Motivation
Fostering Intercultural Communication through Mobility!
Motivation
We define motivation as the processes that
account for an individual’s intensity,
direction, and persistence of effort toward
attaining a goal. 4 While general motivation
is concerned with effort toward any goal,
we’ll narrow the focus to organizational
goals in order to reflect our singular interest
in work-related behavior
Motivation
We define motivation as the processes that
account for an individual’s intensity,
direction, and persistence of effort toward
attaining a goal. While general motivation
is concerned with effort toward any goal,
we’ll narrow the focus to organizational
goals in order to reflect our singular interest
in work-related behavior
INTENSITY:
Intensity describes how hard a person tries. This is the
element most of us focus on when we talk about
motivation
DIRECTION
However, high intensity is unlikely to lead to favorable
job-performance outcomes unless the effort is channeled
in a direction that benefits the organization.
PERSISTENCE:
Effort directed toward, and consistent with, the
organization’s goals is the kind of effort we should be
seeking. Finally, motivation has a persistence dimension.
This measures how long a person can maintain effort.
Four theories of employee motivation formulated during
the 1950s, although now of questionable validity, are
probably still the best known. We discuss more valid
explanations later, but these four represent a foundation
on which they have grown, and practicing managers still
use them and their terminology.
1. Hierarchy of Needs Theory
2. Theory X and Theory Y
3. Two-Factor Theory
4. McClelland’s Theory of Needs
1- Hierarchy of needs
2- Theory X and Theory Y
Douglas McGregor
Douglas McGregor proposed two distinct views of
human beings: one basically negative, labeled
Theory X, and the other basically positive, labeled
Theory Y. 10 After studying managers’ dealings
with employees, McGregor concluded that their
views of the nature of human beings are based on
certain assumptions that mold their behavior.
Theory X
Theory X managers tend to take a pessimistic view of their
people, and assume that they are naturally unmotivated and
dislike work.
Work in organizations that are managed like this can be
repetitive, and people are often motivated with a "carrot and
stick" approach. Performance appraisals and remuneration are
usually based on tangible results, such as sales figures or product
output, and are used to control and "keep tabs" on staff.
Theory X
This style of management assumes that workers:
Dislike their work.
Avoid responsibility and need constant direction.
Have to be controlled, forced and threatened to deliver work.
Need to be supervised at every step.
Have no incentive to work or ambition, and therefore need to
be enticed by rewards to achieve goals.
Theory Y
Theory
. Y managers have an optimistic opinion of their people,
and they use a decentralized, participative management style.
This encourages a more collaborative , trust-based relationship
between managers and their team members.
People have greater responsibility, and managers encourage
them to develop their skills and suggest improvements.
Appraisals are regular but, unlike in Theory X organizations,
they are used to encourage open communication rather than to
control staff.
Theory Y organizations also give employees frequent
opportunities for promotion.
Theory Y
This style of management assumes that workers are:
Happy to work on their own initiative.
More involved in decision making.
Self-motivated to complete their tasks.
Enjoy taking ownership of their work.
3. Herzberg’s Motivation Two-Factor
Theory
Herzberg’s Motivation Theory model, or Two Factor
Theory, argues that there are two factors that an
organization can adjust to influence motivation in the
workplace.
Motivators: Which can encourage employees to work
harder.
Hygiene factors: These won’t encourage employees to
work harder but they will cause them to become
unmotivated if they are not present.
Herzberg’s Theory of Motivation tries to get
to the root of motivation in the workplace.
You can leverage this theory to help you get
the best performance from your team.
The two factors identified by Herzberg are
motivators and hygiene factors.
1. Motivating Factors
The presence of motivators causes
employees to work harder. They are found
within the actual job itself.
2. Hygiene Factors
The absence of hygiene factors will cause
employees to work less hard. Hygiene
factors are not present in the actual job itself
but surround the job.
