Motivation

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Motivation
• The word motivation is derived
from motive that is defined as an
active form of desire, craving or
need that must be satisfied
• The act or process of stimulating
to action, providing an incentive
or motive, especially for an act.

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-the processes that account for an
individual’s intensity, direction, and
persistence of effort toward attaining a
goal.
- the set of forces that causes people to
behave in certain ways

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 Introduction (Cont.)

that that
Motivation leads to results in Some level
is the Choice of of job
psychological behavior performance
process

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 Components of Motivation
• Effort:- The amount of effort put into the activity
identifies the strength of the person’s work
related behaviour. Hard work usually reflects
high motivation
• Persistence:- Motivation is continuously goal
directed so that once a goal is achieved, a
higher goal is selected and efforts are exercised
towards higher goal
• Direction:- It determines the quality of the
anticipated output. All efforts are to be directed
towards the organizational goal #
 THE MOTIVATION PROCESS

Unsatisfied Search Satisfied Reduction

Tension Drives
Need Behavior Need of Tension

© 2003 Pearson Education Canada Inc. #

 Steps in Motivation

The motivation process involves the following steps:

• Analysis of situation- the situation that needs motivational
inducement must be sized up so as to ascertain the motivational
needs.
• Selecting and applying appropriate motivators- a list of all
devices of motivation is drawn and a selection made of such
motivators that motivate different types of people under different
circumstances. The individual goals must be given adequate
attention within the framework of group and organizational goals
• Follow up- It is important to know that the motivators selected
are indeed providing the desired motivation. This can be
accomplished by getting and evaluating the feedback. If these
motivators are not showing the optimum effect, then alternative
motivators should be selected and applied. #
 Sources/ Types of Motivation
• Positive Motivation
• Negative Motivation
• Extrinsic Motivation
• Intrinsic Motivation

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 Positive Motivation
• Involves proper recognition of
employees efforts and appreciation of
employee contribution
• Improves standard of performance
• Lead to good team spirit
• Some positive motivators are- praise
and credit for work done, sincere
interest in welfare of subordinates and
their participation in decision making

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 Negative Motivation

• Based upon the use of force, power,

fear and threats
• Helps in controlling individual
misbehaviour
• Eg. Fear of being fired or demoted

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 Extrinsic Motivation
• Induced by external factors that are
primarily financial in nature
• Based on assumption that positive
rewards tends to be repeated
• It includes higher pay, paid vacations,
profit sharing schemes, fringe benefits,
people oriented company policies

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 Intrinsic motivation
• Stems from feeling of achievement and
accomplishment
• Self generated and independent of
financial rewards
• Concerned with the state of self
actualization
• Some of the motivators are status,
challenges, responsibilities, etc.
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 Theories of Motivation
• Content Theories
• Process Theories
• Contemporary Theories

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 Content Theories
• These theories attempt to explain those specific things
which actually motivate the individual at work
• These theories are concerned with identifying people
needs and the goals they pursue in order to satisfy these
needs
• It place emphasis on what motivates human behavior i.e.
the wants and needs that people are trying to satisfy
• the nature of needs establishes the nature of motivation
that results in specific behaviour aimed at reaching the
goal of satisfying such needs.
– WHAT motivates someone

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 Content Theories
• Mc Gregor’s theory X and Theory Y
• Maslow’s Need Theory
• ERG Theory
• Mc Clellands Theory
• Herzberg’s Two Factor Theory

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Mc Gregor’s Theory X and Theory Y
• Douglas Mc Gregor, has given this
theory
• Acc. to him, the managerial
assumptions about human nature are
divided into- Theory X and Theory Y

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 Theory X
• People dislike work
• Needs direction
• Need to be threatened with punishment
• Have little ambition
• Concerned with own security
• Unwilling to accept responsibility

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 Theory Y
• Enjoy work
• Commitment to goals
• Exercise self-direction and control
• Innovative
• Creativity for solving organizational
problems
• Seek leadership roles
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 Maslows Hierarchy of needs
• Basic proposition is that people are wanting beings, they
always want more, and what they want depends on what
they already have
• Hierarchy ranges through 5 levels and is displayed in the
form of a pyramid implying a thinning out of needs as
people progress up the hierarchy
• Each individual have a hierarchy of needs that ranges
from "lower" to "higher." As lower needs are fulfilled there
is a tendency for other, higher needs to emerge
• Maslow’s theory maintains that a person does not feel a
higher need until the needs of the current level have been
satisfied

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• Hierarchy of Needs Theory
- within every human being, there exists a
hierarchy of five needs.
(1) physiological
(2) safety
(3) social
(4) esteem
(5) self-actualization

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Maslow’s Hierarchy of Needs

Self-
Actualization

Esteem / Ego

Social or Belongingness

Safety and Security

Physiological

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 Physiological Needs
• It refers to those needs which are
essential for survival of human beings.
• Once the basic needs are satisfied to
the degree needed, then the other
levels of needs become important and
start acting as motivators
• Example: food, shelter, etc.

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Factors in the Workplace Meeting
Physiological Needs
• Physical Comfort
• Temperature
• Working Conditions
• Lunch and Rest Breaks
• Ergonomics

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 Safety and Security Needs
• It includes those of security, stability,
freedom and a structured and ordered
environment.
• It involves a sense of protection against
threats and danger of losing the job in
the future

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Factors in the Workplace Meeting
Safety and Security Needs
• Safety
• Job Security
• Seniority
• Benefits
• MONEY
• Retirement Plans

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 Social or Belongingness
Needs
• It include the needs for friendship,
affection and social interaction
• Environment where we are understood
• One reason for ‘Polarization’ where
people of similar background and
beliefs tend to group together

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Factors in the Workplace Meeting
Social or Belongingness Needs

• Relationships with co-workers

• Relationships with Supervisors
• Teams
• Fun
• Social Events

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 Esteem/Ego Needs
• The need for esteem is to attain
recognition from others that would
induce a feeling of self- worth and self-
confidence in the individual
• It is an urge for achievement, status,
reputation and prestige

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Factors in the Workplace Meeting
Esteem/Ego Needs
• Opportunities for Growth & Advancement
• Promotions
• Job Titles
• Recognition
• Positive Feedback on Performance

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 Self-Actualization Needs
• At this level, the person seeks
challenging work assignments that allow
creativity and opportunities for personal
growth and advancement

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Factors in the Workplace Meeting
Self-Actualization Needs
• Meaningful Work
• Sense of Satisfaction
• Accomplishment
• Self-Improvement
• Improving Others and/or Society

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Aldefer’s ERG Theory

Growth

Relatedness

Existence

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 Alderfer’s ERG
Theory
• Only 3 levels to the hierarchy:
1. Existence needs: these needs are comparable to the
physiological and safety needs of the Maslow’s model. It
include the needs for sustenance, shelter and safety from
threats to people’s existence and well being
2. Relatedness needs: it corresponds to social and esteem
needs. These needs are satisfied by personal relationships
and social interaction. It involves open communication and
exchange of thoughts with organizational members
3. Growth needs: these are the needs to develop and grow and
reach the full potential that a person is capable of reaching

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McClelland’s Need Theory

Power

Achievement

Affiliation

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Mc Clellands Theory of Needs
Focuses on three needs-
• Need for achievement
• Need for power
• Need for affiliation

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 Need for achievement
(n Ach)
– drive to excel, to achieve in relation to a set of
standards, and to strive to succeed.
– To perform well in challenging tasks, that require
creativity, ingenuity and hard work
– Constantly preoccupied with a desire for
improvement and look for situations in which
successful outcomes are directly correlated with
their efforts
– Set more difficult but achievable goals to provide a
sense of achievement
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 Need for power (n Pow)
– desire to affect and control the behaviour of other
people and to manipulate the surroundings

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Need for affiliation (n Aff)
– desire for friendly and interpersonal relationships
– Individuals tend to seek affiliation with others who
have similar beliefs, background and outlook for
life

Best managers tend to be high in the need for

power and low in the need for affiliation

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 Herzberg’s Two Factor
Theory
• Starts with the questions of what satisfies and
dissatisfies people about their work
• Assumes the answers to those questions are key to
understanding motivation
• Job Satisfaction consists of two separate and
independent dimensions:
– Satisfiers or motivators
– Dissatisfiers or maintenance factors

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 Dissatisfiers/Maintenance
Factors
• These factors do not motivate people. Its
absences causes dissatisfaction
– Policies
– Salary
– Interpersonal relationships
– Job security
– Work conditions
– Technical supervision

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 Satisfiers/Motivators
• Not unhappy if they are absent; willing
to work to get them
– The job itself
– Achievement
– Recognition
– Advancement
– Possibility of growth
– Responsibility

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 Herzberg’s Model of Motivation

Compare to Maslow
Achievement
Growth Potential
The Work Itself Motivational Self-
Recognition Factors Actualization
Advancement &
Esteem
Responsibility Needs
Interpersonal
Relations Hygiene or Social Needs
Job Security Maintenance Safety Needs
Company Policy Factors Physiological
Working Conditions
Salary
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 Process Theories
• Focus on how individuals’
expectations and
preferences for outcomes
associated with their
performance actually
influence performance.
• Process theories includes
Vroom’s Expectancy Model
Porter Lawler’s Model

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 Vroom’s Expectancy Theory
• Theory states that an individual tends to act in a certain way
based on the expectation that the act will be followed by a given
outcome and on the attractiveness of that outcome to the
individual
• Proposes that employees are motivated when they believe they
can accomplish the task and the rewards for doing so are worth
the effort.
• Vroom holds that people will be motivated to do things to reach
a goal if they believe in the worth of that goal and if they can see
that what they do will help them in achieving it

• It is based on three models

1. Expectancy
2. Instrumentality
3. Valence #
• Expectancy:- This is a person’s perception of the likelihood that
a particular outcome will result from a particular behaviour or
action.
• Instrumentality:- This factor relates to a person’s belief and
expectation that his performance will lead to a particular desired
reward.
• Valence:- Valence is the value a person assigns to his desired
reward.
• Motivational Force (M) = Expectancy (E) * Instrumentality (I)
* Valence (V)
Or
M=(E*I*V)

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 Porter Lawler’s Model
• In this model Porter tried to explore the complex relationship
between motivation, satisfaction and performance and pointed
out that efforts put in by an employee did not directly result in
performance.
• The model holds that performance in an organization is
dependent on three factors:
1. An employee should have the desire to perform, i.e. he must
feel motivated to accomplish the task
2. Motivation alone cannot ensure successful performance of a
task. The employee should also have the abilities and skills
required to successfully perform the task
3. The employee should have a clear perception of his role in the
organization and an accurate knowledge of the job
requirements . This will enable him to focus his efforts on
accomplishing the assigned task
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The Porter and Lawler Motivation
Model

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 It Studies four variables:
• Efforts: this denotes the amount of energy expended by an
individual to perform a specific task. The effort put in by an
individual depends upon how attractive the reward is and his
perception of the probability that his efforts will lead to the
reward. An individual may put in considerable effort if he finds
the reward very attractive and also if he feels that there is a high
probability of obtaining reward through his effort
• Performance: Motivation causes an individual to make some
level of efforts to accomplish a certain task. Besides the effort
made by an individual, performance also depends on his
abilities and skills and the way he perceives his role in
accomplishing the task
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• Rewards: the rewards that an employee gets may be intrinsic or
extrinsic in nature. Since, intrinsic rewards are given by the
person himself, they are less likely to be affected by disturbing
or negative thoughts and influences of others. Thus, intrinsic
rewards help establish a direct relationship between a person’s
performance and the reward he obtains. Extrinsic rewards are
given to the employee by an external entity and not by the
employee himself, they are likely to subject to other influences.
Hence, it may not always be possible to establish a direct
relationship between extrinsic rewards and employee
performance.
• Satisfaction: it depends on whether the actual reward offered
fall short of, match or exceed what the individual perceives as
an equitable level of reward. Porter and Lawler stated that
satisfaction results when the actual rewards exceed the
perceived rewards. Likewise, dissatisfaction results when actual
awards fall short of the person’s expectation.
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Contemporary Theory
 Equity Theory
• It is based upon the recognition that employees are not
only concerned with the rewards that they receive for their
efforts but also with the relationship of their rewards with
the rewards received by others.
• It has two elements: -
1. The workers want to get fair reward for their efforts.
2. Comparison of rewards with the rewards of others who put
in similar efforts.

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 Motivation and Perception
• Equity Theory
– Proposes that employees perceive what they get from a job
situation (outcomes) in relation to what they put in (inputs)
and then compare their input-outcome ratio with the input-
outcome ratios of relevant others.
• If the ratios are perceived as equal then a state of equity
(fairness) exists.
• If the ratios are perceived as unequal, inequity exists and
the person feels under- or over-rewarded.
• When inequities occur, employees will attempt to do
something to rebalance the ratios (seek justice).

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 Goal Setting Theory
• It studies the processes by which
people set goals for themselves and
then put in efforts in order to achieve
them. The quality of performance is
generally shaped by how difficult and
how specifically defined the goal is.

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 Goal-Setting Theory
• Goal Specificity
– the clarity of goals
• Goal Difficulty
– how challenging goals are
• Goal Acceptance
– how well goals are agreed to or understood
• Performance Feedback
– information on goal progress
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Motivating with Goal-Setting Theory
• Assign specific, challenging
goals

• Make sure workers truly

accept organizational goals

• Provide frequent, specific

performance-related feedback