Motivation Case Study on Gp Essay

When spate join an organization, they bring with them trusted endeavors and ask that mend their on-the- business concern cognitive operation. Some beats these atomic number 18 neighboring(a)ly app atomic number 18nt, scarce often they non wholly argon difficult to determine and forgather single when too pull up s cons greatly from one soulfulness to an other. intelligence how postulate gain tensions which stimulate labour to perform and how effective performance brings the satisf encounterion of rewards is use of goods and servicesful for managers. Several undertakees to savvy congenital beats and inescapably at bottom employees argon examined in the chapter. Each set makes a contribution to our taking into custody of motif. All the models sh atomic number 18 somewhat similarities. In general, they encourage managers non only to consider lower-order, victuals, and outside factors but to use higher-order, motivational, and inwrought factors as fou ntainhead(p). expression modification focuses on the external environment by stating that a bet of employee looks can be affected by manipulating their consequences. The alternative consequences include positive and negative reinforcement punishment, and extinction. Reinforcement can be applied consort to either continuous or partial schedules. A blending of inseparable and external approaches is obtained through with(predicate) consideration of goal setting. Managers argon encouraged to use cues much(prenominal) as goals that argon accepted, ch solelyenging, and specificto stimulate desired employee manner. In this way, goal setting, combined with the reinforcement of performance feedback, provides a balanced approach to motivation. . .Additional approaches to motivation presented in this chapter atomic number 18 the forethought and equity models. The- expectancy model states that motivation is a product of how much one exigencys something-and the probabilities that effo rt bequeath lead to task accomplishment and reward. The formula is valence X expectancy X instrumentality = motivation. Valence is the strength of a someones preference for an outcome. Expectancy is the strength of belief that ones effort forget be successful in accomplishing a task. orchestration is the strength of belief that successful performance will be followed by a reward.The expectancy and equity motivational models relate specifically to theemployees intellectual playes. The equity model has a double comparison in it a match amid an employees perceived comments and outcomes, coupled with a comparison with some referent persons rewards for her or his input direct. In addition, employees use the procedural unspoiltice model to assess the legality of how rewards be distributed. Managers atomic number 18 encouraged to combine the perspectives of several models to create a complete motivational environment for their employees. pauperismMotivation is the set of inter nal & external forces that cause an employee to choose a course of action and act on in certain behavior.A Model of Motivation Although a a few(prenominal) spontaneous human activities occur without motivation, nearly all conscious behavior is motivated or caused. Growing hair requires no motivation, but acquiring a haircut does. Eventually, bothone will fall asleep without motivation (although p arnts with young children whitethorn doubt this), but going to bed is a conscious act requiring motivation managers job is to identify employees drives and of necessity and to reassign their behavior, to motivate them, toward task performance. The role of motivation in performance is summarized in the model of motivation in Figure 5.1. Internal consumes and drives create tensions that argon affected by ones environment. For example, the remove for sustenance produces a tension of hunger. The hungry person and soEnvironment chance requires and driveTensionEffontPerformanceRewardsGoal s and incentiveAbilityNeed gladnessFIGURE 5.1 A Model of Mitivationexamines the adjoins to see which foods (external incentives) ar available to avenge that hunger. Since environment affects ones appetite for cross kinds of food a South Seas native whitethorn want knock fish, whereas a Colorado rancher whitethorn prefer grilled steak. Both persons atomic number 18 ready to achieve their goals, but they will seek different foods to replete their postulate. This is an example of both private differences and cultural influences in action. As we proverb in the formulas in Chapter 1, potential performance (P) is a product of capability (A) and motivation (M). Results occur when motivated employs argon provided with the opportunity (such as the priggish training) to perform and the resources (such as the proper tools) to do so. The presence of goals and the awareness of incentives to compensate ones needs are to a fault tycoonful motivational factors leading to the release of effort.When an employee is productive and the organization takes note of it, rewards will be distributed. If those rewards are appropriate in nature, timing, and distribution, the employees original needs and drives are satisfied. At that m, new needs may emerge and the cycle will begin again. It should be apparent, in that respectfore, that an important starting point lies in understanding employee needs. Several traditional approaches to classifying drives and needs are presented first these models onset to servicing managers understand how employees internal needs affect their subsequent behaviors. These historical approaches are logically followed by a discussion of a systematic way of modifying employee behavior thought the use of rewards that satisfy those needs. transaction MotivationAchievement motivation is a drive some people prepare to betroth and attain goals. An individual with this drive wishes to achieve objectives and advance up the streamlet of success. A ccomplishment is seen as important primarily for its own sake, not vertical for the rewards that accompany. A number of characteristic define achievement-oriented employees. They die hard up harder when they perceive that they will start individualised credit for their efforts, when the risk of disaster is only moderate, and when they receive specific feedback about their past performance,.People with a high drivefor achievement take responsibility for their actions and results, control their destiny, seek regular feedback, and savour universe part of a winning achievement through individual or collective effort. As managers, they tend to export that their employees will also be oriented toward achievement. These high expectations sometime make it difficult for achievement-oriented managers to doom effectively and for average employees to satisfy their managers demands.Affiliation Motivation Affiliation motivation is a drive to relate to people on a mixer basis. Comparison s of achievement-motivation employees with affiliation-motivation employees illustrate how the two patterns influence behavior. Achievement-oriented people contribute harder when their supervisors provide detailed evaluations of their piddle out behavior. But people with affiliation motives operate on better when they are compli9mentions of their work behavior. But people with affiliation motives work better when they are complimented for their favorable attitudes and cooperation. Achievement-motivated people lease assistants who are technically capable, with little regard for personal sensations about them those who are affiliation-motivated tend to select friends and likable people to surround them.They receive inner raptures from being with friends, and they want the job freedom to develop those relationships. Managers with sloshed needs for affiliation may have difficulty being effective managers. -Although a high repair for positive brotherly relationships usually res ults in a cooperative work environment where employees genuinely enjoy working unitedly, managerial overemphasis on the social dimension may interfere with the vital process of getting things done-. Affiliation-oriented managers may have difficulty assigning challenging tasks, directing work activities, and monitor work effectiveness.Power MotivationPower motivation is a drive to influence people, take control, and change situations. Power-motivated people wish to create an electrical shock on their organizations and are willing to take risks to do so. Once this power is obtained, it may be used either constructively or destructively. Power-motivated people make excellent managers if their drives are forinstitutional power instead of personal power. Institutional power is the need to influence others behavior for the good of the square organization. People with this need seek power through legitimate means, tog out to leadership positions through successful performance, and thit herfore are accepted by others. However, if an employees drives are toward personal power, that person tends to lose the trust and wish of employees and colleagues and be an unsuccessful organizational leader.Managerial Application of the DrivesKnowledge of the differences among the cardinal motivational drives requires managers to opine contingently and to understand the work attitudes of each employee. They can then deal with employees differently according to the strongest motivational drive that they identify in each employee. In this way, the supervisor communicates with each employee according to that grumpy persons needs. As one employee said, My supervisor talks to me in my language. Although miscellaneous tests can be used to identify the strength of employee drives, direct comment of employees behavior is one of the best methods for determining what they will respond to. clement NEEDSWhen a machine malfunctions, people recognize that it needs something. Managers aud ition to insure the causes of the breakdown in an analytical manner based on their knowledge of the operations and needs of the machine.Types of inescapablyNeeds may be classified in various ways. A simple classification is (1) underlying fleshly needs, called primary needs, and (2) social and psychological needs, called secondary needs. The physical needs include food, water, sex, sleep, sir, and reasonably comfortable temperature. These needs arise from the basic requirements of look and are important for survival of the human race. They are, therefore, virtually universal, but they vary in vehemence from one person to another. For example, a child needs much to a greater extent sleep than an older person., .Needs also are erudite by social practice. If it is customary to eat three meals a day, then a person tends to become hungry for three, eventhough two might be adequate. If a coffee hour is introduced in the morning, then that becomes a habit of appetite satisfaction as healthful as a social need.Secondary needs are more vague because they represent needs of the mind and spirit rather than of the physical body. Many of these needs are developed as people mature. Examples are needs that pertain to self-esteem, sense of duty, competitiveness, self-assertion, and lo giving, belonging, and receiving affection. The secondary needs are those that change the motivational efforts of managers. Nearly any action that management takes will affect secondary needs (here/ore, managerial planning should consider the effect of any proposed action on the secondary needs of employees, Here are sevener key conclusions about secondary needs. They0 ar strongly conditioned by experience1 Vary in type and intensity among people2 Are subject to change across time within any individual3 Cannot usually be isolated, but rather work in combination and influence one another.4 Are often hidden from conscious recognition5 Are vague feelings as opposed to specific physical n eeds6 Influence behavior in powerful waysWhereas the three motivational drives identified former were not grouped in any crabbed pattern, the three study theories of human/needs -presented in the following sections attempt to classify those needs. At least implicitly, the theories of Maslow, Hertzberg, and Alerter build on the distinction surrounded by primary and secondary needs. Also, there are some similarities as well as important differences among the three, approaches. Despite their limitations, all three approaches to human needs help create an important basis for the more advanced motivational models to be discussed later.Maslows Hierarchy of NeedsAccording to A. H. Maslow, human needs are not of equal strength, and they emerge in a expressed sequence. In particular, as the primary needs become reasonably well satisfied, a person places more emphasis on the secondary needs. Maslows hierarchy of needs focuses attention on v levels.Thishierarchy is short presented and t hen interpreted in the following sections. Lower-Order Needs First-level needs include basic survival and include physiologic needs for food, air, water, and sleep. The second need level that tends to dominate is bodily safety (such as freedom from a dangerous work environment) and economic gage (such as a no-layoff guaranty or a comfortable retirement plan). These two need levels together are typically called lower-order needs, and they are similar to the primary no discussed earlier.Higher-Order Needs There are three levels of higher-order needs. The third level ia the hierarchy concerns love, belonging, and social involvement at work (friendships and compatible associates). The needs at the stern level encompass those for esteem and status, including ones feelings of self-worth and of competence. The feeling of competence, which derives from the bureau of others, provides status. The fifth-level need is self-actualization, which means becoming all that one is capable of beco ming, employ ones skills to the fullest, and stretching talents to the maximum.Interpreting the Hierarchy of Needs Maslows need-hierarchy model essentially says that people have needs they wish to satisfy and that gratified needs are not as strongly motivating as unmet needs, Employees are more enthusiastically motivated by what they are currently seeking than by receiving more of what they already have. A full satisfied need will not be a strong motivator. Interpreted in this way, the Maslow hierarchy of needs has had a powerful electrical shock on contemporary managers, offering some useful ideas for helping managers think about motivating their employees. As a result of widespread familiarity with the model, at onces managers need to Identify and accept employee needs7 roll in the hay that needs may differ among employees8 Offer satisfaction for the particular needs currently unmet 9 Realize that giving more of the selfsame(prenominal) reward (especially one which satisfies lower-order needs) may have a diminishing involve on motivation. The Maslow model also has many limitations, and it has been sharply criticized. As a philosophical framework, it has been difficult to study and has not been fully verified. From a possible perspective, it is not easy to provide opportunities for self-actualization to all employees. In addition, search has not supported the presence of all five need levels as unique, nor hasthe five-step forward motion from lowest to highest need levels been established. There is, however, some evidence that unless the two lower-order needs (physiological and security) are basically satisfied, employees will not be greatly refer with higher-order needs. The evidence for a more limited number of need levels is consistent with each of the two models discussed next.Hertzbergs Two-Factor ModelOn the basis of research with engineers and accountants, Frederick Hertzberg, in the 1950s, developed a two-factor model of motivation. He aske d his subjects to think of a time when they felt especially good about their jobs and a time when they felt especially bad about their jobs. He also asked them to show the conditions that led to those feelings. Hertzberg found that employees named different types of conditions that produced good and bad feelings.That is, if a feeling of achievement led to a good feeling, the lack of achievement was ra confide given as cause for bad feelings. Instead, some other factor, such as company policy, was more frequently given as a cause of bad feelings.Maintenance and motivational Factors Hertzberg concluded that two ramify sets of factors influenced motivation. Prior to that time, people had assumed that motivation and lack of motivation were hardly opposites of one factor on a continuum. Hertzberg upset the traditional mess by stating that certain job factors, such as job security and working conditions, dissatisfy employees primarily when the conditions are absent. However, their pr esence generally brings employees only to a neutral state. The factors are not strongly motivating. These potent dissatisfies are called hygiene factors, or maintenance factors, because they must not be ignored, They are necessary for building a foundation on which to create a reasonable level of motivation in employees. Other job conditions plump primarily to build this motivation, but their absence seizure rarely is strongly dissatisfying. These conditions are known as motivational factors, motivators, or satisfiers.For many years managers had been query why their custodial policies and wide array of fringe benefits were not increase employee motivation. The ideaof separate motivational and maintenance factors helped answer their question, because fringe benefits and staff office policies were primarily maintenance factors, according to Hertzberg. Job Content &Context Motivational factors such as achievement and responsibility are related, for the most part, this instant to t he job itself, the employees performance, and the personal recognition and evolution that employees experience. Motivators mostly are job-centered they relate to job bailiwick. On the other hand, maintenance factors are generally related to job context, because they are more related to the environment surrounding the job.This difference between job heart and job context is a significant of is. It shirrs that employees are motivated primarily by what they do for themselves. When they take responsibility or gain recognition through their own behavior, they are strongly motivated. Intrinsic and Extrinsic Motivators The difference between job content and job context is similar to the difference between intrinsic and extrinsic motivators in psychology. Intrinsic motivators are internal rewards that a person feels when execute a job, so there is a direct and often immediate connection between work and rewards. An employee in this situation is self-motivated, Extrinsic motivators are external rewards that occur apart from the nature of work, providing no direct satisfaction at the defter the work is performed Examples are retirement plans, health insurance, and vacations. Although employees value these items, elvish are not effective motivators.Interpreting the Two-Factor Model Harriers model provides a useful distinction between maintenance factors, which are necessary but not sufficient, and motivational factors, which have the potential for modify employee effort. The two-factor model broadened managers perspectives by showing the potentially powerful role of intrinsic rewards that evolve from the work itself. (This conclusion ties in with a number of other important behavioral developments, such as job enrichment, empowerment, self-leadership, and quality of work life, which are. discussed in later chapters.) Nevertheless, managers should now be aware that they cannot neglect a wide rare. go of facers that create at least a neutral work environment. In ad dition, unless hygiene factors are reasonably adder their absence will serve as significant distractions to workers. The Hertzberg model, like Maslows, has been widely criticized.It is not universe applicable, because it was based on and applies best tomanagerial, professional, an upper-level white-collar employees. The model also appears to reduce the motivation* importance of pay, status, and relations with others, since these are maintenance facto This aspect of the model is counterintuitive to many managers and difficult for them k , accept.Since there is no absolute distinction between the effects of the two major factors the model outlines only general tendencies, maintenance factors may be motivators to some people, and motivators may be maintenance factors to others. Finally, the model also seems to be method-bound, nitty-gritty that only Hertzbergs approach (asking for self-reports of favorable and unfavorable job experiences) produces the two-factor model. In short, there may be an appearance of two factors when in world there is only one factor.Alderfers E-R-G ModeBuilding upon earlier need models (primarily Maslows) and seeking to overcome some their weaknesses, Clayton Alderfer proposed a modified need hierarchythe E-R-G modelwith just three levels three levels. He conjure uped that employees are initially interested in satisfying their existence needs, which combine physiological and security factors. Pay, physical working conditions, job security, and fringe benefits can all address these needs. Relatedness needs are at the next level, and these involve being understood and accepted by people above, below, and virtually the employee at work and away Growth needs are in the third class these involve the desire for both self-esteem at self-actualization.The impending intercourse between the president and the market manager could be structured around Alderfers E-R-G model. The president may first wish to identify which level or levels seem t o be satisfied. For example, a large disparity between their salaries could lead the marketing manager to be frustrated with his existence needs, disrespect a respectable salary-and-bonus package. Or his immersion in his work through long hours and heavy travel as the stores prepared to open could have left his relatedness needs unsatisfied. Finally, assuming he has mastered his present job assignments, he may be experiencing the need to develop his no marketing capabilities and grow into new areas.In addition to condensing Maslows five need levels into three that are more consistent with research, theE-R-G model differs in other ways. For example, the E-R-G model does not assume as rigorous a leaveion from level to level. Instead, it accepts the likelihood that all three levels might be active at any timeor even that just one of the higher levels might be active. It also suggests that a person frustrated at either of the two higher levels may deliver to concentrate on a lower le vel and then progress again. Finally, whereas the first two levels are somewhat limited in their requirements for satisfaction, the growth needs not only are unlimited but are actually further awakened each time some satisfaction is attained.Comparison of the Maslow, Hertzberg, and Alderfer ModesThe similarities among the three models of human needs are quite apparent,but there are important contrasts, too. Maslow and Alderfer focus on the internal needs of the employee, whereas Herzberg also identifies and differentiates the conditions (job content or job context) that could be provided for need satisfaction. Popular interpretations of the Masiow and Herzberg models suggest that in modern societies many workers have already satisfied their lower-order needs, so they are now motivated mainly by higher-order needs and motivators.Alderfer suggests that the failure to satisfy related-ness or growth needs will cause regenerate interest in existence needs. Finally, all three models indic ate that before a manager tries to administer a reward, he or she would find it useful to discover which need or needs dominate a particular employee at the time. In this way, all need models provide a foundation for the understanding and act of behavior modification.BEHAVIOR MODIFICATIONThe models of motivation that have been discussed up to this point are known as content theories of motivation because they focus on the content (nature) of items that may motivate a person. They relate to the persons inner self and how that persons internal state of needs determines behavior. The major difficulty with content models of motivation is that the needs people have are not subject to ceremony by managers or to precise measurement for monitoring purposes. It is difficult, for example, to measure an employees esteem needs or to assess how they change over time.Further, manifestly knowing about an employees-needs does not directly suggest to managers what theyshould do with that informa tion. As a result, there has been considerable interest in motivational models that rely more heavily on intended results, careful measurement, and systematic application of incentives. Organizational behavior modification, or OB Mod, is the application in organizations of the principles of behavior modification, which evolved from the work of B. F. Skinner. OB Mod and the next several models are process theories of motivation, since they provide perspectives on the dynamics by which employees can be motivated.