PRESENTATION ON

Presented by:Khushbu Joshi

Motivation is derived from Latin word which means to move. a process that starts with physiological or psychological deficiency or need that activates a behavior or a drive that is aimed at goal or incentive(Luthans:1998) The process that account for an individuals intensity, direction and persistence of effort toward attaining a goal. (Robbins)

Concept of Motivation
A need must be felt by an individual in such a way that it drives him/her to satisfy it. The force underlying this behavior may be called motivation. This force may vary depending upon the intensity and importance of the need to the individual.

Concept of motivation
Peoples behavior is determined by what motivates them. Their performance is a product of both ability level and motivation.
Needs:

a physiological or psychological imbalance leads to the creation of a need Drives/motives: propel individual to attain their goals or satisfy their needs. Incentives: that can fulfill a need and decrease the intensity of a drive is called incentive

Basic Motivational Model

Needs or expectations
Results in

Driving Force ( behavior or action)

to achieve

Desired Goals

feedback Fulfillment

which provide

CHARACTERISTICS
It is as an internal feeling Continuous process Dynamic process A psychological concept A way to direct and explain behavior It is willingness to exert effort System oriented

Contd
Need-satisfying process Energising process Positive and negative Whole individual is motivated Frustated individual cannot be motivated

Types of Motivation Theories

CONTENT THEORIES

PROCESS THEORIES

CONTENT THEORIES
These theories attempt to explain those specific things which actually motivate the individual at work. These theories are concerned with identifying peoples needs and their relative strengths, and the goals they pursue in order to satisfy these needs.

Content theories place emphasis on the wants and needs that people are trying to satisfy.

PROCESS THEORIES
These theories attempt to identify the relationship among the dynamic variables which make up motivation. They are concerned more with how behaviors are initiated, directed and sustained. Process theories place emphasis on the actual process of motivation.

I Maslows Hierarchy of Needs

Abraham Maslow hypothesized that within every human being there exists a hierarchy of five needs:

1. 2. 3. 4. 5.

Physiological. Safety. Social. Esteem. Self-actualization.

Hierarchy of Needs
Maslow then categorized these 5 needs into lower-order needs and higher-order needs. Lower-order needs are needs that are satisfied externally: physiological and safety needs. Higher-order needs are needs that are satisfied internally (within the person): social, esteem, and self-actualization needs.

Needs model of MASLOW HIERARCHY

II THEORY X AND THEORY Y (DOUGLAS MCGREGOR)

McGregor concluded that a managers view of the nature of human beings is based on a certain grouping of assumptions and that he or she tends to mold his or her behavior toward subordinates according to these assumptions.

Theory X

Employees inherently dislike work and, whenever possible, will attempt to avoid it; Since employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve goals; Employees will avoid responsibilities and seek formal direction whenever possible. Most workers place security above all other factors associated with work and will display little ambition.

Theory Y
Employees can view work as being as natural as rest or play; People will exercise selfdirection and self-control if they are committed to the objectives; The average person can learn to accept, even seek, responsibility; The ability to make innovative decisions is widely dispersed throughout the population and is not necessarily the sole province of those in management positions

III

TWO-FACTOR THEORY
Given by Frederick Herzberg. Hygiene or Maintenance Factors (Herzberg)

These are the factors, which if absent, cause dissatisfaction. They are related to the job context and concerned with the job environment. They serve to prevent dissatisfaction. They act as a platform upon with the satisfaction factors can be built

Motivators or Growth Factors (Herzberg)

These

factors, if present, serve to motivate the individual to superior effort and performance. factors are related to the job content of the work itself. strength of these factors will affect feelings of satisfaction or no satisfaction, but not dissatisfaction.

These

The

Hygiene Factors
Company policy and administration; Supervision; Relationship with supervisor; Work conditions; Salary; Relationship with peers; Personal life; Relationship with subordinates; Status; Security

Motivator Factors:
Achievement Recognition; Work itself; Responsibility; Advancement; Growth

IV

Mcclellands achieveMent Motivation Theory

McClelland identified different motivational categories of people and if you could identify which category a person fell into it would help establish which patterns of motivation would lead to effective performance and success at work.

NEEDS OF Mc CLELLAND THEORY

Need for Achievement
The drive to excel, to achieve in relation to a set of standards, to strive to succeed.

Need for Affiliation

The desire for friendly and close personal relationships.

Need for Power

The need to make others behave in a way that they would not have behaved otherwise.

Need for Achievement

The need for achievement is the desire to consistently want challenging tasks demanding responsibility and application. McClelland sees this need as the most critical for the organizations growth and success. This need is linked to entrepreneurial spirit and the development of available resources

Need for Power

The

need for power is directed to the manager working for an organization that is concerned with group goals and the power is exercised on behalf of other people, this is socialized power and should be distinguished from personalized power. Which is characterized by satisfaction from exercising dominance over other people.

Need for Affiliation

This

is the need for good social and personal relations with people. is related to Maslow social needs -the need to belong. an individual does not experience any sense of belonging within the organization they will not be motivated to perform well.

It

If

alderfers ERG Theory

This is a modified need hierarchy model and it condenses Maslows five levels of need into only three levels based on the core needs of: E-Existence R-Relatedness G-Growth

ERG Theory

Existence group is concerned with

providing our basic material existence requirements. (They include physiological and safety needs)

Relatedness group is the desire we have

for maintaining important interpersonal relationships.

Growth group is the intrinsic desire for personal development.

The ERG theory demonstrates that:

more than one need may be operative at the same time; b) if the gratification of a higher-level need is stifled, the desire to satisfy a lower-level need increases. c) The lower order needs must be satisfied to move onto higher order needs (satisfaction progressions in process)
a)

VI

Adams Equity Theory

Equity theory focuses on peoples feelings of how fairly they feel they have been treated in comparison with the treatment received by others. It is based on exchange theory. People expect certain outcomes in exchange for certain inputs or contributions.

The exchange variables

Adams states that people will be better motivated if they are treated equitably. The exchange variables are: Inputs - what the individual brings to their employment in terms of effort , experience and skills. Outcomes - the range of factors the employee receives in return for their inputs i.e. all the financial and non-financial rewards.

Equity Theory

Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities

Referent chosen is an important variable in equity theory. There are 4 referent comparisons that employee can use:

1. Self-inside. 2. Self-outside. 3. Other - inside. 4. Other - outside.

EQUITY THEORY

Propositions relating to inequitable pay:

1.

Over rewarded hourly employees produce more than equitably rewarded employees.
Over rewarded piece-work employees produce less, but do higher quality piece work.

2.

3.

Under rewarded hourly employees produce lower quality work.

Under rewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees

4.

Distributive Justice

Perceived fairness of the amount and allocation of rewards among individuals.

Procedural Justice

The perceived fairness of the process to determine the distribution of rewards.

Choices for dealing with inequity:

1.
2. 3.

Change inputs (slack off)

Change outcomes (increase output) Distort/change perceptions of self

4.
5. 6.

Distort/change perceptions of others

Choose a different referent person Leave the field (quit the job)

VII EXPECTANCY THEORY

The strength of a tendency to act in a certain way depends on the strength of an expectation that an act will be followed by a given outcome and on the attractiveness of that outcome to the individual. (This is first proposed by Victor Vroom) Thus, it includes 3 variables or relationships: 1. Attractiveness (of the outcome). 2. Performance - reward linkage. 3. Effort - performance linkage.

Expectancy theory contd

The key to understanding of an individuals goals and the linkage between effort and performance, between performance and rewards, and finally, between rewards and individual goal satisfaction.

ISSUES EXPECTANCY THEORY BROUGHT FORWARD:

It emphasizes payoffs or rewards. The attractiveness of rewards.
Expectancy theory emphasizes Ability and Opportunity:

expected behaviors.

Performance = f ( A, M, O)

Ability = intelligence and skills

O = Opportunity to perform

Ability

Performance

Motivation

Opportunity

Thank you