Theory of motivation.doc

Theory of motivationII Motivation Theory X and Theory YTheory X Assumptions:People inherently dislike workPeople must be coerced or controlled to do work to achieve objectivesPeople prefer to be directed Theory Y Assumptions:People view work as being as natural as play and restPeople will exercise self-direction and -control towards achieving objectives they are committed toPeople learn to accept and seek responsibility (Douglas McGregor, The Human Side of Enterprise, 1960)Motivator factors increase job satisfaction: AchievementRecognitionWork itselfResponsibilityAdvancementGrowth Hygiene factors are those whose absence can create job dissatisfaction: SupervisionCompany policyWorking conditionsSalaryPeer relationshipSecurity (Frederick Herzberg, Work and the Nature of Man, 1966)Need for Achievement Need for AchievementPersonal responsibilityFeedbackModerate risk Need For Power InfluenceCompetitive Need for Affiliation Acceptance and FriendshipCooperative (David McClelland, The Achieving Sociey, 1961)Specific goals increase performance, and difficult goals, when accepted, result in higher performance than easy goals. An employee compares her/his jobs inputs-outcomes ratio with that of referents. If the employee perceives inequity, she/he will act to correct the inequity: Lower productivityReduced qualityIncreased absenteeismVoluntary resignation. (J. Stacey Adams, 1965)An individual will act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.Effort - Performance linkage (How hard will I have to work?)Performance - Reward linkage (What is the reward?)Attractiveness (How attractive is the reward?) (Victor Vroom, Work and Motivation, 1964)Suggestions for Motivating the EmployeesRecognize individual differencesMatch people to jobsUse g