KIN 464 1st Edition Lecture 9 Outline of Last Lecture I. Understanding Motivation II. MotivationIII. Content Theories of MotivationOutline of Current Lecture I. Content Theories of MotivationII. Process Theories of MotivationIII. Factors that Promote MotivationIV. Morale and PerformanceV. Job Satisfaction and PerformanceCurrent LectureVI. Understanding Motivationa. Comes from the Latin word movere - means move.b. Pertains to what activates human behavior.c. Originates from physiological and psychological needs.d. A need:i. Something that gives a person a feeling of deprivation when it is missing.ii. If a need is not being met, the individual becomes motivated to satisfy the need.VII. Motivationa. Definition: the psychological process that gives behavior purpose and direction.b. Goal: to cause people to put forth their best efforts with enthusiasm and effectiveness, in order to achieve and hopefully surpass organizational objectivesc. Victor Vroom:i. A manager’s basic job is to facilitate highly motivated people to perform at near peak capacity. ii. For this to happen two conditions need to be met:1. People must have the ability to do the work.2. The work environment must be satisfactory (relationships, support, equipment, facilities).VIII. Content Theories of Motivationa. Focus on the needs within individuals that cause them to act in certain ways.b. Maslow: Need Hierarchy TheoryThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.i. Consists of five levels of need that must be satisfied. ii. The thrust of Maslow’s theory is that a satisfied need is no longer a motivator.iii. When a need is satisfied, at once other and higher needs emerge and become motivating factors.1. Physiological and Survival Needsa. Hunger, thirst, sleep, etc.2. Safety and Security Needsa. Safe work environment, economic security, etc.3. Love (social) Needsa. The need for affiliation and a sense of belonging.4. Ego and Esteem Needsa. Being accepted and recognized by others.5. Self-actualizationa. Realizing one’s full potential.c. Herzberg: Motivation-Maintenance Theoryi. States that all work-related factors can be grouped into one of two categories:1. Motivation factors – job satisfiers a. Achievementb. Recognitionc. The work itselfd. Opportunity for growth and advancement2. Maintenance factors - hygiene factors or job dissatisfiers. 3. Associated with work environment:a. Salaryb. Job securityc. Working conditionsd. Supervisione. They do not promote motivation, but they can prevent it from occurring.f.d. Douglas McGregor: Theory X and Theory Yi. Identifies two styles of managing based on the manager’s view of human nature.ii. Theory X is an autocratic style. 1. People have an inherent dislike for work and will avoid it if he can.2. Because of this, most people must be coerced, controlled, or threatened with punishment to get them to put forth adequate effort.3. People prefer to be directed.4. People avoid responsibility.5. People have relatively little ambition.6. Above all people want security.iii. Theory Y is a positive (participative) style.1. Work is a source of satisfaction.2. Punishment is only one way to induce people to work, and is not usually the best way. 3. People who are committed will be self-motivated and self-directed.4. A person’s commitment to objectives depends on the rewards he or she expects to receive when goals are achieved.5. Under the right conditions, people will both accept and seek responsibility.6. The abilities to think creatively, to innovate, and to solve problemsis widely, not narrowly, distributed among people.7. The intellectual abilities of most people are underutilizede. The Hawthorne Studies: Represent the beginning of the Human Relations Movement in management.i. Significance: employees performance was affected by something other than working conditions; primarily by social and psychological factors introduced into the work place.ii. Employee performance was affected most by interpersonal relationships developed on the job, not the physical working conditions or pay.f. McClelland’s Acquired-Needs Theoryi. Needs are acquired over time and shaped by one’s life experiences.ii. Most of these needs can be classed as either: 1. Achievement a. The need to excel and thus tend to avoid both low-risk andhigh risk situations. b. Achievers need regular feedback in order to monitor the progress of the achievements2. Affiliationa. Those with a high need for affiliation need harmonious relationships with other people and need to be accepted by other people.b. They tend to conform to the norms of their work group. c. They need work that provides significant personal interaction. d. Managers should provide them with a group cooperative environment.3. Power (two types)a. Personal power – want to direct others, and this is often perceived as undesirableb. Institutional (social) power – want to organize the efforts of others to further the goals of the organization. i. Managers should provide power seekers with the opportunity to manage others. IX. Content Theories of Motivationa. Process Theories: i. Concentrate on rewards that individuals will possibly receive if they behave or work in a certain way.ii. Punishment-Reward: is the most widely used theory; provides reward forgood performance or behavior and punishment for bad.iii. Traditional Theory: (the Scientific Management Approach): based on money’s being a motivating factor when directly related to individual employee performance (Differential Piece Rate Incentive).b. B. F. Skinner’s Reinforcement Theoryi. The consequences of past action influence future actions.ii. States that behavior which leads to a positive consequence (reward) tends to be repeated. c. Victor Vroom’s Preference-Expectancy Theoryi. Suggests that employee motivation relates to preference and expectancy on the job.1. Preference is what a person wishes to have happen on the job.2. Expectancy is the subjective probability of what will happen if certain behavior patterns are followed.3. Based on their perception of the situation, people make rational choices: 4. e.g. a person thinks working hard and long hours will be rewarded with a significant pay increase, then he or she will be motivated todo this. ii. Vroom concluded three relationships enhance motivated behavior 1. A positive relationship between effort and