10 Motivation

Wednesday, August 7, 2024 09:57

Work motivation: is the psychological forces within a person that determine the direction of a person’s
behavior in an organization, a person’s level of effort, and a person’s level of persistence in the face of obstacles.

• Intrinsic
○ Internal Source of motivation is withing Personal own characteristics and his own passion and
morals .
○ Behavior performed for its own sake.
• It is the best situation if the Intrinsic motivation matches the nature of the job and the required skills to excel in the role

• Example:
○ Joy of doing this type of work
○ Pride in one’s work
○ Sense of Achievement

• Extrinsic
○ Source of motivation is acquisition of material or social rewards or to avoid punishment.
○ That comes from External factors like Rewards and Punishment
• Example :
○ can include hard factors such as:
○ Salary and pay raises
○ Job security
○ Benefits like healthcare or vacation time
○ There are also less tangible outcomes:
○ Praise from coworkers
○ Improved reputation

Note : Negative motivation is related to the performed behavior to avoid punishment

• Examples of work motivation:

○ Working conditions. ○ Recognition.
○ Job satisfaction. ○ Variety of job.
○ Working Relationships. ○ Levels of responsibility.
○ Promotion. ○ Leadership style.
○ Payment. ○ Work schedule.

Management Page 1
 5 Theories of Motivation

Need Theory “Maslow’s Hierarchy”

The outcome of the performed effort must be able to fulfill the basic( low )level needs before
being able to be motivate the employee using the upper level

The best motivation factors are more just money , which

Two-Factor Theory(VIP)
From <[Link]

 Some factors are basics that must exist, and by nature their existence should be the normal , not
considered job satisfaction factor, but if does not exist , it will cause dissatisfactions

Management Page 2
A-Factors: Basics( hygiene):
Is used during the whole cycle
○ Quality of Supervision : management are efficient
○ Payment - proper Salaries that matches the Market
○ Company policy - clear , fair and proper rules
○ Physical condition - the environment condition that enables employees to do their
work efficiently according to the job nature( air condition , Transportation,
accommodation , …)
○ Relationship with others: healthy working social environment- that has normal levels
of conflicts and office politics with no

B- Factors : Job Satisfaction (motivation) Factors

○ Promotion : good career path ( even for technical only )
○ Personal Growth opportunities: Training and skill development
○ Recognition : Financial and non-financial rewards along with Retention plan
○ Responsibility : job enlargement and enrichment
○ Achievement: provide the resources and tools that enable employee to achieve the
requirements / Target
The best situation is when High on both factors

Management Page 3
Herzberg’s Two-Factor Theory Of Motivation-Hygiene ([Link])

Expectancy Theory
is the belief that an individual chooses their behaviors based on what they believe leads to the most beneficial outcome

Is by management used when Assigning Role or Task according to how the employees sees
himself able to achieve the assigned role .
Management should assign the role / tasks oi they see that the employees has the required skills
and at the same time
a. the employee believes that he is capable of doing the job/ if he try he will perform
(Expectancy)
b. the employees believes that if he/she raises their efforts, their reward may rise as
well(Instrumentality)
c. Does the employee like the rewards / is it the actual satisfaction that an employee
expects to receive after achieving the goals.(Valence)
From <[Link]

(Vroom’s)Expectancy Theory of Motivation: Guide for Managers | [Link]

Equity Theory (fairness)



Management Page 4
  Is used by Management during Rewards( Salary, Bonus,..) structure process to understand how
employees think ( even giving an employee more than fair value and more than his peers is not good
motivation )
As employees compare input effort / outcome rewards to past experience and other employees
/ department/ companies
The Equity Theory of Motivation for People, Teams & Managers ([Link])
• Firstly, individuals need to feel that the reward they receive for their contribution is intrinsically fair.
• Secondly, they need to feel that the levels of rewards that they receive (relative to their contributions) are
similar to those received by their peers in the organization.

Adams' Equity Theory of Motivation: A Simple Summary - The World of Work Project

There are four types of referents that employee compare his rewards to:
• Self-inside: Includes the experience an employee had when they were in a different position in their current
organization
• Self-outside: Encompasses the employee’s experience in other positions outside of the company
• Other-inside: Involves a comparison to another employee’s inputs and outcomes in the same company
• Other-outside: Consists of a comparison to employees in a similar position outside of the current company

From <[Link]

Behaviorist Theory
Behaviorist Theory is called rat man because perhaps the most famous of all the behaviorist psychologists, did much of his
work on rats.

This theory suggests that employees are motivated by what happens to them after they work at a particular task.

What is the result of their work? Are they rewarded, punished or ignored?

===============================================================

• Recruit and select employee whose personal motives match the requirements and
rewards of the job.
•
Management Page 5
• Attempt to incorporate the individual needs of employee into motivational programs.
• Consider staff mix in your organization (level of education, level of awareness,
culture, ..etc.).
• Use job design and redesign as motivational tools ( job enlargement, job enrichment,
job rotation and work simplification ).
• organizations should provide employees with reasonable range of fringe benefits
(transpiration, free meals, access to company products..).
• Training opportunities are important source for employees motivation in most levels
(courses, formal educational opportunities…).
• Bonus, commission, merit rewards… should be included in motivational plans to
encourage and support high performance and/or productivity.
• Take a proactive approach to seeking out motivational problems and sources of
frustration.

Management Page 6