MOTIVATION

The Process of Motivation Theories of Motivation Different Motivational Techniques How to Motivate Different Groups?

What is Motivation?
Motivation is the amount of efforts that an individual puts into doing something. It is the willingness to exert high level of efforts towards organizational goals, conditioned by the efforts ability to satisfy some individual needs. It refers to the forces within an individual that affect his direction, intensity and persistence of voluntary behaviour.

The Process of Motivation

E n Needs & vi drives ro n m e nt Opportunity,goals & incentives Perform ance Ability

Tension

Efforts

Rewards

Need satisfaction

Motivation & Performance

Performance = Motivation * Ability * opportunity

Theories of Motivation
Content theories Maslow hierarchy of needs Alderfers ERG theory Herzberg's two factor theory McGregor's theory X & theory Y Mc Clellandss theory of needs Process theories Lockes goal setting theory Vrooms expectancy theory Porter & laylers expectancy theory J.S. Adams equity theory Reinforcement theory

Abraham Maslows Hierarchy of Needs

Hierarchy of needs- physiological, safety, social, esteem, self-actualization. A substantially satisfied need can no longer motivate Lower-order & higher order needs Maslows theory is based on two principles- deficit principle & progression principle. The five needs in the order do not motivate everyone People can operate on more than one needs level at the same time. Study was based on neurotic people. Not supported by empirical research findings

Clayton Alderfers ERG Theory

There are three groups of core needs: Existence, Relatedness and Growth. Need are not gratified in a hierarchical order More than one need can be operative at one time. If the gratification of a higher level need is stifled, the desire to satisfy a lower level need increases. ( frustration regression dimension) Once a particular need is satisfied individuals want to satisfy next higher order need. Variables like education, family background and cultural environment can alter the importance or driving force that a group of needs holds for a particular individual.

Fredrick Herzbergs two/dualFactor Theory

Hygiene factors( extrinsic or context factor) Company policy & administration, supervision, relationship with peers & supervisors, work condition, salary, security. Presence of these factors does not guarantee job satisfaction. Motivation factors (intrinsic or content factors) Achievement, recognition, interesting work, responsibility, advancement & growth Satisfies and motivates workers. Herzberg recommends job enrichment

Douglas McGregors Theory X and Theory Y

Theory X Employees dislike work & responsibility & must be coerced to perform. Lower order needs dominate individuals Theory Y Employees like work, are creative, seek responsibility and can exercise self direction. Higher order needs dominate individuals.

David McClellands Theory of Needs

Three major needs- Achievement, Power, Affiliation These needs are not instinctive desire but learned. High nAc-strive for personal success, take personal responsibility for their success or failure, like calculated risk, like to receive immediate & concrete feedback. (dynamic entrepreneur) McClelland & Burnham, 1995 differentiated managers as personal power managers and institutional power managers.

Continued ..
Research indicate that higher level managers in large organizations are more likely to be successful if they have high need for institutional power combined with low affiliation need. Successful managerial performance is related to high power need and low affiliation need ( McClelland & Burnham, 1976). Improving the level of need for achievement among less economically successful groups would encourage the groups economic development

Comparison among need related theories of motivation 2 factor theory

Motivation factor
Achievement re Responsibility Advancement etc

HN theory Self actualization Esteem needs

ERG theory

Theory of needs
Need for

Growth needs

Achieveme

Recognition
Hygiene factors Supervision Int.relationship Job security Company policies Pay Working condition

Need for power

Relatedness needs
Need for affiliation

Belongingness needs Security needs Physical security emotionalsecurity

Physiological needs

Existence needs

Conclusions
All these theories identify factors or needs related to motivation. Each theory restricts its explanation of motivation to a particular set of factors and explains how to motivate people using those factors. Because values across and within cultures are not universal, it is difficult to find a set of motivating needs or factors that applies to everyone. These theories are valuable as a starting point for examining cultural and even individual differences in motivation.

Process Theories of Motivation & Various Motivational Techniques Reinforcement theory

Lockes goal setting theory J.S. Adams equity theory Vrooms expectancy theory Porter & laylers expectancy theory

B. F. Skinners Reinforcement Theory

Behaviour is an outcome of its consequences. Reinforcements have important influence on behaviour. Positive reinforcement is given to strengthen a particular behaviour and negative reinforcement is given to weaken a particular behavior. Improved performance, attendance and punctuality, safety and service to customers can be achieved through reinforcements. To apply this theory managers must understand what is rewarding to the people they wish to motivate.

Edwin Lockes Goal Setting Theory

Specific and difficult goals ( challenging) with feedback lead to higher performance. Content (Level of difficulty) & Intensity ( degree of participation) Assigned and participatively set goals lead to high performance rather than telling do your best. The relationship between goal & performance is affected by Moderators- ability, goal commitment, organizational support( feedback), task complexity Management by Objectives ( MBO)
.

J. S. Adams Equity Theory

Individuals try to balance their inputs and outcomes in relation to others. Comparison Specific other individuals Other referent groups General occupational group

Equity situations-Under- reward inequity, Equity , Over-reward inequity Consequences of Inequity- Employees may change their input, change their outcomes, distort perception of self, distort perception of others, choose a different referent or leave the job

 Equity theory is based on distributive justice but not on procedural justice. Managers should consider openly sharing information on how allocation decisions are made, following consistent and unbiased procedures. Collectivists cultures prefer an equality norm as contrast to individualistic cultures which favours an equity norm. An equality norm allows collective society to maintain interpersonal harmony, and the equity norm provides an opportunity for individualists to achieve.

Vrooms Expectancy Theory

The motivation to act in a certain way depends the outcome and the attractiveness of the outcome to the individual. There exists relationship between efforts & performance, between performance & rewards and finally between reward & individual goal satisfaction.

 Motivational Force= Valence*Instrumentality*Expectancy Valence- positive or negative value people place on outcomes. Instrumentality- belief that a particular outcome is contingent on accomplishing a specific level of performance. Expectancy- belief that a particular level of performance will be followed by a particular degree of efforts.

Porter & Lawler Expectancy Model

Motivation does not bring about satisfaction. The relationship among effort- performance satisfaction get influenced by several factors. Effort-Valence of reward, probability of effort leading to reward Effort -Performance- skills & abilities and understanding ones role in the organization Performance-Satisfaction- intrinsic/extrinsic reward ; comparison with effort-performance probability