MOTIVATION

Which bridge is this ?

 1883, John Roebling inspired to build a spectacular
bridge connecting New York and Long Island

This was thought by experts to be an impossible

feat

He convinced his son, Washington an upcoming

engineer; began work

Few months down, a tragic accident on the site

took the life of John Roebling and injured
Washington, resulting him not being able to talk
or walk or even move
 Inspite of all the negative talks and his handicap,
Washington still had a burning desire to complete
the bridge

In the hospital room, looking out of the window

into the sky and trees, he felt that it was a
message for him not to give up

An idea hit him- he decided to make best use of

the only finger he could move and developed a
code of communication with his wife

For 13 years, he tapped his instructions with his

finger on his wifes arms to convey instructions to
his engineers
 Today, Brooklyn Bridge is a tribute to the
triumph of one mans indomitable spirit and
his determination not to be defeated by
circumstances

Also a tribute to the engineers and their team

work, and their faith in a man who was
considered mad by the world

Also a tangible monument to the love and

devotion of his wife who for 13 years patiently
decoded the messages of her husband to the
engineers
 Management is the art and science of getting
work done through others

Successful only when the workforce is

motivated, right attitude towards work
Ability alone cannot give result
Ability multiplied by the right attitude results
in motivation = good performance
SO WHAT IS MOTIVATION?
 The set of forces that cause people to
behave in certain ways

It has to do with why behaviour gets

started, is energised, is sustained, is
directed, is stopped and what reaction is
present in the person when all this is
going on
 Motive is the inner urge,
Motive drive or intent that powers
people to action

When one individual induces

Motivating another to channel his energy
in the right direction

Motivation Motivation is reflected in the

actual behaviour
3 ELEMENTS OF MOTIVATION
Motivation is the process that account for an
individuals intensity, direction and
persistence of effort towards attaining a
goal (organisational goals)

Intensity- how hard a person tries

Direction-the effort channelised in a

direction benefitting the organisation/self

Persistence- how long a person can maintain

effort
A basic principle is that the performance
of an individual depends on his ability
backed by motivation
Performance = f( ability X motivation )
FRAMEWORK OF MOTIVATION
1
Identifies
needs
6 2
Reassesses Searches for
needs ways to
deficiencies satisfy the
needs

Individual or
employee

5 3
Receives Engages in
either goal-directed
rewards or behaviour
punishments
4
Performs
THEORIES OF MOTIVATION
Early theories
Scientific management
Human /relations model

Contemporary theories
Content theories

(why people have different needs at

different times)

Process theories
(discuss the process through which needs
are translated into behaviour)
 SCIENTIFIC MANAGEMENT
F. W. Taylor known as Father of Scientific
Management

Believed people are primarily motivated by

economic rewards and will take direction if offered
an opportunity to improve their economic conditions

Criticised for dehumanising workers by treating

them as mere factors of production

In reality workers also seek satisfaction from

need for security, social fulfillment, challenging
jobs in addition to pay
 HUMAN RELATIONS MODEL
Elton Mayo and others found employees could be
motivated by acknowledging their social skills ,
making them feel important and useful

Workers accept managements authority because

of them being treated with consideration

Criticism- social contacts though desirable not

always motivators
 Contemporary
theories

Content theories- Process theories-

why people have different how needs are translated
needs into behaviour

Hertzbergs Alderfers McClellands

Achievement Theory X
Two-factor ERG and
theory theory Motivation
theory Theory Y

Maslows
Need
Hierarchy Vrooms Adams Goal
theory expectancy Equity setting
theory theory theory
CONTENT THEORIES OF MOTIVATION
Content theories discuss WHY PEOPLE HAVE
DIFFERENT NEEDS at different times

Maslows hierarchy of needs theory

Hertzbergs two factor theory

Alderfers ERG theory

McClellands achievement theory

McGregors Theory X Theory Y

ABRAHAM MASLOWS NEEDS HIERARCHY
THEORY
(SELF ACTUALISATION MODEL / HIERARCHY OF
NEEDS MODEL)
 MASLOWS HIERARCHY OF NEEDS
What motivates behavior?

According to humanist psychologist Abraham Maslow, our

actions are motivated in order achieve certain needs

Maslow first introduced his concept of a hierarchy of

needs in his 1943 paper "A Theory of Human
Motivation" and his subsequent book Motivation and
Personality

This hierarchy suggests that people are motivated to

fulfill basic needs before moving on to other, more
advanced needs
 His hierarchy is most often displayed as a
pyramid depicting 5 needs:
 Physiological includes hunger, thirst, shelter,
sex and other bodily needs
Safety- security and protection from physical
and emotional harm
Social-Affection, belongingness, acceptance
and friendship
Esteem- internal factors such as self-respect,
achievement and external factors like status,
recognition, attention
Self-actualisation drive to become what we
are capable of becoming includes growth,
achieving our potential and self- fulfillment-
to become all that one can become in life, to
give ones very best
 The lowest levels of the pyramid are made up
of the most basic needs, while the more
complex needs are located at the top of the
pyramid

Once lower-level needs have been met,

people move on to the next level of needs,
which are for safety and security ( once
satisfied-no longer motivates)

As people progress up the pyramid, needs

become increasingly psychological and social
Soon, the need for love, friendship, and
intimacy become important
 Further up the pyramid, the need for
personal esteem and feelings of
accomplishment take priority

Being Needs

Deficit Needs
 TYPE OF NEEDS- MASLOW
Physiological, security, social, and esteem needs
are deficiency needs(also known as D-needs)

these needs arise due to deprivation

Satisfying these lower-level needs is important

in order to avoid unpleasant feelings or
consequences
 Maslow termed the highest-level of the
pyramid(self actualisation) as growth
needs(also known as being needs or B-needs)

Growth needs do not stem from a lack of

something, but rather from a desire to grow
as a person
few characteristics of self- actualised people.

tend to accept themselves and others as they

are

motivated by a strong sense of personal

ethics andresponsibility

like helping other people improve their own

lives

does not conform to other people's ideas of

happiness or contentment
 CRITICISM..
little evidence for Maslow's ranking of these
needs

less evidence that these needs are in a

hierarchical order

His definition of self-actualization is difficult

to test scientifically- research based on a
limited sample - including people he knew as
well as biographies of famous individuals that
Maslow believed to be self-actualized, such as
Albert Einstein
 Regardless of these criticisms, Maslows
hierarchy of needs represents part of an
important shift in psychology

Drew attention to the lower order needs in

organisations

A substantially satisfied need no longer

motivates, the next one becomes dominant
(implications for motivation/managers ???? )
IN THE WORK CONTEXT
IMPLICATIONS ?
 Physiological needs- symbolised by the need for
wages and salary to pay for food and shelter

Safety needs- job security, safety given by insurance,

PF etc

Social needs-need to relate closely to others via

friendship, contacts, membership of groups an unions

Esteem needs- status, promotions, recognition of

ones achievements

Self actualisation- fulfillment generated by learning

new skills, taking challenges etc (most dont reach it)
 Employees are concerned about their pay and
other benefits

Ensure work environment is not hazardous,

confirmation in their jobs giving them safety and
security

Employees interested in belonging to a group,

establishing friendships- provide opportunity to
working groups

As they settle in their jobs, want to be recognised

for their good work

Not all employees may find self-actualization

ALDERFERSERG THEORY
A modification of Maslows need hierarchy,Alderfer
proposed 3 primary categories of human needs

Existence basic needs (hunger and thirst) and

protection from danger (similar to Maslows
physiological and safety needs)

Relatedness social and affiliation needs, need

for respect from others (similar to Maslows love
and ego needs)

Growth need to develop and realise ones

potential (Maslows self-actualisation needs)
HOW IS ERG THEORY DIFFERENT
FROM MASLOWS THEORY?
 ERG does not suggest that lower-order needs
be satisfied before higher-order needs become
motivational

Ifhigher order needs are not satisfied ,an

individuals attention will regress back
towards fulfillment of the lower needs in the
hierarchy

More than one need might co-exist at one and

the same time

Eg.individualsmight work towards fulfilling

both their Relatedness and Growth needs
ERG THEORY
2 key components : satisfaction progression
frustration regression
HERTZBERGS TWO FACTOR THEORY

Also known as
MOTIVATION-HYGIENE theory
 2 factors- HYGIENE AND MOTIVATORS

Discovered that factors contributing to job

satisfaction (MOTIVATORS) and
dissatisfaction were different (HYGIENE )

MOTIVATORS- directly related to the job and

satisfaction

HYGIENE factors- indirectly related to the job

and dissatisfaction

Relates intrinsic factors to job satisfaction and

associates extrinsic factors with dissatisfaction
 MOTIVATORS
Satisfaction associated with factors
associated to the work itself or outcomes
derived directly from it

eg.nature of the job, achievements,

advancement, recognition, personal
growth
HYGIENE factors

Dissatisfaction was associated with

conditions surrounding the job

eg. Working conditions, pay, security,

quality of supervision, interpersonal
relations rather than the work itself

do not directly motivate but absence

causes dissatisfaction
2 FACTOR THEORY..
Hygiene factors relating to Motivators related
the work context to the work
(Dissatisfiers) content (Satisfiers)
Company policy and Achievement
administration
Relations with supervisor Recognition
Relations with co-worker Work itself
Relations with subordinates Responsibilities
Work conditions Advancement
Status Growth
Security
Pay
IMPLICATIONS AT WORKPLACE ??
LIMITATIONS OF THE THEORY
Criticised for being biased people have a
tendency to relate dissatisfying events
(hygiene factors) to external factors in the
environment (such as company policy ), which
are beyond their control, and associate
satisfying events (motivators) as direct result
of their own efforts

Also at times, same factors that cause job

satisfaction for some cause dissatisfaction to
others
IMPLICATIONS AS MANAGERS??
In practice , both the factors exert influence
both on satisfaction as well as dissatisfaction

To motivate, managers should cope with

both satisfiers and dissatisfiers

Improve hygiene factors- dissatisfaction is

removed

Provide satisfiers- motivation takes place

DAVID MCCLELLAND'S ACHIEVEMENT THEORY
Identified 3 needs

Need for Achievement( n Ach)

Need for Power (nPow)

Need for Affiliation (nAff)

Believes each person has a need for all 3 but

that people differ in their degree to which the
various needs motivate their behaviour
 Need for Achievement (n Ach)

- derive satisfaction from achieving goals, concern

for excellence

-high achievers are not motivated by money-

money is their indicator of achievement

- generally undertake tasks of moderate difficulty

rather than very easy or very difficult (why not
highly challenging?)

- prefer to work independently (performance or

failure related to their own effort)
 High n Ach highlights
moderately challenging jobs, responsibility,
autonomy and feedback motivate them to gain
mastery, become proficient in handling complex
tasks and put their creativity to work

Achievement motive important to

entrepreneurship and marketing???? how?
 Need for Power (nPow)
Derive satisfaction from the ability to control
others, take command of matters in the work
setting

Identifies 2 types of power-personal power and

social/institutional power

Those high in need for personal power like to

inspire subordinates and command their respect
and obedience-gratifies their power hunger

Those high on social power tend to exert authority

to achieve the organisational goals rather than
personal gratification
 Need for Affiliation (nAff)

-Derive satisfaction from social and

interpersonal activities, seek friendships in
work environment

-Need to form strong interpersonal ties

-If asked to choose between a task with

those with technically competent people and
those who are their friends-will choose friends

Work better when they receive supportive

feedback
All the needs can be harnessed and channeled for the benefit of the
Organisation , provided managers can identify employees with
these
needs and tap them for the individuals satisfaction and
organisations benefit
 MCGREGORS
THEORY X AND THEORY Y
 Proposed 2 distinct views of human beings after
viewing how managers dealt with employees

One negative, labeled Theory X

Other positive, labeled Theory Y

Theory X managers- believe employees inherently

dislike work and must be coerced into
performing it

Theory Y managers- assume employees view work

as being as natural as rest or play, an average
person can learn to seek responsibility
Theory X Theory Y
People do not like to Work is a natural part of
work and try to avoid it peoples life
Managers have to People are internally
control, direct, coerce motivated to objectives
and threaten employees to which they are
to get them to work committed
People prefer to be Committed to goals ,
directed, so as to avoid receive personal rewards
responsibility, and want when objectives are
security-they have little achieved
ambition
People are bright,
innovative, will accept
responsibility
THEORY X AND YCONTD
McGregor himself believed that Theory Y assumptions
are more valid more important for
organisationalgrowth

In terms of Maslows hierarchy, Theory Y believers

assumes higher-order needs dominate individuals

Proposed ideas such as Job

enlargement,participativedecision making,
responsible and challenging jobs,
good group relations to maximise motivation
Applications of the theory
PROCESS THEORIES
PROCESS THEORIES OF
MOTIVATION
Process theories discuss THE PROCESS BY
WHICH NEEDS ARE TRANSLATED INTO
BEHAVIOUR

Vrooms Expectancy theory

Adams Equity theory

Goal setting theory

VROOMS EXPECTANCY THEORY
People think about what they have to do to be
rewarded and how much the rewards mean
to them before they perform their jobs

4 variables
First level and second level outcomes
Expectancy
Instrumentality
Valence
EFFORTS PERFORMANCE OUTCOME

First level outcomes

Second level outcomes
 EXPECTANCY THEORY CONTD
First level and second level outcomes

- first level outcome: performance achieved as a

result of efforts
(productivity, low absenteeism, quality of work)

-second level outcome: the rewards the first level

outcomes are likely to produce
(pay raise, promotion, peer acceptance, job
security)
 Expectancy
The belief that a particular level of effort will
be followed by a particular level of
performance
(what can be expected ? )

Instrumentality
-perception by an individual that first level
outcomes are associated with second level
outcomes

-instrumentality is the relationship between the

first and second level of outcomes
 Valence
- the individuals preference for an outcome

-can have values ranging from positive or

negative

- outcomes with positive valence :respect

from co-workers/friends, performing
meaningful work, job security, earning
enough money to support family

- Outcomes with negative valence :are things

to be avoided like being laid off, being
passed over for promotion
According to the expectancy theory
Motivation is: Expectancy X Instrumentality X Valence
Motivation =Expectancy X Instrumentality X Valence
If any of these variables are low, motivation is likely
to be low
No matter how desirable the outcomes are, if

considered impossible to achieve motivation is low

If the employee does not think that outcomes are

linked to performance, or if the person does not
desire the outcomes- motivation is low

Managers must strive to ensure that employees'

levels of expectancy, instrumentality and valence
are high so that they will be highly motivated
APPLICATION OF EXPECTANCY THEORY
variable Objective (Motivate) Application
(how to ) ?
Expectancy Increase belief that Selection of people
employees are capable with required skills
(will efforts lead and knowledge
to high Increase belief that
performance) employee efforts will Provide training
lead to high performance
Provide sufficient
time and resources

Assign fewer and

simpler tasks

Provide counseling
and coaching to
employees who lack
self confidence
Variable Objective (motivate) Applications
(how to?)
Instrumentality Increase the belief Measure job
that good performance
( will performance performance will accurately
lead to outcomes?) result in valued
outcomes Explain the
outcomes that will
result from
successful
performance

Describe how the

employees rewards
were based on past
performances
Variable Objective(Motivate) Applications
(how to?)

Valence of outcomes Increase the Distribute rewards

expected value of that employees
(are the outcomes outcomes resulting value
desirable? ) from desired
performance Individual rewards

Minimise the
presence of counter-
valent outcomes
ADAMS EQUITY THEORY
Based on the assumption that individuals are
motivated by their desire to be equitably
treated in their work relationships

4 important terms
Person
Comparison other
Inputs-characteristics which individuals bring
with them :education, skills, experience etc
Outcomes- pay , promotion ,fringe benefits
 LAWLER-PORTER MODEL OF PERFORMANCE AND
SATISFACTION
Employees perceive intrinsic and extrinsic rewards
depend upon their productivity
View whether extrinsic rewards are distributed
equitably or not

Perceived
equity of
Extrinsic rewards
Rewards

Performance Satisfaction

Intrinsic
Rewards
 Job satisfaction
Manager Individual and
allocates makes equity performance
rewards comparisons are affected

Inequity is defined as the perception that

persons job inputs/outcomes ratio is NOT equal
to the inputs/outcomes ratio of the competitor
GOAL SETTING THEORY
A goal is a desirable objective, the achievement
of which is uppermost in the mind of a person

3 elements to the Goal-setting theory

Desire of the individual to attain his goal-the goal

serves as a motivator---

Acceptance of job and organisational goals as

personal goals (commitment)

Has the necessary skills/abilities and commitment to

meet the goals
GOAL THEORY CONTD..
Desire to
meet the
goal

Goal Goals
Goal Performance
commitment met

Self-
efficacy
belief
GOALS MUST BE.

Why are goals motivating???????

APPLIED MOTIVATIONAL PRACTICES
 Some of the ways to motivate employees..

Rewards

Job design
Others

Motivational
Quality Behaviour
practices
of work life modification
(QWL )

Goal setting Empowerment

REWARDS
Benefits an employee receives on joining an
organisation

Based on
Job status
Competency
Performance
Membership and seniority
REWARDS- JOB BASED
Based on jobs held

Job evaluation system used(determining the

value/worth of a job in relation to other jobs)

More skills, efforts, responsibility, difficult working

conditions = higher pay grades

If not job evaluation-pay survey used

Motivates employees to compete for higher position

REWARDS- COMPETENCY BASED
Skills + knowledge+ traits =competency

When rewards linked to competencies , what

emerges is skill based pay

Purpose to motivate employees to acquire

additional skills

What happens if you have a better skilled and

flexible workforce?????
REWARDS- PERFORMANCE BASED
Pay linked to performance rather than seniority
Most common performance based pays

Organisational rewards ESOPs (stock

options) (Infosys)
Profit sharing

Team rewards Gain sharing

Special bonus

Individual Commission
rewards Piece rate
Bonuses
 REWARDS-MEMBERSHIP &
SENIORITY BASED
For joining that particular firm

On experience- seniority

Used to attract job applicants (joining bonus

etc)

May not directly motivate

 JOB DESIGN
The process of assigning tasks to a job

Some jobs have few tasks requiring limited

skills..others more complex requiring trained
professionals

Motivation is affected by the match between

job factors (content, qualifications, rewards)
and personal needs

Poorly designed job =low productivity, employee

turnover, absenteeism, complaints, resignations
etc..(eggovt jobs)
JOB DESIGN APPROACHES
Job rotation moving employees from job to job

Job engineering-tasks to be performed, methods

to be used, layout, performance standards are re-
evaluated

Job enlargement expansion of the number of

tasks performed

Job enrichment adding a few more motivators to

make it more exciting, challenging, creative,
rewarding
IMPORTANCE OF WORK MOTIVATION
Motivated employees seek new ways of doing
work, usually find it

A motivated employee is more quality

oriented

Motivated workers more productive than

indifferent workers (eg soap factory, Japan)

Helps understand why people behave as they

do in other aspects of their work ( leadership
style, salary )
 WHAT DO COMPANIES DO.
In 2004 or so .. PepsiCo India would annually have all its
employees dressed up in military attire
Management wouldpublicly announce the name of its
"outstanding" employee,the employee concerned would
march to the stage in military style, affix a badge of
honour on his sleeve
Today it has the "Aha-Standards of excellence" and "Star
Spot Awards" to acknowledge outstanding employee
contributions at work.
The "Star Spot Awards"to individuals who have
contributed value to the organisation by going beyond the
call of duty
Sends the top2 or3 achievers to New Yorkto receive
awards at the hands of the Chairman of Pepsi's parent arm
CONTD
At LG, achievers and their families are given a
free holiday trip abroad
High performers get an LG product of their choice
free
Competitions are held between teams of LG's
subsidiaries,MD gives the winning team
certificates and mementos
"best employee" awards periodically-Outstanding
employees are asked to speak on their
achievement so that others can get inspired
It also has team awards whereby the entire team
is sent abroad
 Sk Jacques Creeten, MD, sales & marketing for
India, Middle East and Africa, Fed Ex compliments
employees who do a good job and he says 'Bravo
Zulu' (term derived from the US Navy and it means
"well done" )
Boss can hand out theater tickets, diner
certificates and cash up to $100 to the deserving
employee on the spot
Fedex too has awards like 'Circle of Excellence,'
'Customer Service Center of the Year,' 'Club FedEx'
among others
CONTD..
Under Tejaswini, Tata motivate its female employees
to join technical jobs by training&improve their
position in the organization

Beyond Tejaswini, Tata has an AdventureFoundation

in Tata Steels (BachendriPal,the first Indian lady
whoclimbed Mount Everest-head)

Encourages women for these daring activities but

also motivatesthem to hold the jobs, which are said
to be only for men
 while most of the employees work with their
hands and feet and head , a truly involved
employee works with his heart
former President A.P.J. Abdul Kalam
 Recommended reading :

24-Carrot Manager by Adrian Gostick

Mans search for meaning- Viktor Frankl