Organisational Leadership Chapter 7 Study Guide

The A-Team was forced to disband because from the very first tasking, there was conflict between the group members. The group never actually came together to complete their first tasking of defining roles. The arguments between the group members got so bad that one of their team members walked out for the group and threatened to quit the program.

Inkson and Kolb discuss the issue of expectancy theory, which is how an employee values the outcome of putting in a lot of effort in order to achieve a goal. ?Motivation declines when there is uncertainty of the lineages between performance and effort? (Inkson and Kolb, 1999, p.327) Outcomes can include bonuses and or praise (extrinsic rewards) and feelings of accomplishment (intrinsic rewards).

Motivational theories are attempted to explain the way of employee effort is generated, in this they are different types of motivational theories which is perform the effective result of the organization development with the employee individual behavior. Different types of motivational theories are named as goal setting, social learning and equity theories.

An aspect of motivation that was answered early on in research was learning to understand individual needs. In early research, it was believed that employees worked or were motivated to do so based upon their needs; they were motivated to satisfy their needs in other words. There are four main need-based theories of motivation include: Maslow’s Hierarchy of Needs, the ERG theory, Herzberg’s Dual Factor Theory, and McClelland’s Acquired Needs Theory (Carpenter, Bauer, Erodgogan & Short, 2013).

There are dozens of expectancy theories that exist but one of the most widely accepted is Lyman Porter and Edward Lawler’s process model theory, which is an extension of Victor Vroom’s expectancy theory to motivation in the workplace. Vroom’s theory suggests that people are motivated by how much they want something and the likelihood they perceive of getting. Vroom further suggests that behavior results from conscious choices among alternatives (Griffin & Moorhead, p. 104). Porter and Lawler (1968) suggest that satisfaction and motivation occurs when certain employee desires are met and that rewards and salary refer to those things achieved by the actions of an employee which helps fulfil their needs. They further suggest that employee satisfaction or dissatisfaction

According to the expectancy theory of motivation, in the workplace an employee’s willingness to work is dependent upon the end result of working and how important the end result is to the employee. An employee will be more compelled to put forth more effort if it is believed that the consequence of doing so will be a positive performance evaluation. The employee must believe that by achieving a positive performance evaluation, an incentive will be achieved. The incentive, whether it is monetary or advancement, must benefit the employee (Robbins, 2012).

This parallels with Maslow’s Hierarchy of Needs Motivational Model. The true motivators represent a far deeper level of meaning

Lastly there is effort-performance expectancy, which states that every behavior has associated with it a certain probability of success. With this concept we all needed to understand that our efforts would be rewarded with donations. Once we started to receive donations we used this as motivation to get more.

Swenson, D. Expectancy and equity theories of motivation. The College of St. Scholastica Website. Retrieved from http://faculty.css.edu/dswenson/web/OB/VIEtheory.html Robbins, Judge, Millet, Marsh, 2008, Organizational Behavior, 5th Edition, Pearson

To begin with, Business Dictionary defines Motivation as the “internal and external factor that stimulate desire and energy in people to be continually interested and committed to a job or to make an effort to attain a goal”. There are different theories of motivation e.g. Maslow’s Theory, Two factor Theory and so on, but my main focus is the Reinforcement Theory.

Motivation according to Kelley (2014) is the ‘process through which managers build the desire to be productive and effective in their employees’. If an employee is motivated, they are more likely to be productive and generally staff turnover is low. The problem of worker motivation is that workers are not seen as humans, they have a lack of freedom at the workplace and lack of job fulfilment. Taylor and McGregor Theory X argue that there is not a problem with worker motivation, workers will be obedient because of fear of losing their job motivates them to do well. Whereas Maslow and McGregor’s Theory Y argues that there is a problem with worker motivation because of class conflict between the worker and the manager. The

Osland, et al. (2007) provide a good introduction to three basic motivational content theories. The first theory is Maslow’s Hierarchy of Needs that proposes man is motivated by a lack in the one or more of the five common needs. The needs that Maslow identifies are physiological, safety, social belonging, self-esteem, and self-actualization. Maslow believed that one fills needs from the most basic (like food and water) to the highest level (self-actualization). Maslow’s ideas are easy to relate to and attempt to provide an all-inclusive approach to the concept of motivation; however, there is little evidence to support the idea that man cannot have self-actualization without the other more basic needs first satisfied. The second content theory Osland, et al. discuss is McCelland’s learned needs. McCelland states that man is motivated by one of three things: achievement, power, or affiliation – or a mixture of the three. Each of these needs can possess a negative or positive connotation or implementation, but it is argued that people motivated by affiliation make better leaders. The third theory presented is McGregor’s Theory X and Theory Y. McGregor asserts that Theory X people or employees are inherently lazy and must be controlled and forced to act, whereas Theory Y people are self-controlled, motivated, and ambitious.

Theories can never be proven, only supported or rejected. Although there are many theories of motivation, there are only a few that I feel can be relevant and valuable in the work setting. Before settling on a theory to use to assist with the creation of my specific theory of motivation, I wanted to get a better understanding of some of the most well-known motivational theories. Throughout my research I’ve noticed a common trend in the motivational theories and how they are applied. Many theories such as McClelland’s Needs Theory (1961), Maslows’ Hierarchy of Needs Theory (1954), and

4. 3 Major Types of Motivation Theories  Content Theories of Motivation WHAT motivates us  Process

Behavior based motivation such as Equity Theory, Expectancy Theory and Reinforcement Theories are built on the premise that employee behavior is directly linked to the consequences of their actions.