Contents
1. Some Popular Theories
2. Motivation Processes
3. Goal Setting Theory
4. Equity Theory
5. Motivation in Practice
6. The 3 common Characteristics
7. Types of Motivation Theories
8. Herzeberg's Motivating & Maintenance
9. ERG Theory
10. McClelland's 3-Need Concept
11. McClelland's Achievement Motivation Theory: Key Terms
12. Expectancy Theory
13. Comparing Traditional & Self-Managing Leader Behaviors
14. Quality Management Leadership Model
15. Challenges Future Leaders will Face


Motivation:
One important functions of management is to motivate
staff for:
- Job performance (ability)
- Productivity (skills)
- Job satisfaction
- Employee extension

Some popular Theories:
I. Content Theories (Need Theories)
- Maslow's hierarchy of needs
- McClelland's 3-Need Theory
- Herzeberg's Dual Factors Theory

Motivation Processes:
- Intrinsic Reward: intangible
- Extrinsic Reward: tangible

* Punishment: the process of administering an undesirable
consequence for a desirable behavior
* Extinction: ignoring the behavior/not reinforcing

Goal Setting Theory(MBO)
- Aligning personal & Organization Goal 
- Rewarding goal achievement
- Self management
* Goal Acceptance 
* Goal Commitment

Equity Theory
Op/Ip = Oo/Io (Equity)
Op/Ip = Oo/Io (Underreward)
Op/Ip > Oo/Io (Overreward)


Restoration of Equity

Under-reward
1. Ask for raise.
2. Lower inputs.
3. Rationalize why you get less than others.
4. Change your comparison worker.

Over-reward
1. Try to get raise for other workers. 
2. Raise inputs.
3. Rationalize why you get more than others.
4. Change your comparison worker.

Managers:
- How many different individual needs?
- Is there a hierarchy of need?
- How important are the various needs?
- Can one outcome satisfy more than one need?

Individual Needs R tension R Attitudes & Behavior

Implications of Motivation Theory
* Managers: should create a work environment that respond
+ve to individual need
* Performance - "blocked" needs?
* Activated needs R Job Satisfaction
- Understand individual difference
- More aware of what & how to respond to individual needs.
- Know how to create work environment R job satisfaction
R -performance & productivity.

Motivation in Practice:
- O.B. Modification
- Goal Setting (MBO)
- Job Characteristic Concept (J.D.)
- Reinforcement
- TQM
- Learning Approach
- Leadership?
- Reward System
- Performance Evaluation System
- Employee involvement Program

1. Functions of Planning (Purpose)
2. L-T/ S-T plans
3. Plan can R Mission(L-T), Goal(L-T/S-T),
Objective(Operational)

Strategic Planning Tools/Methods:
- BCG Matrix
- SWOT analysis 
Helps in strategy planning & formulation so that the
company can be more competitive.


Motivation:
- Means: to move
- \Motivation include 3 common characteristics:
1. It concerns with what activates human behavior.
2. It involves what directs this behavior toward a
particular goal.
3. Motivation concerns how this behavior is sustained .
(supported)

Needs R Drives (motives) R Goals Achievement


Motivation:
A. Content Theories: Focus on the individual & his/her
Environment (Need-B)
B. Process Theories: A dynamic situation.
Understanding people R influence them R change in
behavior/attitude. (How & Why)

Content - Need Base
1. Maslow (Hierarchy of Needs)
2. Alderfer's(ERG Theory)
Nf existence
Nf Relatedness
Nf Growth
3. McClelland's Acquired Needs Theory
n. Achievement
n. Affiliation
n. Power

Theory x&y
Assumptions:
People are classified into 2 types
X = "Lazy" by nature
Y = "Hardworking" by nature
How to bring employees from X RY?

"Modern Concept"
- Participative & Empowerment
- Team 
- MBO


Types of Motivation Theories

Content Theories
Define motivation in terms of need satisfaction.
- Maslow's Hierarchy of Needs Theory
- Herzberg's Two-Factor Theory
- McClelland's Achievement Motivation Theory


Process Theories
Define motivation as a rational cognitive process
occurring within the individual.
- Vroom's Expectancy Theory
- Adams' Equity Theory

Maslow's Need Hierarchy
- Self Actualization
- Esteem 
- Social
- Safety
- Physiological

Herzberg's Two-factor(Dual Factor) Theory
- Motivator
- Hygiene
* Satisfier: Job Content (Motivator)
* Dissatisfier: Job context

Herzeberg's Motivating & Maintenance Factors

Motivating (Intrinsic)
- Opportunity for achievement 
- Responsibilities
- Recognition
- Advancement/promotion
- Creativity
- Challenge of work
- Personal Growth

Maintenance (Extrinsic)
- Co. policies
- Supervision
- Interpersonal R.W./S
- Salary
- Job security
- Working condition
- Employee benefits
- Job Status
- Personal life

ERG Theory

In the ERG Theory
- (E) include the basic needs that Maslow described:
physiological & Safety N.
- (R) the Interpersonal relationships R Maslow's
belongingness & the Esteem needs.
- (G) This is the intrinsic desire for personal development.

* Frustration - regression dimension
eg. frustration of higher - order N. prompts demands for
greater satisfaction of lower needs.  eg. inability to
satisfaction R. 
R -for more money etc.

ERG Theory
- Existence: physiological & material well-being
- Relatedness: Interpersonal Relations
- Growth: personal development 

"Frustration - Regression" principle
(a lower-level need may be activated if a higher-level
need is not satisfied)

McClelland's 3-Need Concept
N Ach - desire to do something better, master complex task
N Aff - Human Relations
N Power - Control & influence Others
- These 3-Need are acquired overtime. 
N Power: destructive - achiever (power abuse)

McClelland's Achievement Motivation Theory: Key Terms
Need for Achievement: 
Need for clear, self-set, moderately difficult goals,
with feedback provided on goal achievement.
Need for Affiliation:
Need to work with others, interact, & support others,
with a concern for their growth & development.
Need for Power:
Need to have influence & control over others.

Key Concepts in Expectancy Theory

Expectancy
- Your subjective assessment that if you try, you will perform.

Instrumentality
- Your subjective assessment that if you perform, you
will be rewarded.

Valence
- How much you value the reward.

Vroom's Expectancy Model
- Effort-Performance Expectancy
- Performance-Reward Expectancy
- Valence of Rewards

Performance-Reward: The Degree to which the Individual
believes that performing at a particular level will lead
to the attainment of a desired outcome.

Effort-Performance Linkage: the probability perceived by
 the individual that exerting a given amount of effort
 will lead to performance.


Path-Goal Theory

Leader Behaviors
- Directive 
- Supportive 
- Achievement-Oriented 
- Participative

Subordinate Characteristics
- Authoritarianism
- Loss of Control Ability
 
u Motivation to Perform
u Leader Effectiveness
u Job Satisfaction

Environmental Characteristics
- Task
- Formal Authority System
- Work Group


Comparing Traditional & Self-Managing Leader Behaviors

Traditional Leader Behaviors
- Organization: Structures own & subordinates' work
- Domination: Restricts or limits discretion of
individuals or groups.
- Production: Sets standards for task performance.
- Recognition: Expresses approval or disapproval of behavior.
- Integration: Promotes group cohesion & reduces group conflict.
- Communication: Provides, seeks & exchanges information
with group members.

Self-Managing Leader Behaviors
- Encourages self-reward.
- Encourages self-observation.
- Encourages self-goal setting.
- Encourages self-criticism.
- Encourages self-rehearsal.
- Acts as a role model by exhibiting appropriate behavior.
Fosters culture that supports self-leadership.


Quality Management Leadership Model

Managing Work Process
u Problem-solving process
u Quality improvement process
u Benchmarking process
u Flowchart, histogram, fishbone, control chart,
Pareto analysis, check sheet graph, pie chart.

Leading People
u Focused & congruent objectives
u Continuous learning & self-development
u Coaching, counseling & teaching
u Building trust, valuing & managing diversity
u Teamwork & collaboration

Challenges Future Leaders will Face
- Increasing global competition
- Employee demands for participation
- Emphasis on speed, service & information
- Expansion of information technologies
- Need to employ unskilled, untrained & disenfranchised people