Motivational Theories
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Determinants of behavior, motivated by the desire to satisfy specific needs Basic needs - physiological (survival), security, safety Higher human needs (motivators) - self-esteem, self-actualization, job enrichment
Maslow’s hierarchy of needs
Motivation and maintenance approach: Maintenance factors (satisfy/dissatisfy) - If present and perceived as good - satisfy - Can prevent motivation from occurring - Fair wage, benefits, schedule, working conditions Motivators - call forth energy and enthusiasm, job enrichment - Achievement, personal accomplishment, recognition, responsibility, opportunity for growth and advancement
Herzberg’s two factor theory
Theory suggest all people have three needs: the need to achieve, need for power, and a need for affiliation
McClellands achievement -power-affiliation theory
Theories in which attitude of manager toward employees has an impact on job performance
McGregor’s Theory X and Y
People inherently dislike work and will avoid it if possible; authoritarian, work centered; workers prefer to be controlled and directed by pressure; motivation through fear; negative; autocratic
Theory X
Work is as natural as play or rest; management should arrange conditions so workers can achieve goals by directing own efforts; positive; participative
Theory Y
If you involve people in the process , they become more productive due to special attention from supervision; work breaks Placebo - special attention improves behavior
Hawthorne studies
Rewards serve as motivators only under certain circumstances; employees must believe that effective performance leads to certain rewards; must find rewards offered attractive
Expectancy theory - Beer, Vroom
Focuses on leader’s effect on employee’s motivation to perform; Motivation to behave in a particular manner is the result of an expectation that a behavior will result in a particular goal and how strongly a person desires the goal
Path-goal theory - Evans, House
Leadership styles listed in decreasing order of control
(Most control) • Autocratic - demands obedience • consultative - asks for input, but makes final decision alone*** • Bureaucratic - by the book, follows procedures to the letter • Participative - emerging trend in management. Encourage workers to participate in decision making. Uses quality circles of employees who meet regularly to identify and solve problems (sharing power with team) • Free rein (laissez-faire)
Plots leader’s concern for people (employees) vs their concern for production
Leadership grid - Blake, Mouton, McCanse Scale: 1 is low concern, 9 is high management Impoverished management - Exert minimum effort to get work done (1,1) Country club - focus is people (1,9) Authority, obedience - focus is production (9,1) Team management - high concern for both (9,9)
Four basic systems of organizational leadership: a. exploitative, autocratic - job centered b. benevolent, autocratic - job centered c. consultative - employee centered d. participative - employee centered Participative most effective. Employees work under general supervision. Employee oriented; decision-making spread evenly throughout the organization. Full involvement of employees in setting goals making job-related decisions
Likert - Management of conflict
Peter principle
Promoting someone to a level of incompetence