06 Classic Motivation Theories
Transcript
06 Classic Motivation Theories
Classic Motivation Theories Maslow and the hierarchy of needs Need-Satisfaction Theory Human motivation depends on the tension that each individual perceives to satisfy specific needs Thus, human behavior can be explained (and predicted) by analyzing our underlying needs The Hierarchy of Needs SELF- ACTUALIZATION NEEDS, the need to satisfy own’s identity and achieve goals that are consistent with desires and expectations SELF- ESTEEM NEEDS, the need to feel competent or capable of doing something, and the need for others’ recognition BELONGING NEEDS, they imply the need to be accepted, to belong to a social group or context SAFETY NEEDS , they imply safety, security, order, predictability (home, family, work) PHYSIOLOGICAL NEEDS (air, water, food, sleep, etc). These are primaries needs The logic of hierarchy Needs generate motivation in an orderly fashion Satisfied needs do not motivate until they re-emerge Once a certain need is satisfied, motivation stems from unsatisfied needs (at a higher level) A higher leve need is not motivatin until a lower level need is satisfied Implications for managers Incentives have to be designed in order to satisfy the needs according to their hierarchy essential needs, through salary and a secure job social and esteem needs, by facilitating humans relations, identification, feedback about results etc high level needs, with opportunities for growth etc. interesting jobs, Critiques Is it really a hierarchy? Sometimes people are sensitive to different needs at the same time! How needs are satisfied? Individuals may have different preferences not just about the mere satisfaction of needs, but also about how those needs are satisfied Do indivduals matter? A deterministic logic: are we really all the same? We really all have the same needs, with the same structure and priorities? Alderfer ERG model Existence Needs Primary needs (phisiological, securety etc.) Relatedness Needs The need to have social relations Growth needs The need to be appreciated, to be competent and to self-realization Alderfer’s ERG model If a certain need is satisfied, a higher level need becomes relevant (just like Maslow) If a certain need is frustrated, then a lower level need becomes more important Es. those who do not have career opportunities get more satisfaction and motivation from the social interactions in their work context Herzberg why some individuals are not frustrated by the fact that they can’t satisfy higher level needs? Some people are frustrated by the organizational constraints, and desire more autonomy and responsibilities Other people, however, prefer planned / routinized jobs Herzberg A research at the Psychological Service in Pittsburg shows that there are two categories different factors that influence motivation and satisfaction in very different ways Some factors dissatisfaction IfIf absent, absent, unsatisfied dissatisfied influence people people Some factors satisfaction influence are are If absent, people are less satisfied If present, they reduce dissatisfaction but to not increase satisfaction If present, they generate satisfaction but do not modify the dissatisfaction Herzberg • • • • • Self-realization Recognition Interesting jobs Responsibility Career opportunity Absence of satisfaction Motivating Factors Satisfaction Dissatisfaction Hygiene Factors Absence of dissatisfaction • Wages / Salary • Relationships with colleagues and bosses • physical work conditions Managerial Implication • Recruting (matching) • Career opportunities Be aware of individual differences • Personnel development • Inentives • Work environemnt • etc … McClelland: Achievement, power, affiliation Need for Achievement motivates people to exert effort in order to obtain recognition about their work Need for Power motivates people to influence others andexercise controll, authority, command Need for Affiliation Motivates people to establish social relations H erzberg Fattori m otivatori Fattori igien ici Maslow Realizzazione Lavoro in sé Responsabilità Crescita Bisogn i di au torealizzazion e Ricon oscim ento Au tostim a Bisogn i d stim a R ispetto dagli altri Su pervisione Relazion i in terperson ali Bisogn i di appartenenza Sicurezza Politiche aziendali S icu rezza Psicologica Bisogn i di Sicu rezza S icu rezza Fisica Salario Con dizion i lavorative Alderfer Bisogn o di su ccesso Bisogn i di crescita Bisogn o di potere Bisogn i relazionali Bisogn i di esistenza Bisogn i fisiologici McClellan d Bisogn o di affiliazione Vroom’s theory Pr estazion e Sforzo Mo tivazio ne Aspettativa S tru m en talità Percezione di • Au toefficacia • Au tostim a • Com peten ze possedute • Locu s of con tr ol Aspettativa credenza che un certo sforzo permetta di ottenere particolari prestazioni Risultato Valen za • Ch iarezza degli in cen tivi • Tr asparenza d elle p olitich e Strumentalità: credenza che una data prestazione permetta di ottenere certe ricompense • • • • Valor i Pr eferenze Bisogn i Obiettivi Valenza: preferenza personale verso una certa ricompensa Managerial Implications • autonomy Expetancy remove obstacles to achieving results • support • feedback • means and tools Instrumentality Valence clarify behaviors and outcomes that are rewarded understand people’s preferences • clear rewarding policies • transparent communication • consider individual preferences for the design of incentives classic motivation theories, summary • they share a strong emphasis on the idea that what motivates people is the necessity to satisfy needs • different sets, categories of needs are identified • in that sense, they have a relatively high «mechanical, universalistic, deterministic» approach • the individual does not matter much • • however there are some differences they all lead to relatively simple managerial implications