Motivation:

-> DEF: set of reasons that drive us to act, that are in relation to different goals & interests & that are driven by psychological, cognitive & emotional processes.

• Driving force within individuals by which they attemp to achieve some goals in order to fullfill some needs or expectations.
• As PROCESS, that leads individuals to act:
  • From a state of unbalance or “tension” determined by the awareness of a need to be satisfied accompanied by a sense of expectation.
  • Activation of behaviours aimed at finding the means to satisfy the need.
  • Once the degree of satisfaction is reached, a possible reassessment and change of the state of “unbalance” follows.

📌 From latin movere: to move, to energize, to activate.

Vroom’s Expetancy Theory of Motivation (VIE):

-> MOTIVATION: people behave according to motivation (extrinsic & Intrinsic)

-> Motivation may be of different nature:

Extrinsic:

-> DEF: when we are motivated to perform a behavior or engage in an activity to earn a reward or avoid punishment.

• People are engaging in a behavior not because they enjoy it or because they find it satisfying, but in order to get something in return or avoid something unpleasant.

-> EXAMPLES:

• Studying because you want to get a good grade
• Cleaning your room to avoid being reprimanded by your parents
• Participating in a sport to win awards
• Competing in a contest to win a scholarship

Intrinsic:

-> DEF: involves engaging in a behavior because it is personally rewarding; essentially, performing an activity for its own sake rather than the desire for some external reward.

• The behavior itself is its own reward.

-> EXAMPLES:

• Studying because you want to learn and you like the subject
• Participating in a sport because you find the activity enjoyable
• Solving a word puzzle because you find the challenge fun and exciting
• Playing a game because you find it exciting

-> Person’s behavior is motivated by an internal desire to participate in an activity for its own sake.

Maslow’s Hierarchy of Needs Theory:

-> DEF: needs hav certain hierarchy/ priority.

1. Phsycological Needs
2. Safety Needs
3. Social Needs
4. Esteem Needs
5. Self Actualization Needs.

-> MOTIVATION: only as the basic needs are satisfied => individuals seed to satisfy higher needs

-> Also called Scale of Needs

-> HP:	-> CRITICS:
Individuals seek to satisfy higher needs (only basic needs are satisfied) Basic needs are not met efforts  to satisfy higher needs are postponed The behavior of individual is determined by his strongest need Satisfied needs will no longer motivate Motivating a person depends on knowing at what level that a person is on the hierarchy	The division is not so clear and perceptible Needs change during working life Needs are influenced by past experience that conditions expectations Needs may depend on the different activities carried out There may be other content – values

Herzberg’s Two Factor Theory:

-> DEF: People are simultaneously sensitive to lower and higher needs…

HYGENE FACTORS	MOTIVATING FACTORS
-> DEF: necessary to maintain a reasonable level of not-dissatisfaction in employees. Increase beyond this level will not provide any satisfaction to the employees Any cut below this level will dissatisfy them	-> DEF: are responsible to increase the satisfaction levels of employees Increases of these factors will satisfy employees. Increase 2of level of satisfaction in the employees can be used in motivating them for higher output.
Aspects that have low motivating effect (reduce the level of dissatisfaction) High frustrating effect when they are negative or absent (strong dissatisfaction) No growth in workers output, prevent losses in work performance	Aspects that have high satisfaction & motivation When are deficient create less disssatisfaction with the deficiencies of hygenic factors.   Intrinsic factors.

• Also known as Hygiene Theory of Motivation or dual factors of Herzberg

-> MOTIVATION: the opposite satisfaction is not dissatisfaction.

-> According to Herzberg, management whould strive to reorganize work so that motivating factors work better.

• JOB ENLARGEMENT: span of activities given to a certain person is enlarged.

-> Depends on the activity realted to that job.

-> Doesn’t work always, in terms of motivation.

• JOB ROTATION:

-> MOTIVATION: give more visibility of the process, but doesn’t increase motivation

• JOB ENRICHMENT: give more autonomy in the activities to do

-> MOTIVATION: it increase the motivation

Comparison:

Adam’s Equity Theory of Motivation:

-> DEF: peole are motivated to maintain fair relationship between their performance & rewards in comparisn to others.

-> MOTIVATION: People are motivated if they perceive a fair relationship between their performance and reward in comparison to others 

-> HP:

• Induals make contribution (inputs) for which they expect certain rewards (outcomes)
• Individuals decide whether or not a particular exchange is satisfactory, by comparing their inputs and outcomes with those of others. And try to rectify any inequality.

Inputs	Outcomes
-> DEF: individual’s contribution to an Organization	-> DEF: Organization’s return to an Individual
Time Effort Loyalty Hardwork Commitment Abilities	Job Security Lary Mployee Ition Reputation Sense of achievement

-> TYPE of RELATIONSHIP:

• Underpaid inequity: person perceives that his outcomes are less as compared to his inputs in relation to others.

• Overpaid Inequity: person perceives that his oucomes are more as compared to his inputs in relation to others.

• Equity: the person perceives that his outcomes in relation to his inputs are equal to those of others.

Consequences of Inequity:

-> Based on equity theory, when employees perceive an inequity, they can be predicted to make one of six choices:

Change their inputs Their outcomes Distort perceptions of self

Distort perceptions of others Choose a different referent Leave the field.

Management By Objectives, MBO:

-> AIM: reach overall strategic Goals for the Organization but also Individual Goals for the Employees.

• Integrates empolyees in the planning process (partecipation, Motivation, & Commitment)

Peter Drunker, MBO: First to say that we should shift from a management style based on supervision to a style based on evaluating people results (mansagement by Objectives)

-> SMART OBJ:

S: Specific

M: Measurable

A: Achievable

R: Relevant

T: Time-based.

-> In the end of the performance applies period the performance goes to the

     minimum.

✔ Advantages:

• Improves employee motivation
• Improves communication in the organization
• Flags up and highlights training needs required to achieveobjectives
• Improves overall performance and efficiency

❌ Disadvantages:

• Requires the cooperation of all employees to succeed
• Can be bureaucratic and time consuming
• Can encourage short-term rather than long-term growth

Self-Determination Theory, SDT:

-> IDEA: human nature shows:

• Inherent Growth Tendencies: persistent positive features, that it repeatedly shows effort, agency and commitment in their lives that the theory calls “Inherent Growth Tendencies”
• Innate Psycological Needs: basis for self-motivation and personality integration

-> MOTIVATION:

• Monetary inentives are detrimental
• Self determination gives meaning to people.

-> NEEDs to GROW:

• Autonomy: It is the universal urge to be causal agents of one’s own life and act in harmony with one’s integrated self.
• Competence: It is a need to control the outcome and experience mastery.
• Relatedness: it is the universal want to interact, be connected to, and experience caring for others