ORGANISATIONAL BEHAVIOUR

UNIT 3A Concept of Motivation / Morale, Need Theory, Herzberg Theory, Other theories of Motivation

CONCEPT OF MOTIVATION

Driving force by which human achieve their goals. 2 types: Extrinsic / Intrinsic

Performance = f (ability x motivation)

Motivation is the result of processes internal or external to the individual that arouse enthusiasm and persistence to pursue a certain course of action.

IMPORTANCE OF MOTIVATION

It makes employees look for better ways of doing jobs. Motivated employee is more quality oriented. Highly motivated workers are more productive. Motivated people is must for organisational efficiency. Motivation affects peoples behaviour while doing their jobs. Motivation is essential as the technology is becoming complex day by day.

CHALLENGES OF MOTIVATION

Workforce is changing. Employees join organisation with different needs and expectations. Their values, beliefs, background, lifestyle, attitude are different.

Firms change the jobs that employees perform, reduce hierarchy, downsizing etc. These actions affects Motivation.
Hire and fire / Pay for performance has negative impact on motivation these days. Motives can be only infered, cannot be seen.

FRAMEWORK OF MOTIVATION
Identifies Need

Reassesses needs deficiencies

Searches for ways to satisfy needs

Receives rewards or Punishment

Engages in Goaldirected behaviour

Performs

MORALE

It may be defined as the possession of a feeling on the part of an individual of being accepted and belonging to the group of individuals through adherence to common goals and confidence in the desirability of these goals. It is an intangible term used to describe the capacity of people to maintain belief in an institution or a goal, or even in oneself and others. It is the generic value judgment of the willpower, obedience and self-discipline of a group tasked with performing duties assigned by a superior, more accurately it refers to the level of individual faith in the collective benefit gained by such performance. Its an attribute of an individual and is influenced by motivation.

THEORIES OF MOTIVATION
Motivational Models

Scientific Management

Human Relations Model Alderfers ERG Theory V Rooms Expectancy Theory

Content Theories

Process Theories

Maslows Theory

Herzberg Theory

Achievement Motivation Theory

Adams Equity Theory Porters Performance Satisfaction Model

Goal Setting Theory

MASLOWS THEORY OF MOTIVATION

HERZBERG THEORY OF MOTIVATION

HERZBERG THEORY OF MOTIVATION

ERG THEORY

ACHIEVEMENT MOTIVATION THEORY

Need for Achievement (nAch)

Need for Power (Personal & Institutional) (nPow)

Need for affliation (nAff)

Individual Needs + Responsive Work environment

Work Motivation & Job Satisfaction

GOAL SETTING THEORY

Goals serves as the Motivator Goals helps individual to focus on their inputs, jobs and Organisation. Goals should be SMARTER S Specific M Measurable A Attainable R Realistic T Time Bounded E Effective R Reinforcement

GOAL SETTING THEORY

GOAL
Desire to achieve GOAL COMMITMENT Self efficacy Belief

TASK PERFORMANCE

GOAL ACHIEVEMENT

V ROOMS EXPECTANCY THEORY

This theory is based on the idea that work effort is directed towards behaviour that people believe will lead to desired outcomes. Through experience, we develop expectations about whether we can achieve various levels of jobs performance. We also develop expectations about whether performance will lead to desired outcomes. Finally we direct our efforts towards outcomes that help us fulfill our needs. Thus, Motivation = E x I x V (E-expectancy, I-Instrumentality, V-Valence)

V ROOMS EXPECTANCY THEORY

The belief that a particular Level of effort will be followed by a particular level of performance Effort to performance. Perception by an individual that 1st level of outcomes are associated with 2nd Level of Outcomes Performance to Outcomes.

Expectancy

Instrumentality

Important Variables of V Rooms Theory Outcomes (1st Level & 2nd Level)
Performance achieved as a result of efforts is first level of outcomes. Second level outcomes are the rewards that the first level outcomes are likely to produce

Valence

It is an individuals performance for a 2nd Level outcome

ADAMS EQUITY THEORY

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Also known as Social Comparision Theory Individuals are motivated by their desire to be equitably treated in their work relationships Employees basically exchange their services for pay and other benefits. An individual attempt to reduce any inequity, they may feel as a result of this exchange relationship. Eg: If employees feels that they are either overpaid or underpaid, the equity theory posits that they will be motivated to restore equity.

ADAMS EQUITY THEORY

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The theory proposes that the motivation to act develops after the person compares inputs/outcomes with the identical ratio of the relevant other.

If a person feels inequity, he is motivated to reduce his performance. Perceives Inequity

Takes action

Experience Tension
Wants to reduce Tension

ADAMS EQUITY THEORY

Any group or Individual used by a person as a referent The Individual for whom Equity exist.

Person / Individual 4 Terms in Equity Theory

Comparison Other

Inputs

Outcomes

Characteristics that Individual brings with him Education, Experience, Skills, etc as perceived by a person.

Pay, promotions, other benefits, job Security, Job Satisfaction etc.

PORTERS LAWLERS PERFORMANCE MOTIVATION THEORY Employee should exhibit more

Predictors of Effort
efforts when they believe that they will receive valued rewards for tasks accomplished.

3 Important Variables

Predictors of Performance
More than effort, performance is moderated by employees skills, abilities, traits, role perceptions etc. Employee with higher abilities attain higher performance for a given level of effort than the employee with less ability.

Predictors of Satisfaction
Job satisfaction is determined by employees perceptions of the equity of the rewards received. Employees future effort would be based on the past experience with performance and rewards.