Week 4
Lecture 4: Motivation
Job performance
No one questions the role of motivation on job performance. But what is
job performance?
The capacity to perform: possession of task-relevant skills,
abilities, knowledge and experience
The opportunity to perform: due to i.e. poor equipment, outdated
technology, poor decisions and outdated attitudes
The willingness to perform: the degree an individual desire and is
willing to exert toward attaining job performance
Directions of motivation
Motivation has 3 components
Direction: What an individual chooses
Intensity: the strength of the response (synonymous with effort)
Persistence: staying power of behavior; how long a person will
continue to devote effort
A managers challenge: not per se increasing motivation but creating an
environment wherein motivation is channelled in the right direction at an
appropriate level of intensity and continues over time
Needs motivate people
People are diverse
People have different behavioral patterns (underlying motivation)
They are related to their needs
Needs can be seen as energizers or triggers of behavioral response
, Needs= Deficiencies that an individual experiences at a particular point in
time
Hypothesis: when need deficiencies are present, a person is more
susceptible to a manager’s effort
3 main areas that affect employee motivation
Organizational issues: compensation, benefits, career opportunities
and company Reputation
Job issues: work schedules, opportunities to learn new skills,
challenging work
Leader issues: trustworthiness of supervisor, good motivators and
coaches
Needs deficiencies trigger a motivational process to reduce the tension
caused by deficiencies. Motivational process = goal-directed.
Accomplishment of goals results in reduction
of need deficiencies. Employer needs insights
in employee’s goals and actions employee will
take to achieve them
Maslow’s hierarchy of needs
Many motivation theories that provide explanations of behavior outcome
relationship Content approach to motivation Process approach to
motivation Many ‘classic’ theories, many new. Have similarities. Theory of
motivation stating that five categories of human needs dictate individual's
behavior. Needs are arranged in a hierarchy. People attempt to satisfy the
basic needs (physiological) before directing behavior towards satisfying
upper-level needs
A few crucial points in Maslow’s thinking
Lecture 4: Motivation
Job performance
No one questions the role of motivation on job performance. But what is
job performance?
The capacity to perform: possession of task-relevant skills,
abilities, knowledge and experience
The opportunity to perform: due to i.e. poor equipment, outdated
technology, poor decisions and outdated attitudes
The willingness to perform: the degree an individual desire and is
willing to exert toward attaining job performance
Directions of motivation
Motivation has 3 components
Direction: What an individual chooses
Intensity: the strength of the response (synonymous with effort)
Persistence: staying power of behavior; how long a person will
continue to devote effort
A managers challenge: not per se increasing motivation but creating an
environment wherein motivation is channelled in the right direction at an
appropriate level of intensity and continues over time
Needs motivate people
People are diverse
People have different behavioral patterns (underlying motivation)
They are related to their needs
Needs can be seen as energizers or triggers of behavioral response
, Needs= Deficiencies that an individual experiences at a particular point in
time
Hypothesis: when need deficiencies are present, a person is more
susceptible to a manager’s effort
3 main areas that affect employee motivation
Organizational issues: compensation, benefits, career opportunities
and company Reputation
Job issues: work schedules, opportunities to learn new skills,
challenging work
Leader issues: trustworthiness of supervisor, good motivators and
coaches
Needs deficiencies trigger a motivational process to reduce the tension
caused by deficiencies. Motivational process = goal-directed.
Accomplishment of goals results in reduction
of need deficiencies. Employer needs insights
in employee’s goals and actions employee will
take to achieve them
Maslow’s hierarchy of needs
Many motivation theories that provide explanations of behavior outcome
relationship Content approach to motivation Process approach to
motivation Many ‘classic’ theories, many new. Have similarities. Theory of
motivation stating that five categories of human needs dictate individual's
behavior. Needs are arranged in a hierarchy. People attempt to satisfy the
basic needs (physiological) before directing behavior towards satisfying
upper-level needs
A few crucial points in Maslow’s thinking
