OB lecture 25 contemporary motivation theories

Contemporary Motivation Theory McClelland Theory of Needs 5. FourDrive Theory 6. Expectancy Theory 7. ‘Goal Setting’ Theory 8. ‘Feedback’ Theory 9. Equity Theory Needs for Achievement (nAch) Needs for Affiliation (nAff) Needs for Power (nPow)

Lecture 25 Contemporary Motivation Theory Classical Motivation Theories… Mostly were not supported by empirical research (no Grounded Theory) Difficult to apply directly in management Contemporary Motivation Theory McClelland Theory of Needs Four-Drive Theory Expectancy Theory ‘Goal Setting’ Theory ‘Feedback’ Theory Equity Theory McClelland’s Theory of Needs (1961) • Needs for Achievement (nAch) • Needs for Affiliation (nAff) • Needs for Power (nPow) McClelland’s Theory of Needs You can find out your needs by test Needs for Achievement (nAch) The drive to excel, to achieve in relation to a set of standards, to strive to succeed People with high nAch desire unambiguous feedback and recognition for their success Money is a weak motivator People with low nAch work better when money is used as motivation Needs for Affiliation (nAffn) Needs for Affiliation refers to a desire to seek approval from others, conform to their wishes and expectations, and avoid conflicts and confrontation People with a strong nAffn try to project a favourable images They tend to actively seek support from others and try to smooth out workplace conflicts Needs for Affiliations (nAffn) High Affn employees work well in coordination roles to mediate conflicts and sales positions where the main task is cultivating long term relationship They tend to be less effective in allocating scarce resources and making decision That potential generate conflicts Common errors in English Expression in Assignment ‘verbs’ together Change it to … is cultivating Gerund: A verbal that ends in "-ing" and functions in a sentence as a noun … is to cultivate…… Infinitive - a verbal (usually preceded by "to") that functions as a noun, an adjective, or an adverb Needs for Affiliations (nAffn) People in decision-making positions must Have a relatively low need for affiliation so that their choices and actions are not biased A personal need for approval Expectancy Theory E to P Expectancy Effort P to O Expectancy Performance Outcome Valence Outcome + or - E to P Expectancy Individual perception that his effort will result in particular level of performance Definitely, probability = 1.0 Not possible, probability = 0.0 e.g If you work hard, you can write good assignment… P to O Expectancy This is the perceived probability that a specific behaviour or performance will lead to lead to a particular outcome Definitely, probability = 1.0 No effect on outcome = 0.0 Outcome Valence This is the anticipation of satisfaction or Dissatisfaction that an individual feel towards an outcome - to +1 +1 – you desire very much -1 you not desire it Expectancy Theory Motivation = E-P x P-0 x Outcome valence = 0.5 x 0.5 x 0.8 = 0.2 or = 0.5 x 0.5 x -0.8 = -0.2 To Improve E->P Expectation To increase the belief that employees are capable of performing the job successfully Select the people with the right talent, skills and knowledge Provide Training Clarify job requirement Provide sufficient time and resources Assign simpler task employees can master them Provide examples of success Coaching for those lack self confidence To Improve P-> O Expectancy To improve the belief that good Performance will result in certain (good) outcome 1.Measure job performance accurately 2.Clearly explain the outcomes that will result from successful performance 3.Describe how epmloyee’s reward is based on past reward 4.Provide examples of success Outcome Valence To increase the expected value of outcomes Resulted from desired performance 1.Distribute rewards that employees value 2.Individualize rewards 3.Minimize the presence of countervalent outcomes 4c Evaluate the impact of technology on team functioning within a given organization The Shipping Industry Accounting Team People Developer University The Shipping Industry Accounting Team McKay, Sanderson and Smith -> Goldberg, Choo and McKay Susan Seattle Brad Los Angeles I Boston Elias Miami Client Monthly Report Strategy No common time Brad does not answer email Susan and Brad – email quarrel Spent a lot time Which outcome this essay addresses Technology makes virtual team possible How to overcome problems associated with technology 31 December 2010 4pm Hop ...Classical Motivation Theories Mostly were not supported by empirical research (no Grounded Theory) Difficult to apply directly in management Contemporary Motivation Theory McClelland... (including training, motivation program) He has proven it in ‘Needs for Achievement’ Performance improved after motivation training Motivation Course It works ! Anthony Robbins $$$$$$$$ ! Four... V.H Vroom Work and Motivation 1964 Edward Lawler Motivation in Work Organizations 1973 An elegant and practical model to predict the chosen direction, level, and persistency Of motivation Expectancy