MGC1010 Lecture Notes - Lecture 10: Job Satisfaction, Goal Setting, Profit Sharing
7 Jun 2018
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Week 10: Motivation and rewards
• Motivation is integral to the functions of management
• Performance = Ability x Motivation x Opportunity
What determines motivation
Individual characteristics
Internal or ‘push’ forces of motivation:
Consisting of needs e.g. security, achievement, attitudes and goals
Job characteristics
External or ‘pull’ forces of motivation: includes level of feedback, workload, task variety, and
level of autonomy.
Social characteristics
How we are socialised into work or a particular organization
Supervisor, workgroup dynamics
Desire to be part of an ‘in-group’ → Cultural role of work
Work situation
characteristics
• External or ‘pull’ forces of motivation
• Comprises of the immediate social environment
• Organisational actions
• Reward and compensation systems
What is motivation?
Motivation: forces within the individual that account for the level, direction and persistence of effort expended at work.
A reward is a work outcome of positive value to the individual.
• Extrinsic rewards are externally administered. They are valued outcomes given to someone by another person.
o Examples: pay bonuses, promotions, time off
• Intrinsic rewards are self-administered (the feelings of competency, personal development and self-control people
experience in their work).
o Important for motivating knowledge workers, those who come to work to use their minds rather than
engaging solely in repetitive or routine work
Theories of motivation
• Content theories of motivation help us to understand human needs.
o Maslow’s Hierarchy of Needs, Alderfer’s ERG Theory
• Process theories of motivation offer additional insights into how people give meaning to rewards.
• Reinforcement theory of motivation focuses attention on the environment as a major source of rewards.
Content theories of motivation
Needs: unfulfilled physiological or psychological desires of an individual
• All people have needs. They engage in behaviours to obtain extrinsic and intrinsic rewards to satisfy these needs
• Needs cause tensions that influence attitudes and behaviours
find more resources at oneclass.com
find more resources at oneclass.com
Content theories of motivation: Maslow’s hierarchy of needs theory
Lower order needs: Physiological, safety and social concerns.
Higher order needs: Esteem and self-actualisation concerns.
Maslow offers two principles to describe how these needs affect human behaviour
1. The deficit principle states that a satisfied need is not a motivator. People are expected to act in ways that satisfy
deprived needs.
2. The progression principle states that a need at one level does not become activated until the next need is already
satisfied. People advance through the hierarchy step-by-step
Content theories of motivation: Alderfer’s ERG theory
The existence, relatedness and growth (ERG) theory collapses Maslow’s five needs categories into three.
1. Existence needs are desires for physiological and material wellbeing.
2. Relatedness needs are desires for satisfying interpersonal relationships.
3. Growth needs are desires for continued psychological growth and development.
- Differs from Maslow’s theory as it does not assume that lower level needs must be satisfied to activate higher level needs.
- According to ERG theory, any or all of these three types of needs can influence individual behaviour at a given time
- It also does not assume that satisfied needs lose their motivational impact
Content theories of motivation: Herzberg’s two-factor theory
• Satisfier factors are found in job content, such as a sense of achievement, recognition, responsibility, advancement
and personal growth.
• Hygiene factors are found in the job context, such as working conditions, interpersonal relations, organisational
policies and salary.
-Improving hygiene factors can make people less dissatisfied with these aspect of work, but do not in themselves increase
satisfaction.
- To improve motivation, Herzberg advises managers to give proper attention to the satisfier factors
- As part of job content, the satisfier factors deal with what people actually do in their work
- By making improvements in what people are asked to do in their jobs, Herzberg suggests that job satisfaction and
performance can be raised
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
Week 10: motivation and rewards: motivation is integral to the functions of management. Consisting of needs e. g. security, achievement, attitudes and goals. External or pull" forces of motivation: includes level of feedback, workload, task variety, and level of autonomy. How we are socialised into work or a particular organization. Desire to be part of an in-group" cultural role of work. Comprises of the immediate social environment: organisational actions. Motivation: forces within the individual that account for the level, direction and persistence of effort expended at work. A reward is a work outcome of positive value to the individual. They are valued outcomes given to someone by another person. Intrinsic rewards are self-administered (the feelings of competency, personal development and self-control people experience in their work). Important for motivating knowledge workers, those who come to work to use their minds rather than engaging solely in repetitive or routine work.
