The process of inducing a person or group of people, each with distinct needs and personalities, to achieve the organization’s objectives while also working to achieve personal objectives.

Motivation.

Motivation has to do with the?

Why of human behavior.

To stimulate present employees to produce or perform more efficiently and effectively. (Development).

Purposes of Motivation.

“Motivate others as you would like to be motivated.”

The Golden Rule of Motivation.

“Motivate others as they would like to be motivated.”

The Platinum Rule of Motivation.

Come from inside the individual such as positive feeling from a job well done, personal pride in your craft.

Intrinsic Rewards.

Come from outside the individual – Any kind of reward from the outside.

Extrinsic Rewards.

Belief that you are reasonably in command of your environment, actions, and outputs.

Internal Locus of Control.

Belief that you are not in command of your environment as the future is already predetermined by luck or chance.

External Locus of Control.

Focus on what causes people to act.

Content Theories.

Focus on how behavior is energized, directed, and related to performance and satisfaction.

Process Theories.

1940’s - Abraham Maslow Very famous but also incomplete 1. Physiological 2. Safety 3. Social 4. Esteem 5. Self-actualization

Maslow's Hierarchy.

1960’s – David McCelland Need for achievement. Moderate risk taking. Set moderate goals and take moderate risks. Strong need for feedback. Have skill in long range planning and organizational abilities. Need for affiliation. Similar to Maslow’s social need. Has not changed much in last 20 years. Need for power. Two types – personalized and social.

McClelland's Achievement Theory.

1960’s - Frederick Herzberg Factors are not needs, but work conditions Two factors: Job dissatisfaction- maintenance factors (hygiene). Clean work environment, good working conditions. Absence of maintenance factors causes dissatisfaction. Job satisfaction- motivators. Train workers, use mentors, compliment workers. Similar to esteem and self-actualization (Maslow). Need Mx factors present –then motivators become important.

Herzberg’s Motivation- Maintenance Theory (aka - two factor theory)

1940’s - Clark Hull & Kenneth Spence Four independent levers/needs hardwired into brains. different amounts needed for everyone: Drive to: Acquire – relative in that we always compare what we have to others and will never be completely satisfied. Bond – similar to the belongingness and relatedness needs; most associated with positive emotions like love. Comprehend – related to wanting to make sense out of the world around us. Defend-Rooted in the basic fight, or flight response.

Drive Theory.

1960’s – Victor H. Vroom (Expectancy x Instrumentality x Valence = Motivational Force). Employees determine in advance how much effort to expend to achieve a goal. Predicts high performance when A high probability that effort will lead to high performance.(Expectancy) AND A high probability that high performance leads to favorable outcomes (Instrumentality) AND These outcomes (rewards) have value to employee (Valence).

Expectancy Theory.

Based on the law of effect. 1940’s - B.F. Skinner. Behavior followed by satisfying consequences tends to be repeated. Behavior followed by unsatisfying consequences tends not to be repeated. Therefore:  Reinforce: (praise, reward) behavior thereby encouraging him/her to repeat behavior.  Discourage: unfavorable behavior through punishment, thereby encouraging him/her not to repeat it.

Reinforcement Theory.

1960’s – J. Stacy Adams  People will compare the inputs they bring to the job to the outcomes they get from the job with those of other employees in other jobs. Reduce effort to be in line with perceived inequity. Withdraw effort and ultimately leave organization.

Equity Theory.

Leadership is based on a person’s ability to influence others to work toward personal and organizational goals. (Narrow Focus).

Leadership in More Depth.

Management is more broad and, in addition to leadership, includes planning, organizing, and controlling. (Broad Focus).

Management in More Depth.

Authoritarian.

Autocratic.

Democratic.

Participative.

Laissez-Faire

Free Rein Leaders.

Task.

Production Oriented.

People.

Employee Oriented.

More of a focus on human relations along with output and performance.

Behavioral Leadership.

1. Dislikes work. 2. Must be coerced, controlled, directed to put forth adequate effort to achieve organization’s goals. 3. Prefers to be directed, avoids responsibility, and has little ambition.

Theory X Managers, assumes that the average employee:

1. Views work as natural as play and seeks responsibility. 2. Exercise self control and self direction. 3. Has a high level of imagination and creativity. 4. Has room to grow intellectually.

Theory Y managers assumes that the average employee:

Main conclusion was that supervisors who practiced close supervision and were more job centered had lower morale and productivity.

Likert's Leadership Findings.

Uses concern for production (horizontal axis) and concern for people (vertical axis) on a 1 to 9 scale to plot five basic leadership styles.

Blake and Mouton’s Managerial Grid (aka Leadership Grid).

Abdicator, doesn’t seem to care about people or getting the job done.

(Impoverished Management).

Some emphasis on production with some emphasis on people.

(Middle of the Road Management).

Permissive leadership, some laissez faire, keeps employees happy.

(Country Club Management).

Stern taskmaster, an autocrat, close supervision.

(Authority – Compliance Management).

Has a high concern for people and a high concern for production.

(Team Management).

Assumes that a leader’s style is relatively stable; you are either a task-oriented leader or relationship-oriented.

Fiedler’s Contingency Theory.

Very favorable or very unfavorable to the leader.

High performance results from matching the task-oriented leader with situations either:

Intermediate favorability.

Matching relationship-oriented leader to:

Situational leadership theory uses previous research (contingency theory) and adds an emphasis on leaders adapting depending on the situation.

Hersey and Blanchard’s Situational Theory.

Transactional leaders:  Identify performance standards,  Identify /provide rewards.  If you do this, I’ll provide that. ‘Quid pro quo” Transformational leaders:  More visionary  Instill pride /esprit de corps (Charismatic)  Delegate and empower to grow employees  Provide attention and nurture development  Intellectually challenge employees

Transformational / Transactional Leadership Theories. Burns and Bass' Theories.

Leaders who put their organizations, followers, and sometimes society’s needs ahead of their own.

Greenleaf’s Servant Leadership.

1. Listening 2. Empathy 3. Healing 4. Awareness 5. Persuasion 6. Conceptualization 7. Foresight 8. Stewardship 9. Commitment to people 10. Building Community

10 Characteristics of Servant Leaders.

Level 5 leaders are different from other leaders in two important ways: 1) They possess fierce resolve to act in the best interest of the organization. 2) They have a sense of humility with a complete lack of ego.

Collins’ Level 5 Leadership.

Refers to ability to perceive, process, understand, and manage emotions and behaviors in self and others.

Emotional Intelligence (EI). Also referred to as Emotional Quotient (EQ).

Early studies favored attributes of men. Later studies show that women lead differently and possibly better.

Influence of Gender.