Theories of Motivation Comparison and Analysis

Theories of Motivation Comparison and AnalysisMost contemporary theories recognize that penury begins with individual ask. Needs be deficiencies that energize or trigger behaviors to satisfy those needs. At some point in your life, you might save a strong need for food and shelter. At opposite tomes, your tender needs may be unfulfilled. Unfulfilled needs create atension that discombobulates you indigence to find ways to reduce or satisfy those needs. The stronger your needs, the more motivated you be to satisfy them. Conversely, a satisfied need does not motivate. In this section, we leave al angiotensin converting enzyme look at the four content theories of motivation that decree organizational thinking todayMaslows possibleness According to Maslow, human needs from hierarchy, starting at the bottom with the physiological needs and reaching to the spiritedest needs of egotism actualization.He says when one set of needs ar satisfied, then they try to full fill the n ext need from hierarchy.physiological needs these ar the prefatory necessities of human life like food, clothing, shelter etc.He says until these needs are satisfied to the required take aim , man does not aim for the satisfaction of next higher(prenominal) level needs.As for a organization is concerned these needs include basic needs like pay, allowance, incentives and benefits credentials safety needs these refer to the needs to be free of physical danger or the feeling of loss of food , mull or shelter these needs as far as organization is concerned include conformity, security plans, membership in union, severance pay etc.Social needs physiological and security needs are satisfied these genial needs begin occupying the mind of man. This is exactly why he looks for the association of other human beings and strives hard to be accepted b its group social needs at bestow place include human relations, formal and informal lop group.Esteem needs these needs are function, prest ige, status and egotism confidence. Every man has a feeling of importance and he wants others to regard him highly. These needs pass people aim high and make them achieve something great. These needs for employees include staus symbol, awards, promotions, titles etc.Self actualization this is the highest need in hierarchy. This refers to the rely to become what one is capable of becoming. Man tries to maximize his potential drop and accomplish something, when these needs are activated in him.As said earlier the individuals processed from physiological needs to safety needs and so on and so forth only when each need is satisfied. If any need is not satisfied, the individual sticks to that need and strives to fulfill that need.MASLOWS HIERARCHYHerzberg theory(1959)Maslows theory has been modified by herzberg and he called it two factor theory of motivation. According to him the first groups of needs are things such as company policy and administration, supervision, working conditi ons, inter soulfulnessal relations, wages, status, business organization security and personal life. Herzberg called this factor as dissatisfiers and not motivators. These are also refered to as hygiene factors.Maintenance factors or dissatisfiers motivation factors or satisfiersJob condition work contentExtrinsic factor intrinsic factorCompany policy and administration achievementQuality of supervision recognitionRelations with supervisors work itselfWork conditions tariffPay advancementPeer relations possibility of harvest-festivalPersonal lifeRelations with subordinatesStatusJob security endorse group are satisfiers, in the sense that they are motivators. These factors are related to job content. He included the factors like achievement, recognition, challenging work, advancement and growth in this category. Presence of these factors will yield feelings of satisfaction.Herzberg theory is also called as motivation hygiene theory. Herzberg conducted a study by asking questi ons. What do the people want for a job? He asked the respondents to describe situations are events when they feel exceptionally good and bad about their job.Herzberg did not the cover the kindred between job satisfaction and productivity, though he assumed that on that point is a relationship between these two factors.Alders ERG theory(1972)Alder also feels that needs should be categorized and that there is a basic distinction between lower order needs and higher order needs . alder identified three groups of needs Existence, Relatedness and maturation and that is why his theory is called ERG theory.the existence needs are based with survival, or physiological comfortably being.the relatedness talk about the importance of interpersonal and social relationship. The growth needs are concerned with the individuals intrinsic desire for personal development.This theory is some what similar to maslows and herzberg theory . but unlike maslows and herzberg he does not conjure that lowe r needs has to be satisfied before higher level needs . so a persons background and culture environment may make him think of relatedness needs or growth needs though his existency needs are unfulfilled.Alders simplification of maslows need hierarchyNeeds are arranged in order of importanceUnsatisfied needs motivate individualsAlders theory suggests that individual needs can be divided into three groupsexistence (physiological and safety)relatedness (social)growth (esteem and self actualization)alders theory differs from maslows theory in a number of important respects.Alderfer argued that it was better to think in terms of continuum rather than a hierarchy. From concrete exixtence needs to least(prenominal) concrete growth needs and argued that you can move along this in either passion.Maslow argued that when satisfied a need becomes less important to an individual, but alderfers argues that relatedness or growth needs become more important when satisfied . this means that team w orking arrangements can continue to motivate employees and are not ineluctably superseded by growth needs.Mc Clellands theorythis theor was developed by David McClelland a Harvard physiologist and his associates.the theory focuses on three needsIn his acquired-needs theory, David McClelland proposed that an individuals specific needs are acquired over time and are shaped by ones life experiences. Most of these needs can be classed as either achievement, affiliation, or power. A persons motivation and effectiveness in certain job functions are influenced by these three needs. McClellands theory sometimes is referred to as the three need theory or as the learned needs theory.1. Need for achievement (n Ach) need for achievement refers to the drive to excel, to achieve in relation to set standards and and to strive to succeedMcClelland from his research that high achievers differentiate themselves from others by doing the same work in different ways . they perform best when they recog nize their probability of success as being 0.5. they want quick feed back on their performance inOrder to improve or correct the action before it goes wrong. They accept personal responsibility for success or failure.Want to take personal responsibility for solving problemGoal oriented set moderate, realistic, attainable goalSeek challenge, excellence and individualityTake calculated, moderate riskWilling to work hard and desire concrete feedback on their performanceNeed for power (n pow) need for power refers to the desire to make others behave in a way that they would not otherwise have behaved in. In other words need for power is the desire o have impact, to be influential and control others.Want to control the situation and want control over othersEnjoy competition and winning, do not like to losewilling to confront othersNeed for affiliation (n Aff)seek close relationship with others and to be liked by othersenjoy lots of social activitiesseek to belong, join groups and organ izationPROCESS THEORYProcess theories are concerned with the thought processes that influence behaviour. Two such theories are Expectancy theory and Equity theoryA) Vrooms expectancy theory Vrooms formula motivation=expectancy X valueAccording to this theory motivation of any individual depends on the desired goal and strength of his expectation of achieving goals. A vrooms model is built mainly on three concepts valence, instrumentality and expectancy.ValencyThe value a person places on the outcome or reward vroom says that valency is the strength of individuals preference for a particular outcome. it can be taken as an like of value, incentive, attitude and expected utility . for the value to be positive the person must prefer attaining the out come to not to attain the outcome. A valency of zero occurs , when the individual is indifferent towards the outcome. the valency is negative when the individual prefers not attaining outcome to attaining it .Expectancy A person perception of the probability of accomplishing an objectivethe ternary major variable in vrooms theory is expectancy. though expectancy and instrumentality appear to be the same at the first glance they are kinda different .Expectancy is a probability (ranging from 0 to 1) or strength of a belief that a particular action or effort will leave to a particular first level outcome. Instrumentalityrefers to the degree to which a first level outcome will lead to the second level outcome. vroom says the sum of these variables is motivation.Expectancy theory works best with employees who have n internal locus of control.To motivate using the expectancy theory intelligibly define objectivesclearly define necessary performance needed to achieve themtie performance to rewardsbe received rewards are of value to the employeesMake sure your employees believe you will do as you promise.Vrooms theory also suggestsBoth internal (needs) and external (environment) factors affect behaviourBehaviour is the ind ividuals decisionPeople have different needs, desires and goalsPeople make behaviour decisions based on their perception of the outcome.Adams Equity Theory based on the comparison of perceived inputs to outputs. People perceive themselves in one of three positionsBoth the inputs and outputs of person and others or based upon the persons perceptions. Age, sex, education economic and social status , skill, experience, training, effort, education, past performance, present performance ,level of difficultness , position in the organization etc, are examples of perceived input variables .Outcomes consist of rewards like pay status promotion and intrinsic interest in the job.equitably rewarded( they are satisfied that there inputs and outputs are equal)Inputs and outputs are perceived as being equal.Under rewarded (they perceive there inputs exceed their output)Efforts to reduce inequity by trying to increase outputsReducing inputs(working less, absenteeism)Rationalizing(creating an expl anation for the inequity)Changing others inputs or outputsLeavingChanging the objective of comparisionOver rewarded people dont usually get upset when they are over rewarded , but they may increase inputs or reduce outputs to maintain equity)Increasing inputs (working more, longer hours, etc)Reducing output(taking a pay cut)Rationalizing (Im worth it)Increasing other outputsInequity occurs when Persons outcomes others outcomesPersons inputs others inputsPersons outcomes others outcomespersons inputs others inputsEquity occurs whenPersons outcomes others outcomes- = Persons inputs others inputsINPUTSTimeEffortLoyaltyHard WorkCommitmentAbilityAdaptabilityFlexibilityToleranceDeterminationEnthusiasmPersonal giftTrust in superiorsSupport from co-workers and colleaguesOUTCOMESOutputs are defined as the positive and negative consequences that an individual perceives a participant has incurred as a consequence of his/her relationship with another. When the ratio of inputs to outcomes is cl ose, than the employee should have much satisfaction with their job. Outputs can be both tangible and intangible (Walster, Traupmann Walster, 1978). Typicaloutcomes include any of the followingJob securityEsteemSalaryEmployee benefitExpensesRecognitionReputationResponsibilitySense of achievementPraiseForming equity perceptionsStep 1 a person evaluates how he or she is being treated by the firm.Step 2 the person forms a perception of how a comparision other is being treatedStep 3 the person compares his or her own circumstances with those of the comparision otherStep 4 on the strength of this feeling , the person may choose to pursue one or more alternatives.It is important to also consider the Adams Equity Theory factors when striving to improve an employees job satisfaction, motivation level, etc., and what can be done to boost higher levels of each.JOB SATISFACTIONJob satisfaction, a workers sense of achievement and success, is generally perceived to be directly linked to produc tivity as well as to personal wellbeing. Job satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded for ones efforts. Job satisfaction further implies enthusiasm and happiness with ones work.For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity-the quantity and quality of output per hour worked-seems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is incomplete conclusive nor consistent. However, studies dating back to Herzbergs (1957) have shown at least low correlation between high morale andhigh productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of job loss, will not perpetrate 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the affright is lifted performance will decline.Creating job satisfactionFlexible work arrangements, possibly including telecommutingTraining and other professional growth opportunitiesInteresting work that offers variety and challenge and allows the worker opportunities to put his or her signature on the finished productOpportunities to use ones talents and to be creativeOpportunities to take responsibility and direct ones own workA stable, secure work environment that includes job security/continuityAn environment in which workers are supported by an tender supervisor who provides timely feedback as well as congenial team membersFlexible benefits, such as child-care and exercise facilitiesUp-to-date technologyCompetitive salary and opportunities for promotion