Managerial Motivation Strategies

1. Managerial communication

Basic needs of human as recognition, a sense of belonging and a security.

2. Theory X - Theory Y

X

which has been proven counter-effective in most modern practice, management assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work.

The Theory X manager tends to believe that everything must end in blaming someone

Y

In this theory, management assumes employees may be ambitious and self-motivated and exercise self-control. It is believed that employees enjoy their mental and physical work duties

theory Y managers believe that employees will learn to seek out and accept responsibility and to exercise self-control and self-direction in accomplishing objectives to which they are committed. A Theory Y manager believes that, given the right conditions, most people will want to do well at work

a positive set of beliefs about workers

3. Job design

Designing a jobs that organization members can perform.

4. Behavior modification

5. Likert's management systems

6. Monetary incentives

7. Non monetary incentives

Important of Motivation Organization Members

Successful managers minimize inappropriate behavior

and

maximize appropriate behavior among subordinates,

thus

raising the probability that productivity will increase and

lowering the productivity decrease.

McClelland's Acquired Needs Theory

Needs for :-

1. Achievement - desire to make something better and more efficiently than it has ever done before.

2. Power - to control, influence or be responsible for others.

3. Affiliation - to maintain close, friendly, personal relationships.

Argyris's Maturity - Immaturity Continum

1. From passivity as an infant to increasing activity as an adult.
2. Dependence to independence as an adult.
3. A few ways to many different ways.
4. From casual to more lasting interests.
5. Short time to much longer time perceptive.
6. Subordinate to an equal or superordinate position.
7. Lack of self-awareness to control over self as an adult.

Alderer's ERG theory

Existance needs

Relatedness needs

Growth needs

Alderfer also proposed a regression theory to go along with the ERG theory. He said that when needs in a higher category are not met then individuals redouble the efforts invested in a lower category need. For example if self actualization or self esteem is not met then individuals will invest more effort in the relatedness category in the hopes of achieving the higher need.

Maslow's hierarchy of needs

1. Maslow's hierarchy

2. Alderer's ERG theory

3. Argyris's maturity-immaturity continum

4. McClelland's acquired need theory

man's tendency to actualize himself, to become his potentialities

The Porter-Lawler Theory of Motivation

 Motivational Force (MF) = Expectancy x Instrumentality x Valence 

Three components of Expectancy theory: Expectancy, Instrumentality, and Valence
1. Expectancy: Effort → Performance (E→P)
2. Instrumentality: Performance → Outcome (P→O)
3. Valence- V(R)

Equity Theory

Equity Theory attempts to explain relational satisfaction in terms of perceptions of fair/unfair distributions of resources within interpersonal relationships.

Equity theory is considered as one of the justice theories.

1963 byJohn Stacey Adams

input

• Time
• Effort
• Loyalty
• Hard Work
• Commitment
• Ability
• Adaptability
• Flexibility
• Tolerance
• Determination
• Enthusiasm
• Personal sacrifice
• Trust in superiors
• Support from co-workers and colleagues
• Skill

Output

• Job security

• Salary
• Employee benefit
• Expenses
• Recognition
• Reputation
• Responsibility
• Sense of achievement
• Praise
• Thanks
• Stimuli

The Vroom expectancy Theory of Motivation

This theory emphasizes the needs for organizations to relate rewards directly to performance and to ensure that the rewards provided are those rewards deserved and wanted by the recipients.

Expectancy Theory proposes that a person will decide to behave or act in a certain way because they are motivated to select a specific behavior over other behaviors due to what they expect the result of that selected behavior will be.

Victor H. Vroom (1964) defines motivation as a process governing choices among alternative forms of voluntary activities, a process controlled by the individual. The individual makes choices based on estimates of how well the expected results of a given behavior are going to match up with or eventually lead to the desired results. Motivation is a product of the individual’s expectancy that a certain effort will lead to the intended performance, the instrumentality of this performance to achieving a certain result, and the desirability of this result for the individual, known as valence. (S.E. Condrey, 2005, p. 482)

Motivation

Motivation is the driving force which causes us to achieve goals

Need theories

Need hierarchy theory

Main article: Maslow's hierarchy of needs

Abraham Maslow's theory is one of the most widely discussed theories of motivation.

The theory can be summarized as follows:

• Human beings have wants and desires which influence their behavior. Only unsatisfied needs influence behavior, satisfied needs do not.
• Since needs are many, they are arranged in order of importance, from the basic to the complex.
• The person advances to the next level of needs only after the lower level need is at least minimally satisfied.
• The further the progress up the hierarchy, the more individuality, humanness and psychological health a person will show.

The needs, listed from basic (lowest-earliest) to most complex (highest-latest) are as follows:

• Physiology (hunger, thirst, sleep, etc.)
• Safety/Security/Shelter/Health
• Belongingness/Love/Friendship
• Self-esteem/Recognition/Achievement
• Self actualization