MOTIVATION

NEHA DUGGAL
Faculty
University Institute of Engineering and
Technology,KUK
What Is The processes that account for an
individual’s willingness to exert high
Motivation?
levels of effort to reach organizational
goals, conditioned by the effort’s ability
to satisfy some individual need.
Effort: a measure of intensity or
drive.
Direction: toward organizational
goals
Need: personalized reason to
exert effort
Motivation works best when
individual needs are compatible with
organizational goals. 16–2
The Motivation Process

Exhibit 16.1
16–3
• Need
 An internal state that makes certain outcomes appear
attractive.
 An unsatisfied need creates tension which is reduced
by an individual’s efforts to satisfy the need.

16–4
EARLY THEORIES OF MOTIVATION
These early theories may not be valid,
but they do form the basis for
contemporary theories and are still
used by practicing managers.
Maslow’s Hierarchy of Needs
McGregor’s Theories X and Y
Herzberg’s Motivation-Hygiene
Theory
McClelland’s Theory of Needs
Alderfer’s ERG (Existence,
Relatedness, and Growth)
• Maslow’s Hierarchy of Needs
Theory
Needs were categorized as
five levels of lower- to higher-
order needs.
 Individuals must satisfy
lower-order needs before  Hierarchy of needs
they can satisfy higher order  Lower-order
needs. (external):
 Satisfied needs will no longer physiological,
motivate. safety
 Higher-order
 Motivating a person depends (internal): social,
on knowing at what level that esteem, self-
person is on the hierarchy. actualization
16–6
 Maslow’s Hierarchy of Needs

Higher Order
Internal

Lower Order
External

Exhibit 16.2
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 16–7
• McGregor’s Theory X and
Theory Y
• Two distinct views of human
beings:
Theory X (basically negative)
and
Theory Y (positive).
Managers used a set of
assumptions based on their
view
The assumptions molded their
behavior toward employees
 Theory X Theory Y

• Workers have little • Workers are self-

ambition directed
• Dislike work • Enjoy work
• Avoid responsibility • Accept
responsibility

Motivation is maximized by participative

decision making, interesting jobs, and good
group relations.
• Herzberg’s Motivation-Hygiene
Theory
 Job satisfaction and Job Dissatisfaction
are created by different factors.

 Hygiene factors: extrinsic (environmental)

factors that create job dissatisfaction.

 Motivators: intrinsic (psychological)

factors that create job satisfaction.

 Attempted to explain why job satisfaction

does not result in increased performance.

 The opposite of satisfaction is not

dissatisfaction, but rather no
satisfaction.
16–10
 Herzberg’s Motivation-Hygiene Theory

Exhibit 16.3
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 16–11
 Contrasting Views of Satisfaction-
Dissatisfaction

Exhibit 16.4
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 16–12
Comparison of Satisfiers and Dissatisfiers

Factors characterizing
events on the job that
led to extreme job
dissatisfaction Factors characterizing
events on the job that
led to extreme job
satisfaction

16–13
Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time: How Do You Motivate Employees? by Frederick Herzberg,
September–October 1987. Copyright © 1987 by the President and Fellows of Harvard College: All rights reserved.
 Motivation and Needs
• David McClelland’s Three-
Needs Theory
 There are three major acquired
needs that are major motives in
work.
nPow
 Need for achievement (nAch)
 The drive to excel and succeed
 Need for power (nPow)
 The need to influence the nAch nAff
behavior of others
 Need of affiliation (nAff)
 The desire for interpersonal
relationships
16–14
 From Theory to Practice:
Guidelines for Motivating Employees
• Recognize individual • Link rewards to
differences performance
• Match people to jobs • Check the system for
equity
• Use goals
• Use recognition
• Ensure that goals are
perceived as attainable • Don’t ignore money
• Individualize rewards

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 16–15