MOTIVATION

 DR. TANUSHREE CHAKRABORTY

Faculty at International School of
Business and Media
Kolkata Campus.
EN 22, Sector V.
Salt Lake City.
Kolkata 700 091
 How do we define?
Motivation is the extent to which
persistent effort is directed toward a goal.

The willingness to exert high levels of

effort in
order to achieve an objective
 Basic Characteristics

Effort. This refers to the strength of a person's work-

related behaviour.
Persistence. This refers to the persistence that
individuals exhibit in applying effort to their work
tasks.
Direction. This refers to the quality of a person's work
related behaviour.
Goals. This refers to the ends towards which
employees direct their effort.
 Extrinsic and Intrinsic Motivation


Intrinsic motivation stems from the direct
relationship between the worker and the task and it
is usually self-applied.

Extrinsic motivation stems from the work
environment external to the task and it is usually
applied by someone other than the person being
motivated.
 Extrinsic and Intrinsic Motivation

Performance can be defined as the extent to which

an organizational member contributes to achieving
the objectives of the organization

Influenced by-
 General Cognitive Ability
 Emotional Intelligence
Theories of Motivation
 Types of Theories
Need theories are concerned with “what” motivates
workers (needs and their associated incentives or
goals).

Process theories are concerned with exactly “how”
various factors motivate people.

Need theories and process theories are
complementary rather than contradictory.
Maslow's Hierarchy of Needs
 Maslow’s Theory
Everybody has a set of needs that need to be
gratified.
Starts with the most basic needs known as
deficiency needs
Once the needs on one level have been gratified
they can move on to the next level of needs.
The ultimate gratification of all the levels lead to
self- actualization



 Herzberg’s Two Factor Theory
Hygiene Factors
 Motivators
 

Quality of supervision Promotional

Pay Opportunities
Company Policies Personal Growth
Physical Working Recognition
Conditions Responsibility
Relations with others
Achievement
Job Security


 Vroom’s Expectancy Theory
 Outcomes are the consequences that may follow certain work
behaviours. First-level outcomes are of interest to the organization,
such as productivity. Second-level outcomes are consequences of
first-level outcomes and of interest to individual workers, such as
pay.
 Instrumentality is the probability that a particular first-level outcome
(such as high productivity) will be followed by a particular second-
level outcome (such as pay).
 Valence is the expected value of outcomes; the extent to which they
are attractive or unattractive to the individual. The valence of a first-
level outcome depends on the extent to which it leads to favourable
second-level outcomes.
 Expectancy is the probability that a particular first-level outcome can
be achieved.
 Force is the effort directed toward a first-level outcome and is the end
product of the other components of the theory
 Alderfer’s ERG Theory

 Existence Needs: physiological and safety needs (such as

hunger, thirst and sex). The first two levels of Maslow.

 Relatedness Needs: social and external esteem
(involvement with family, friends, co-workers and
employers). The third and fourth levels of Maslow.

 Growth Needs: internal esteem and self actualization (the
desire to be creative, productive and to complete
meaningful tasks). Maslow's fourth and fifth levels.

CONTEMPORARY
THEORIES
 ADAM’S EQUITY THEORY
As per the equity theory of J. Stacey Adams, people are
motivated by their beliefs about the reward structure as
being fair or unfair, relative to the inputs.

People have a tendency to use subjective judgment to

balance the outcomes and inputs in the relationship for
comparisons between different individuals.
 Cognitive Evaluation Theory


Internal rewards results into motivation.

Even after the stoppage of external stimulus, internal
stimulus survives.
It relates to the pay structure in the organization.
Instead of treating external factors like pay, incentives,
promotion etc and internal factors like interests, drives,
responsibility etc, separately, they should be treated
more important.
The cognition is to be such that even when external
motivators are not there the internal motivation
continues. However, practically extrinsic rewards are
given much more weightage.

 Goal Setting Theory of Edwin Locke :

Tasks should be specific and pronounced


Clear goals leads to better orientation

Higher goals brings higher performance

Self efficacy is emphasized

 REINFORCEMENT THEORY

Proper environmental design.


Emphasizes on external agents in controlling motivation

Punishments should frustrate and demotivate

Internal environment not so important
EQUITY THEORY
 Methods for influencing behavior & motivating
employee
 There are 3 important methods


Motivation inaction

Job Design

Alternative Work Arrangements

 Motivation in Action
 MBO
 Pay for performance
 Merit raises
 Sport rewards
 Skill-based pay
 Recognition awards
 Empower employees
 Goal setting (MBO)
 Positive reinforcement
 Lifelong learning
 How to Motivate?
 Pay for Performance
 Using Spot Awards
 Using Merit Pay
 Using Skill-Based Pay
 Using Recognition
 Using Recognition
 Using Goal-Setting Methods
 Using Positive Reinforcement
 Using Lifelong Learning
Motivation and The Psychological Contract

 The extent to which employee expectations of what the

organization will give them and what they owe the
organization in return matches the organization's
expectations of what it will give and receive.


 Assuming there is agreement on these expectations, the
specific nature of what is exchanged (effort for pay)

 Motivation and Job Design
Job Design
Job Simplification
Job Rotation and Job Enlargement
Job Enrichment
Job Characteristics Model
Core Characteristics of Job Characteristics Model
Alternative Work Arrangements
THANK YOU