenging task with little chance of advancement would be at zero midpoint. That person would have no dissatisfaction (because of good hygiene factors) and no satisfaction (because of lack motivators).”
- 12. John Stephen Akhwari (1968) Tanzania’s Athlete Summer Olympics in Mexico City “ My country send me 5000 miles not to start the race My country send me 5000 miles to finish the race “
- 13. Process Perspectives On Motivation Process perspectives are concerned with the thought processes by which people decide to act Equity theory Expectancy theory Goal setting theory IS A REWARD ENOUGH?
- 14. focuses on individual perceptions as to how fairly they think they are being treated relative to others. 1. Equity Theory of Motivation • what you think you put into the job Inputs • the rewards you could receive Outputs • how inputs and outputs compare to those of others Comparisons
- 15. Equity Theory of Motivation
- 16. 2. Expectancy Theory of Motivation Work Required A level of performance Final Outcome Expectancy is the belief that a particular level of effort will lead to a particular level of performance Instrumentality is the expectation that successful performance of the task will lead to the desired outcome Valence is the value or importance a worker assigns to the possible outcome or reward To reach Which should lead to People are motivated by how much they want something, and how likely they think they are to get it Victor Vroom (1978)
- 17. T R A 3. Goal Setting Theory A person can be motivated by goals that are specific and challenging, but achievable. (Edwin A.Locke -1968) Create SMART Goals M S SPECIFIC MEASUREABLE ACHIEVABLE REALISTIC TIMELY
- 18. Reinforcement Theory • Is primarily Skinner’s motivation theory: Behavior can be controlled through the use of rewards. • Called behavior modification and operant conditioning
- 21. Reinforcement Schedule • Continuous Reinforcement With a continuous method, each desired behavior is reinforced. • Intermitten Reinforcement the reward is given based on the passage of time or output. When the reward is based on the passage of time, it is called an interval schedule. When it is based on output, it is called a ratio schedule.
- 22. Putting Motivation Theory Together with Motivation Question : D o M o t i v a t i o n T h e o r y A p p l y G l o b a l l y ?
- 23. Hierarchy of Needs, ERG and Two-factor Theory Security Needs Social Needs What is in the TOP of Hierarchy????
- 24. Manifest Needs Theory An American expatriate is transferred to Japan, and attempts to use the same motivational techniques that worked for him in the U.S. One member of his staff has done particularly good work, so in the next staff meeting he decides to single him out for praise. “Tanaka-san has really made an excellent contribution to this project. Everyone, let’s give Tanaka-san a hand.” In the U.S., the employee put in this situation would be beaming, pleased that their efforts were being recognized in a public way. However, the hapless Tanaka-san would be absolutely cringing. Being singled out is extremely uncomfortable for Japanese. This kind of attention to one individual tends to cause rifts in Japanese teams, upsetting their delicate balance. The attempt to motivate becomes demotivating, because it does not fit in well with the culture.
- 25. We are all born with intrinsic motivation, self-esteem, dignity, an eagerness to learn. Our present system of management crushes that all out. Instead of working for the company, people compete with each other. The Japanese are more successful than the U.S. because they live by cooperation, not competition. American firms will have to learn to support each other, rather than continue with the everybody for himself approach. That’s how business should be. The Wall Street Journal - Dr. W. Edwards Deming
- 26. Equity Theory William Suhaidir Jhon Keliat
- 27. Expectation Theory Employee KNOWING YOUR EMPLOYEE EXPECTATION BEFORE HIRED & HELP THEM TO GET THEIR EXPECTATION
- 28. Goal Setting
- 29. Reinforcement Theory Salary Slip (IDR) BasicSalary 7,500,000,00 Position Allowance 700,000,00 Attendance Allowance 1,500,000,00 Bonus on Attendance (22 x 15,000) 330,000,00 Deduction on Attendance(0 x 68,000) 0,00
- 30. Do Motivation Theory Apply Globally? DIFFERENT
Notes de l'éditeur
- Understanding exactly what motivation will help leaders decide what actions to take to encourage their self & subordinates.A person becomes motivated in order to achieve their own personal goals as well as the organizational goals.The more motivated an employee is, the more likely they are to have organizational commitment and identify themselves with the organization and desirable.
- Intrinsic motivation refers to motivation that comes from inside an individual rather than from any external or outside rewards, such as money or grades.An intrinsically motivated person will work on a math equation, for example, because it is enjoyable.Intrinsic motivation does not mean, however, that a person will not seek rewards. It just means that such external rewards are not enough to keep a person motivated.An intrinsically motivated student, for example, may want to get a good grade on an assignment, but if the assignment does not interest that student, the possibility of a good grade is not enough to maintain that student's motivation to put any effort into the project.Job Design-Job Rotation-Job Enrichment
- Maslow, Alderfer, and Herzberg, manifest needs (McClelland) theorists believe people are motivated by their needs.
- So that is the implication of the self-actualization needs, akhwari running not to start the race but to finish the race File video belum di convert to Avi
- As you have seen, content motivation theories focus on what motivates people andprocess motivation theories focus on how and why people are motivated; reinforcementtheory focuses on getting people to do what you want them to do
- A U.S. firm in Mexico learned this difference the hard way. It gave workers a raise to motivatethem to work more hours, but the raise actuallymotivated the employees to work fewerhours. Because they could now make enough money to live and enjoy life (one of theirprimary values) inless time, why should they work more hours? As related to two-factortheory, intrinsic motivation of higher-level needs can be more relevant to wealthy societies than to poor societies.Security is the need to feel safe, to feel assured that they know what is going to happen, to know ahead of time what the plans are. What constitutes Security can be different for different people. Examples of how Security manifests for different people: Having lots of money in the bank Having a planned savings/retirement program Having a secure job Having a house, home and family Having a dependable car Paying off the mortgage or having no debts Having excellent personal and family health, or health insurance that covers any possibility Having life insurance to protect their family Having deep personal faith or personal conviction that they will be OK regardless of what happens in the world Carrying a gun or having a way to protect themselves Knowing their personal family history, or ethnic background Living in a gated/guarded community Living near friends and family. Positive aspects: Whatever makes you feel safe, balanced, grounded, connected, safe, secure, trusting that things will be OK in your life. Negative aspects: Overly cautious, fearful, paralyzed, indecisive, frozen in place, unable to function due to insecurity, retaliation against someone who they believe destroys their sense of Security. How this need affects the workplace: People who have a need for Security will be more deeply affected by sudden changes, unforeseen events, real or perceived threats to their job, their livelihood, or their sense of self. Their fear will keep them from functioning in times of crisis or potentially cause them to react strongly to someone that they feel is threatening their sense of security. People who have a high need for security will be drawn more to working in government or public sector jobs than to entrepreneurial enterprises. People who have a low Security need or have a need for Adventure may welcome change of any kind, while those with a high Security need may react very strongly at even minor changes. A manager who has a need for Adventure with a staff with high Security needs can create havoc and traumatic reactions very quickly. Social needs refers to the need to have relationships with others once physiological and safety needs have been fulfilled. Maslow considered the social stage an important part of psychological development because our relationships with others help reduce emotional concerns such as depression or anxiety. As humans we all have a need to feel loved and accepted by others. Often times we develop connections with others outside our families through social or religious groups, clubs, sports teams, gangs, or fraternities or sororities. If we are not able to make connections with others we make ourselves vulnerable to psychological issues such as loneliness, anxiety, or depression; therefore it is important for social needs to be met in order to maintain emotional stability.
- Cringging = rendah diriHapless = malang