MOTIVATION

Love what you do to stay motivated I was partly driven by a desire to prove myself when I started Student magazine at 16. My friends and I wanted to give our generation a voice in the issues of the day, especially the Vietnam war -Richard Branson

It is not employee satisfaction that matters...we need motivated employees. While satisfied employees will be happy to sit idle, it is motivated employees that can drive productivity, -Nandita Gurjar, senior vice-president and global human resources head at Infosys

 Organisation is a social institution. Employees work to achieve goals stated and unstated, professional and personal. Employees have personal agenda and professional agenda Everyone tries to influence the environment and is influenced by the environmet.

WORK MOTIVATION
Work motivation is a set of energetic forces both within [and] beyond an individuals being, to initiate work related behaviour, and to determine its form, direction, intensity, and duration. Work motivation refers to the force within a person that cause the person to behave in a specific, goal-directed manner.
Goal:
Achieving something desirable Achieving something undesirable

Performance = f (ability x motivation)

What drives behaviour? (Arousal)

What direction behaviour takes? (Direction)

How to maintain that behaviour? (Persistence of effort)

1. Employee identifies needs

2. Employee searches way satisfy these needs

3. Employee selects goaldirected behaviours

CORE PHASES OF MOTIVATIONAL PROCESS

6. Employee reassesses need deficiencies

5. Employee receives either rewards or punishments

4. Employee performs

MOTIVES
PRIMARY MOTIVE
UNLEARNT PSYCHOLOGICALLY BASED

SECONDARY MOTIVE
LEARNT

SELF ACTUALIZATION

ESTEEM

AFFILIATION

SECURITY

PSYSIOLOGICAL

SELF-ACTULIZATION: Personal growth, realization of potential

ESTEEM NEEDS: Titles, status symbols, promotions, banquets

SOCIAL NEEDS: Formal and informal work groups or teams SECURITY NEEDS: seniority plans, union, health insurance, employee assistance plans, severance pay, pension BASIC NEEDS: Pay

Hygiene/Maintenance/Context Factors Salary, Supervision, Company Policies, interpersonal relations, Working Conditions, etc
Motivation, Content Factors: Meaningful and interesting work, Recognition of achievement, Responsibility, Advancement, etc, Necessary for motivation. Their absence causes demotivation

Satisfaction in these areas merely means absence of dissatisfaction, it does not motivate. Absence of dissatisfaction here is not enough for creating motivation: it just results in a neutral state

HERZBERGS TWO FACTORS

ALDERFERS ERG THEORY

Postulated by Clayton Alderfer.
NEEDS Existence Needs: Concerned with survival Relatedness Needs: Stress the need importance of interpersonal, social relationships. Growth Needs: concerned with individuals intrinsic desire for personal development.

McCLELLANDS NEEDS CLASSIFICATION

Postulated by David McClelland. NEEDS Need for Achievement (nAch) Need for Power (nPow) Need for Affiliation (nAff)

nAch: need for sense of mastery over ones environment, accomplishment through ones own abilities and skills, preference for challenges but moderate risk, for clear feedback and feeling personally responsible for success.
nPow: need for autonomy and control over others.

nAff: need to establish and maintain relationships that give positive feelings, or friendship with others.

Herzbergs Two Factors

Alderfers ERG Needs

McClellands Classification

Motivators

Self Act. Esteem

Growth

nAch

Relatedness Social Hygiene/ Maintenance Factors

nPow nAff

Safety

Existence

Physiological

PROCESS THEORIES OF MOTIVATION

Motivation is a complex process determined by factors and choices on the individual side and shaped by context factors Focuses on the how of motivation
INCLUDES:
Expectancy theory by Victor Vroom Equity Theory Goal-Setting Theory

VROOMS EXPECTANCY THEORY

People who are never motivate or people who are always motivated do not exist. Individual differences and situational context influence the level of motivation. When presented with behavioural options in a situation, individuals select the option with greatest motivation forces (MF).
MF= Expectancy x Instrumentality x Valence [E P] [P R] V [R]

Expectancy
Indicates the probability that an individual assigns to the belief that if he/she tried (E), that there would be success (P) necessary for meeting the final goal. This perception is base on:
Individuals past experience Self-efficacy Perceived control over performance Perceived difficulty of the goal

Instrumentality
Is a subjective probability that meeting performance expectations will be instrumental in getting rewards desired or valued by individuals. When valued rewards are contingent upon performance, instrumentality increases.
Factors Affecting Instrumentality: Trust Control Policies

Valence
Refers to the value the individual personally places on the rewards. Factors Affecting Valence:
Needs Goals Values Sources of motivation

Motivational force

Valenve (V) Whether rewards are valued or not (V= 0 or 1)

Expectancy (E P) Perceived probability that effort will result in desired performance

Instrumentality (P R) Perceived probability that performance will lead to desired rewards

Rewards offered must be valued by employees, their existence and how to get them must be known

Employees must believe in own skill, ability to perform

Rewards must be contingent upon performance

EQUITY THEORY
Is a combination of two areas of knowledge:
Psychology ( our attitudes and beliefs are consistent with each other) Social Sciences ( our tendency to assess our position relative to others)

People are concerned not only with the absolute amount of rewards they receive for their efforts, but also with what amount others receive in relation to others effort and that a sense of equity is important to them

Measurement Criteria for Different Types of Goals

Criterion Types of goals

Number Complexity
Specificity

Existence
Assignment

Single or multiple goals Simple/easy or difficult/complex goals General or specific goals Goals exist or there are no goals Self assigned or imposed goals

Available Options for Restoring Equity

Change the perceived input/output ratio of self and/or referent Increase output of self through more effort or citizenship behaviour Decrease the output of self through restricting work and deviant behaviour such as theft, tardiness. Cause a change in received outcomes such as seeking salary increases or seeking more enjoyable assignment. Withdraw from the situation entirely, quit the job.

GOAL SETTING THEORY

All behaviours are motivated Motivation is goal directed process Level of motivation depends on the kind of goals that are set and
the way internal and external factors affect the process between goal identification to goal achievement are managed

A person who has found his/her goal will also find the knowledge and skills necessary to achieve it.