MOTIVATION
(ORGANIZATION BEHAVIOUR AND DYNAMICS)
ORGANIZATION AND MANAGEMENT IN HEALTH
EDUCATION
YAIMIN
15-2-61734
MASTER OF ART IN EDUCATION HEALTH EDUCATION
Motivation
Any influence that triggers, directs or
maintains behavior
Research is based upon different
variables that affect motivation
Individual Differences
Organizational Contexts
Manager Behaviors
Process Theories
MOTIVATION is the process that accounts for a
persons intensity, direction and persistence of effort
towards attaining the goals.
The three terms mean-
Intensity- how hard a person is trying to achieve a
specific goal.
Direction- what a person is trying to achieve.
Persistence- how long a person is trying to attain
the goal.
DIFFERENCE BETWEEN
MOTIVATION AND SATISFACTION
MOTIVATION
It is the desire to satisfy a want (achieve an outcome).
SATISFACTION
It is a feeling experienced when the outcome/goal has been achieved.
MOTIVATION RESULTS SATISFACTION
A person might have high degree of satisfaction but low degree of
motivation or vice-versa.
Content Versus Process
Motivation Theories
Content theories
explain why people have different needs
at different times
Process theories
describe the processes through which
needs are translated into behavior
Content Theories of
Motivation
Maslows Alderfers Herzbergs McClellands
Need Hierarchy ERG Theory Theory Learned Needs
Self- Need for
Actualization Achievement
Growth Motivators
Need for
Esteem
Power
Need for
Belongingness Relatedness
Affiliation
Safety Hygienes
Existence
Physiological
Maslows Hierarchy
Each individual has needs, or
feelings of deficiency that drive their
behavior
Once a need is satisficed, then it is
no longer motivating
Needs are in a hierarchy that an
individual moves up as they satisfy
levels of needs
Practical Implications of
Content Theories
People have different needs at
different times
Offer employees a choice of
rewards -- a flexible reward
system
Do not rely too heavily on
financial rewards
they mainly address lower level
Maslows Hierarchy
Each individual has needs, or
feelings of deficiency that drive their
behavior
Once a need is satisfied, then it is no
longer motivating
Needs are in a hierarchy that an
individual moves up as they satisfy
levels of needs
14.3
Maslows Hierarchy
Self-
Actualization
Esteem
Affiliation
Security
Physiological
Adapted from Figure
14.2
Levels of Needs
Physiological/Survival needs
Food, Clothing, Shelter, Air
Security
Feel safe, absence of pain, threat, or
illness
Affiliation
friendship, company, love, belonging
first clear step up from physical needs
Need levels (cont.)
Esteem Needs
self-respect, achievement, recognition,
prestige
cues a persons worth
Self-Actualization
personal growth, self-fulfillment,
realization of full potential
Where are YOU on the hierarchy???
Applying Maslow's Needs
Hierarchy
Physiological Motivation: Provide ample
breaks for lunch , paysalaries that allow workers
tobuy life's essentials.
Safety Needs: Provide a working environment
which is safe, relative job security, and freedom
from threats.
Social Needs:Generate a feeling of acceptance,
belonging by reinforcing team dynamics.
Esteem Motivators: Recognize
achievements, assign important
projects, and provide status to make
employees feel valued and
appreciated.
Self-Actualization:Offer
challenging and meaningful work
assignments which enable
innovation, creativity, and progress
Alderfers ERG
Consolidates Maslow into 3
categories
Existence-physiological and security
Relatedness-affiliation
Growth-esteem and self-actualization
14.4
ERG Model of Motivation
Frustration-Regression Satisfaction-Progression
Growth Needs
Relatedness Needs
Existence Needs
Adapted from Figure
14.3
Frustration-Regression
Differs from Maslow
When unable to satisfy upper level
needs, the individual will revert to
satisfying lower level needs
Interesting point from
research....growth stimulates growth
McClellands Learned
Needs
Needs are acquired through
interaction with environment
Not a higherarchy, but degrees of
each type of need or motive
Types of Needs
N Ach-motive to meet some standard
of excellence or to compete
N Aff-motive to develop and
maintain close and meaningful
relationships
N Pow-desire to influence and control
others and the environment
Herzbergs Two Factor
Theory
Some variable prevent job
dissatisfaction and some variables
produce motivation
Hygiene factors-basic needs that will
prevent dissatisfaction
light, temperature, pay, parking
Motivators
when present cause high levels of
motivation
TWO FACTOR THEORY
The theory states that two factors that affect motivation are hygiene
factors and motivator factors.
Herzbergs Two Factor
14.6
Theory
High
Motivation
Low Motivation
Low Dissatisfaction
Dissatisfaction
Low High Low High
Hygienes Motivators
Adapted from Figure
14.4
According to Herzberg: The job should have sufficient
challenge to utilize the full ability of the employee.
Employees who demonstrate increasing levels of
ability should be given increasing levels of
responsibility.
If a job cannot be designed to use an employee's full
abilities, then the firm should consider automating the
task or replacing the employee with one who has a
lower level of skill. If a person cannot be fully utilized,
then there will be a motivation problem
Process Theories
Reinforcement Theory
Expectancy
Equity
Justice Theory
Goal Setting
Reinforcement Theory
Operant Conditioningis the term used by
B.F. Skinnerto describe the effects of the
consequences of a particular behavior on
the future occurrence of that behavior.
There are four types of Operant
Conditioning:Positive
Reinforcement,Negative
Reinforcement,Punishment,
andExtinction. Both Positive and
Negative Reinforcement strengthen
behavior while both Punishment and
Types Reinforcement
Positive reinforcement. Strengthening a
behavior. This is the process of getting goodies as
a consequence of a behavior. You make a sale,
you get a commission. You do a good job, you get
a bonus & a promotion.
Positive Reinforcement-rewards
Negative reinforcement. Strengthening a
behavior. This is the process of having a stressor
taken away as a consequence of a behavior.
Long-term sanctions are removed from countries
when their human rights records improve
Negative Reinforcement-removal of
negative outcomes when behavior is
performed
Extinction. Weakening a behavior. This is the
process of getting no goodies when do a
behavior. So if person does extra effort, but gets
no thanks for it, they stop doing it.
Extinction-absence of reinforcement
(removal of positive reinforcement)
Punishment. Weakening a behavior. This is the
process of getting a punishment as a
consequence of a behavior. Example: having your
pay docked for lateness
Punishment-Application of a negative
outcome
14.9
Reinforcement Process
Stimulus
(situation)
Response
(behavior)
Consequences
(rewards and punishments)
Future Behavior
Source: From L. W. Porter and E. E. Lawler III.
Managerial Attitudes and Performance. Homewood, Adapted from Figure
Ill.: Irwin, 1968, p. 165. Used with permission 14.6
Types of Rewards
Extrinsic-external rewards such as
money, fringe benefits, job security
Intrinsic-internal satisfaction
outcomes from doing work
Satisfaction-employees attitude
about work situations
Intrinsic motivation and
Intrigue??????
Equity Theory
Individuals try to find a balance
between their inputs and outputs
relative to a referent other
However, a referent other is not
always present
Results of Inequity
Equity-I am being treated fairly
Under-rewarded-will look to increase
rewards, or decrease inputs to match
rewards
Over-rewarded-will change referent
to match cognitions or increase
inputs
Leaving and distortion
Reinforcement Theory
Behaviors are functions of
consequences that they produce
If a behavior is followed by a
pleasant experience it will be
repeated
In order to change behaviors the
consequences must be changed
Overreward Versus
Underreward Inequity
Comparison
You
Other
Outcomes
Overreward Outcomes
Inequity
Inputs Inputs
Underreward Outcomes
Inequity Outcomes
Inputs Inputs
Goal Setting Theory
Assignment of specific, moderately
difficult, and providing feedback will
provide motivation to work
Employee participation
Receive rewards
Provide competencies for
achievement
Effect of Goal Difficulty on
Performance
High
Task Performance
Area of
Optimal
Goal
Difficulty
Low Moderate Challenging Impossible
Goal Difficulty
Expectancy Theory
Combines goal setting and
reinforcement theories
Three questions drive motivation
With effort can I perform?
With performance, will I be rewarded?
Do I value the rewards?
Terms
Expectancy-belief that effort will lead
to performance
Instrumentality-performance leads to
rewards (does performance level
matter)
Valence-value of rewards
Expectancy Theory of
Motivation
E-to-P P-to-O Outcomes
Expectancy Expectancy & Valences
Outcome 1
+ or -
Outcome 2
Effort Performance + or -
Outcome 3
+ or -
Justice Theory
Procedural Justice - fairness issues
concerning the methods,
mechanisms, and processes used to
determine outcomes
Distributive Justice - concerns the
fairness of outcomes, includes equity
theory
Interactional Justice - concerns the
way one is treated informally during
How they interact
Procedural justice and interactional
justice can buffer inequity to some
level
Above that threshold, procedural and
interactional justice do not matter
If equity is present, then
interactional and procedural do not
matter
Does order of procedural or
Types of Motivation
Extrinsic motivation would include
circumstances, situations, rewards or
punishment, both tangible and intangible
that participation in results in an external
benefit.
Intrinsic motivation would include
involvement in behavioral pattern,
thought process, action, activity or
reaction for its own sake and without an
obvious external incentive for doing so
Stimulating Innovation
Creativity
The ability to combine ideas in a unique way or
to make unusual connections
Innovation
The process of taking a creative idea and
turning it into a useful product, service, or
method of operation
Perception
Incubation
Inspiration
Innovation
Structural Variables Affecting
Innovation
Organic structures
Positively influence innovation through less
work specialization, fewer rules and
decentralization
Easy availability of plentiful resources
Allow management to purchase innovations,
bear the cost of instituting innovations, and
absorb failures
Frequent inter-unit communication
Helps to break down barriers to innovation by
facilitating interaction across departmental
lines
Techniques of employee
motivation
As a result managers in the USA and
elsewhere have recently been showing
great interest in job enrichment programs.
The increasing the content of individual
jobs is proposed to increase worker
satisfaction and the meaningfulness of
work. Job enlargement, job enrichment
and job rotation are three basic
approaches to defining job content.
1. Job Enlargement
Job enlargement involves expanding the job
of an employee that has them doing more
work of a similar nature to what they
already do. This may be allowing them to
complete the whole task instead of just part
of it, for example, packaging the products
as well as manufacturing them. This
process ideally removes the boredom out of
the job by eliminating the repetitiveness out
of tasks and allowing them to complete the
whole process, further increasing their
responsibility.
2. Job Enrichment
Job enrichment is an attempt to give
workers more control over their tasks
and more responsibility for design,
execution, and output. The worker
assumes some of the functions
previously carried out by his or her
immediate supervisor or by other staff.
3. Job Rotation
Job rotation is a practice whereby each
employee learns several operations in
manufacturing process and rotates
through each in a set period. Job rotation
has important implications for firm
learning. On one hand, when employees
rotate, the firm receives information about
the quality of various job-employee
matches. On the other hand, without
rotation, the firm receives only direct
information about
