Motivation theories.

Partial 1.

Franklin, chapter 5.

MOTIVATION OF PEOPLE IN ORGANIZATIONS.

Human motivation.

Reason: that which drives a person to act in a certain way, or that

gives rise to a propensity towards a specific behavior.

Motivation: cognitive system of individuals is involved in the representation of

what they know about themselves and the environment that surrounds them. Actions are taken according to the
motivations (driving forces and rejection). It varies according to the differences
individual but the process is similar in all people.

Human behavior:

It is caused: it originates from internal or external stimuli.

It is motivated: it includes a purpose, a goal.
It is goal-oriented: a drive, a desire, a need or a
trend: those are the reasons.

Motivational cycle.

It refers to the set of stages that constitute the process of motivation of the
individuals:

1- A need arises: a dynamic and persistent force.

2- Breaks the existing balance and produces a state of tension.
3- The imbalance leads the individual to develop an action that allows
release the tension.
4- The need is satisfied and balance is restored. (This cycle repeats itself over and over again.
time).

When the need cannot be satisfied in this cycle, frustration and the
search for compensation (for example, it shifts to another object of desire). A search is made for a
indirect exit route.

Human motivation is cyclical: satisfaction is transient and fleeting.

Complexity of motivation.

Motivations can be complex and even contradictory.

Motivators: elements that induce a person to act in one way or another. They are
rewards or incentives are also the means through which reconciliation occurs
the necessity.

Difference between motivation and satisfaction.

Motivation: drive and effort made to satisfy a desire.

Satisfaction: pleasure that the individual experiences when a desire is fulfilled.

Sociological-Situational Perspective.

Motivation in context.

Motivation depends on how the individual defines and structures the scenario, from the
socialization, of pride and dignity (the most important).

The development perspective.

It is an extension of the sociological-situational perspective; taking into account that the

motivations change according to social modifications, growth and the
development of the individual (very difficult, therefore, to study human behavior).

The organizational perspective.

What most determines motivation is the organizational context: treatment, type of

norms, styles of authority, etc.

THE COMPLEXITY OF HUMAN NATURE.

Needs can be classified into many categories and vary according to

the stages of development and life situation form a hierarchy as well
subjective.
It is necessary to know at what level one wants to achieve understanding of motivation.
human because needs and motivations interact with each other and combine
in complex patterns.
The pattern of motivations is the result of a sequence of interactions between
the initial needs and the organizational experience.
A single person can have different needs at different times.
organizations.
Motivation is only a piece of productivity and satisfaction.
person.
There is no management strategy that works for everyone.

Motivation and the psychological contract.

Whether people work efficiently depends on:

 The extent to which individual expectations align with
what the organization can provide you.
The nature of what is actually exchanged.

The individual's adaptation also depends on the acceptance or rejection of norms.

mandatory and/or peripheral: (see table page 104).

Multiplicity of roles.

a single person can perform many roles, therefore they must be understood
the roles assumed by each one, their individualities, personalities, and the complexity
of their motivations and motivators.

Importance of developing the skills of team members

work.

In addition to having different roles, people are different from each other. Only having
account for these differences is that the organization will be able to enhance the development of the
competencies and the ability to assign responsibilities according to competencies.

DIFFERENT THEORIES ABOUT MOTIVATION.

The Hawthorne Studies.

It was discovered that to increase productivity, employees must be motivated.

seeking to satisfy social needs such as keeping their morale high, stimulating
interrelationships, advisory, etc. This phenomenon, based on the attention given to
individual to increase productivity, is known as the 'Hawthorne effect'.

It is useless to try to change the behavior of members if one does not have in
the informal group often has more weight than the formal one
organization.

This current was the first to take into consideration the conflict between the objectives.
organizational and the specific purposes of the employees.

Maslow's hierarchy of needs.

Man, this author argues, is a creature whose needs vary throughout

life. As man satisfies his basic needs, other more sophisticated ones
they occupy the predominance and determine their behaviors.

Primary needs:

Physiological needs (food).

Security needs (protection against danger).

Secondary needs:

Social needs (friendship).

 Need for esteem (reputation).
Need for self-realization (utilization of talents).

As the needs of each level are met, those of the next one
they acquire importance. It is not the same for all individuals. (see pyramid on page.
106 that gives many more examples).

Only unmet needs influence behavior.

forwarding it.
At birth, one only wants to satisfy physiological needs. Only with the passing of the years...
the security ones are acquired (both are related to conservation
personal of the subject.
Secondary level ones appear later (they do not arise in all individuals).
Various concomitant needs influence the individual in a way
simultaneous.
Different organization or country: different belief.
The needs imposed by reality get in the way.
This theory is static.

ERG Theory of Alderfer.

The theory of Maslow is updated. ERG (in English): existence needs,

relationship and growth. This author maintains that there are three groups of needs
centrals:

Existence: satisfaction of the basic requirements for material existence and

survival (Maslow: physiological and security).
Relationship: compatible with social and self-esteem needs of Maslow.
Growth: desire, need for development, personal improvement, and self-esteem.

It is a more realistic theory than Maslow's. If the satisfaction of a...

higher need increases the desire to satisfy a lower level.

Herzberg's two-factor theory.

It is based on the external environment and the individual's work oriented towards the outside.
A person's motivation, according to him, depends on two factors:

Hygienic factors: conditions surrounding the individual when working. They have
a very limited ability to influence behavior, but they are
intended to avoid a source of dissatisfaction; if they are precarious and produce this
Lack of satisfaction is referred to as 'dissatisfaction factors.' They include:
Working conditions and work environment.
Company policies and management.
Relationships with the supervisor.
Salaries.
Stability in the position.
 Relationships with colleagues.
Status.
Security.
Motivational factors: they are related to the content, the tasks and the
duties related to the position. They produce a lasting satisfaction effect and
increase in productivity. 'Motivational factors'. Include:
Recognition.
Rewarding work.
Delegation of responsibility.
Freedom to decide how to perform a job.
Promotions.
Full utilization of personal skills.
Formulation of objectives and assessment related to them.
Simplification of the charge.
Expansion or enrichment of the position.
Possibility of career development.
Training.

It can also be said that empowerment, then, increases satisfaction. This

theory coincides with Maslow's.

Vroom's contingent model of motivation.

He developed a theory (related to motivation and not behavior) that recognizes

individual differences. It refers only to the 'motivation to produce.'
There are three factors that determine motivation:

Individual objectives (expectations).

The relationship that the individual perceives between productivity and achieving their
individual objectives (rewards).
Perception of their ability to influence productivity.

There are intermediate and gradual objectives (means) that lead to a final goal.
(ends). This causal relationship between means and ends is called instrumentality and it
measure with the relationship coefficient. The individual's desire (valence) to achieve a
high productivity is determined by the sum of instrumentality plus the
values of the final results.

Motivation theory based on McClelland's needs.

Three types of basic motivational needs:

Need for power: people with this need feel great concern
to be able to exert influence and control: leadership positions.
Need for affiliation: people with a high need for this obtain
satisfaction in feeling loved.
 Need for achievement: people with a great need for achievement have a
intense desire to achieve success and an equivalent fear of failure.

Lawler III's expectancy theory.

This theory is based on the idea that not only money is capable of stimulating performance, but also
that also companionship and dedication achieve it. If one wants to be
perceived as a motivator of learning and efficiency, money must be associated with
the competition and performance (money is a means, not an end). However, money
it is more important for those who do not have their basic needs met; moreover, it does not
It is compensated according to competencies, not to the position held.

The factors that determine the motivational strength associated with each of the
Possible behaviors are:

The subjective probability of achieving the level of performance that the individual
is trying to achieve. Effort-performance relationship.
The subjective probability of certain outcomes occurring after success
of the project carried out: performance-results relationship.
The value attributed by the individual to the outcomes that arise from their
conduct

The results may come from two sources:

External world, extrinsic: bonuses or promotions.

Inner world, intrinsic: competence and pride.

The motivational force corresponding to a behavior is greater to the extent that:

If one is capable of achieving what they set out to do.

The results are obtained as a consequence of achieving them.
The expected results are valued.

Motivation: force that acts on the individual manifested in the intensity of

effort.

Theory X and Theory Y (McGregor).

Theory X:

Employees dislike working.

As they dislike it, they must be repressed, controlled, or threatened.
They cannot accept responsibilities.
Most workers place safety above all.

Theory Y:

Working is as natural as playing or resting.

They will self-direct and self-regulate if they are committed to the objectives.
 They accept and seek to take on responsibilities.
Everyone can make decisions, not just managers.

Goal Theory.

It was made by Locke, who argues that specific and challenging goals are more
motivating, because they act as internal stimuli. One performs better when receiving
feedback, when they can set their own goals (greater acceptance
from the goal), also depending on personal effectiveness, the type of tasks (better goals
individuals) and national culture.

Skinner's reinforcement theory.

The most convenient thing is to work on the environment in which they operate.
individuals. Any learned behavior is called operant because it operates in the
environment to produce certain consequences. Positive reinforcement
(intermittent or continuous), negative reinforcement, punishment, extinction.

Equity theory.

It was formulated by Stacey Adams, who claims that in organizations the

people are compared with others who hold the same position, rank or category, same
competencies, etc. the comparison can be made with internal counterparts (belonging
to the same organization) or external (from similar organizations in the market). If there is
an imbalance falls into frustration, less effort, resignation, etc.

The motivation, performance, and satisfaction of an employee depend on their

subjective assessment of the relationships between your effort-reward ratio and the ratio
of effort-reward from others in similar situations.

Theory of strategic objectives.

We must anticipate in granting meaning. The meaning of organizations.

it can only develop over time and the strategy arranges the actions in order to
achievement of its purposes.

ON THE MULTIPLICITY OF MOTIVATORS.

One should not apply a single motivator, but rather a set of them to avoid failure.

Dependency of motivation on the work environment.

For what people are willing to fight for is also affected.

due to the organizational climate in which they operate. Environment = affects or stimulates the
motivations.

Motivation, leadership, and management.

Motivation influences leadership styles. Leaders and managers.
They must respond to people's motivations if they want to stimulate them.

Motivation and organizational culture.

Motivation and strategies depend on each country, the cultural context, of the
basic personality and the particular subcultures of each organization.

UNDERLYING ASSUMPTIONS BEHIND HUMAN NATURE IN THE

ORGANIZATIONS.

There are three sets of assumptions:

1-Rational-economic assumptions.

It is derived from the hypothesis that people act to promote their own interest.
From this perspective, the economic incentive increases cooperation and the
individual's collaboration with the organization. Nowadays, in leading organizations
(which are the creative ones like Google) incentives tend to be
associated in some way with the success of the organization.

2-Social assumptions.

Based on the studies of Elton Mayo, it was demonstrated that being accepted and having good
relationships with colleagues are more important than financial incentives;
Many times people resist competing with others.

Conclusions:

Social needs are the main motivator of human behavior.

As a result of the incorporation of the task into the team, the worker has lost
much intrinsic meaning. Incentives should be more team-oriented.
that the person.

Psychological contract: commitment from the organization to meet the

personal and group expectations of its employees; while the company expects:
collaboration, efficient work, creativity, and productivity.

3-Assumptions of self-actualization and self-realization.

Human motivations fall into a hierarchy of ascending order that

include:
Physiological.
Survival, safety, and protection.
Social and affiliation.
Self-satisfaction and importance.
. Self-updating, self-esteem, and self-actualization.
The individual can perform their competencies at work, but to do so they must
to have autonomy and independence.
 Self-control and self-motivation must involve the entire work team.
The best: management model by competencies and objectives and integration in
teams.

Contract: includes an exchange of opportunities to achieve intrinsic rewards and

extrinsic.

MOTIVATION: APPLICATIONS.

Evolution of the contract between individual and organization

It is explained in the table on page 117.

Management of competencies and motivation.

It is based on:

What the employee is.

What the employee does.
What the employee achieves.

Motivation and participation.

Participation can be:

Informative: necessary for the good performance of individuals and groups since
It is always necessary to have information.
Consultative: to avoid implementation errors.
Decisional: greater involvement of people.

Performance evaluation and motivation.

SOME DIAGNOSTIC ELEMENTS IN THE FIELD OF

MOTIVATION.

Model for identifying motivators: a scale from 1 to 10 is created

according to several questions (if you want, it's in the book the model for you to see).

MOTIVATIONAL INSTRUMENTS.

Performance-based incentives
The link between performance-based remuneration and theory of the
expectations.
Incentives based on flexible benefits.
Motivation through alternative work schedules: short workweek and
flexible schedules.
Job redesign: job rotation (to eliminate routine, when the
Activity stops being a challenge and is rotated to another position); job enlargement
(horizontal expansion); job enrichment (vertical expansion).