(Tiểu luận) principles of management report motivation analysis

The purpose of this report is to provide an insight into motivation through the process of analyzing different theories, such as Hierarchy of Needs Theory by Maslow, ERG Theory developed

FOREIGN TRADE UNIVERSITY FACULTY OF BUSINESS ADMINISTRATION

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PRINCIPLES OF MANAGEMENT REPORT

MOTIVATION ANALYSIS

Group 4, VJCC, K60 Lecturer: Mr Hoang Anh Duy Credit class: QTR303E Group members:

1 Nguyễn Gia Đạt 6 Tr n Duy Khang ầ

2 Ngô Thùy Dương 7 Phạm Hồ Thu Th y ủ

3 Nguyễn Lê Minh Anh 8 Vũ Khánh Huyền

4 Lê Thị Luyện 9 Nguy n Thu Thễ ủy

5 Nguy n Th Kim Anh ễ ị

Ha Noi 12/2021–

TABLE OF CONTENTS

I INTRODUCTION 1

II LITERATURE REVIEW 2

1 Motivation 2

1.1 Definition 2

1.2 Types of motivation 2

2 Theories of motivation 3

2.1 Maslow’s Hierarchy of Needs Theory 3

2.2 Alderfer’s ERG Theory 4

2.3 Herzberg's 2-factor Theory 6

2.4 McClelland’s Three-need Theory 6

2.5 McGregor’s Theory X and Theory Y 8

2.6 Expectancy Theory 9

2.7 Equity Theory 10

III FINDINGS AND ANALYSIS ON MOTIVATION OF THE VIDEO 11

1 Expectancy theory 11

2 Hierarchy of need 11

3 Two factor theory 12

IV RECOMMENDATIONS 13

1 For Coach Carter 13

2 For all managers .13

V CONCLUSION 14

VI REFERENCES 14

VII JOB DESCRIPTION 15

as well

In management, motivation is the core A team of highly qualified and motivated employees is necessary for achieving the objectives of an organization The findings show that motivation is very important to individuals and managers have a hard task motivating their employees

The purpose of this report is to provide an insight into motivation through the process of analyzing different theories, such as Hierarchy of Needs Theory

by Maslow, ERG Theory developed by Clayton Alderfer, Theory X and Theory

Y by Mcgregor, The Two-Factor Theory of Motivation Hygiene and –Motivational Factor of Herzberg, Expectancy Theory by Victor H Vroom, and Equity Theory of J Stacy Adams

An effective leader should understand motivating methods and know how

to apply them in the management practices of staff or team members Thus, our group would like to share this scene from the movie Coach Carter about how a coach motivates his students Ken Carter becomes the new coach of a basketball team The players had poor performance in the previous season and had disrespectful manners Therefore, Carter with tough rules and great motivating skills had brought the team back on track and guaranteed the members qualify for college or not to end up in prison

We hope that after our presentation, you will gain a better understanding

of the importance of motivation

II LITERATURE REVIEW

1 Motivation

1.1 Definition

Motivation is a process in which individual efforts are energized, oriented and reinforced In the work goal context the psychological factors stimulating the people’s behavior can be: desire for money; success; recognition; job satisfaction; meaningful teamwork experiences; relationships; etc

The three key elements in motivation are intensity, direction, and persistence

Intensity: It describes how hard a person tries This is the element most of

us focus on when we talk about motivation

Direction: High intensity is unlikely to lead to favorable job-performance

outcomes unless the effort is channeled in a direction that benefits the organization Therefore, the quality of effort as well as its intensity matters Effort directed toward, and consistent with, the organization’s goals is the kind of effort once should be seeking

Persistence: It measures how long a person can maintain effort Motivated

individuals stay with a task long enough to achieve their goal

1.2 Types of motivation

There are 2 types of motivation: Intrinsic and extrinsic motivation

Intrinsic motivation involves performing a task because it’s personally

rewarding to you

Extrinsic motivation involves completing a task or exhibiting a behavior

because of outside causes such as avoiding punishment or receiving a reward

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2 Theories of motivation

2.1 Maslow’s Hierarchy of Needs Theory

Maslow was a psychologist who proposed that within every person is a hierarchy of five needs The lowest level needs in the pyramid are basic needs and unless these lower-level needs are satisfied people do not look at working toward satisfying the upper-level needs

Physiological needs: These are biological requirements for human

ưzsurvival, e.g air, food, drink, shelter, clothing, warmth, sex, sleep

Safety needs: Once an individual’s physiological needs are satisfied, the

needs for security and safety become salient People want to experience order, predictability and control in their lives

Social needs: After physiological and safety needs have been fulfilled, the

third level of human needs is social and involves feelings of belongingness

Esteem needs: Are the fourth level in Maslow’s hierarchy - which Maslow

classified into two categories: esteem for oneself (dignity, achievement, mastery, independence) and the desire for reputation or respect from others (e.g., status, prestige)

Self-actualization needs: Are the highest level in Maslow's hierarchy, and

refer to the realization of a person's potential, self-fulfillment, seeking personal growth and peak experiences

The leader will have to understand at what level the team members are currently, and seek out to help them to satisfy those specific needs and accordingly work to help fulfill those needs This will help the team members perform better and move ahead with the project

2.2 Alderfer’s ERG Theory

Alderfer’s ERG theory suggests that there are three groups of core needs: existence (E), relatedness (R), and growth (G)—hence the acronym ERG These groups align with Maslow’s levels of physiological needs, social needs, and self-actualization needs, respectively

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Existence needs concern our basic material requirements for living These

include what Maslow categorized as physiological needs (such as air, food, water, and shelter) and safety-related needs (such as health, secure employment, and property)

Relatedness needs have to do with the importance of maintaining

interpersonal relationships These needs are based in social interactions with others and align with Maslow’s levels of love/belonging-related needs (such as friendship, family, and sexual intimacy) and esteem-related needs (gaining the respect of others)

Growth needs describe our intrinsic desire for personal development

These needs align with the other portion of Maslow’s esteem-related needs esteem, self-confidence, and achievement) and self-actualization needs (such as morality, creativity, problem-solving, and discovery)

(self-Alderfer proposed that when a certain category of needs isn’t being met, people will redouble their efforts to fulfill needs in a lower category For example,

if someone’s self-esteem is suffering, he or she will invest more effort in the relatedness category of needs

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2.3 Herzberg's 2-factor Theory

Frederick Herzberg’s two-factor theory (also called motivation–hygiene theory) proposes that intrinsic factors are related to job satisfaction, while extrinsic factors are associated with job dissatisfaction

Hygiene factors (dissatisfiers): Are the factors that eliminate job

dissatisfaction, but don’t motivate

Motivation factors (satisfiers): Are the factors that increase job

satisfaction and motivation

The factor that differentiates two-factor theory from the others we’ve discussed is the role of employee expectations According to Herzberg, intrinsic motivators and extrinsic motivators have an inverse relationship That is, intrinsic motivators tend to increase motivation when they are present, while extrinsic motivators tend to reduce motivation when they are absent This is due to employees’ expectations

2.4 McClelland’s Three-need Theory

McClelland affirms that we all have three motivating drivers, which do not depend on our gender or age One of these drives will be dominant in our behavior The dominant drive depends on our life experiences

Need for Achievement (nAch): The drive to succeed and excel in relation

to a set of standards It is a need to accomplish and demonstrate one's own competence People with a high need for achievement prefer tasks that provide for personal responsibility and results based on their own efforts  They also prefer quick acknowledgement of their progress

Need for Affiliation (nAff): The desire for friendly and close interpersonal

relationships It is a need for love, belonging and social acceptance People with

a high need for affiliation are motivated by being liked and accepted by others  They tend to participate in social gatherings and may be uncomfortable with conflict

Need for Power (nPow): The need to make others behave in a way that

they would not have behaved otherwise The need for power is the desire within

a person to hold control and authority over another person and influence and change their decision in accordance with his own needs or desires The need to enhance their self-esteem and reputation drives these people and they desire their views and ideas to be accepted and implemented over the views and ideas of others

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High achievers focus on their own accomplishments, while good managers emphasize helping others accomplish their goals McClelland showed that employees can be trained to stimulate their achievement needs by being in situations where they have personal responsibility, feedback, and moderate risks Indeed, good managers make a difference

2.5 McGregor’s Theory X and Theory Y

Theory X and Theory Y refer to two styles of management authoritarian –(Theory X) and participative (Theory Y)

Theory X workers could be described as follows:

• Individuals who dislike work and avoid it where possible

• Individuals who lack ambition, dislike responsibility and prefer to be led

• Individuals who desire security

The management implications for Theory X workers were that, to achieve organizational objectives, a business would need to impose a management system of coercion, control and punishment

Theory Y workers were characterized by McGregor as:

• Consider effort at work as just like rest or play

• Ordinary people who do not dislike work

• Depending on the working conditions, work could be considered a source

of satisfaction or punishment

• Individuals who seek responsibility (if they are motivated)

The management implications for Theory X workers are that, to achieve organizational objectives, rewards of varying kinds are likely to be the most popular motivator The challenge for management with Theory Y workers is to create a working environment (or culture) where workers can show and develop their creativity

2.6 Expectancy Theory

Vroom’s expectancy theory of motivation says that an individual’s motivation is affected by their expectations about the future

Expectancy Theory is based on three elements:

• Expectancy: The belief that your effort will result in your desired goal

This is based on your past experience, your self confidence and how difficult you think the goal is to achieve

• Instrumentality: The belief that you will receive a reward if you meet

performance expectations

• Valence: The value you place on the reward

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The three elements are important behind choosing one element over another because they are clearly defined: effort-performance expectancy (E>P expectancy) and performance-outcome expectancy (P>O expectancy)

• E>P expectancy: Our assessment of the probability that our efforts will

lead to the required performance level

• P>O expectancy: Our assessment of the probability that our successful

performance will lead to certain outcomes

The key to expectancy theory is understanding an individual’s goal and the linkage between effort and performance, between performance and rewards, and finally, between rewards and individual goal satisfaction It emphasizes payoffs,

or rewards

2.7 Equity Theory

Equity theory, developed by J Stacey Adams, proposes that employees compare what they get from a job (outcomes) in relation to what they put into it (inputs), and then they compare their inputs-outcomes ratio with the inputs-outcomes ratios of relevant others

If an employee perceives her ratio to be equitable in comparison to those

of relevant others, there’s no problem However, if the ratio is inequitable, she views herself as underrewarded or overrewarded When inequities occur, employees attempt to do something about it The result might be lower or higher productivity, improved or reduced quality of output, increased absenteeism, or voluntary resignation

The referent - the other persons, systems, or selves individuals compare

themselves against in order to assess equity - is an important variable in equity theory

Managers should consider openly sharing information on how allocation decisions are made, follow consistent and unbiased procedures, and engage in similar practices to increase the perception of procedural justic e

III FINDINGS AND ANALYSIS ON MOTIVATION OF THE VIDEO

1 Expectancy theory

Coach Carter understands the wants and needs of the team players: playing basketball He makes them understand that if they want to achieve their dreams, they have to have a back up plan for a better life - going to college Besides, he shows the truth that if they don’t go to college, they are likely to get arrested and

be sent to prison The expectancy is that the students will expect that if they start

to make effort in studying, their school performance will improve and the instrumentality is that they expect improved performance leads to a good outcome: they will go to university and wont be sent to prison

Coach Carter emphasizes the importance of going to college that will ensure the students can play more basketball and possibly join the NBA Moreover, their lives and their parents’ lives can be better if they succeed in going

to college So if the team wish to succeed then improving their education to continue playing sport is of high valence to the team

2 Hierarchy of need

This concept is often displayed as a hierarchical pyramid with 5 levels based on 5 basic categories of human’s needs: physiological, safety, love, esteem and self-actualization It proposes that people are motivated to fulfill basic needs before moving on to meet higher-level needs In this video, Coach Carter skip physiological needs assuming that for his students, these needs are already met

He focused on higher level needs such as safety, esteem and self actualization