Professional Documents
Culture Documents
Swati Vispute
ases
1. Anjali Sharma gets cheque for her contribution to the
development of the organization. She is neither
motivated nor there is any progress in her performance.
2. Ronny and Johnny studies together, joined same
organization, had same years of experience and
performance. Ronny gets promotion while Johnny was
denied the same.
3. Mr. Gautam, working with reputed organization for last
10 years at a high position. Good co-workers, good
working conditions, incentives. Decides to leave
organization at the age of 40 to start NGO for
underprivileged children.
Motivation
þ Motivation is the willingness to exert high
levels of effort toward organizational goals,
conditioned by the effort¶s ability to satisfy
some individual need.
¢lements
þ Motivation consists of three interacting and
interdependent elements
þ Needs
þ Drives
þ Incentives
The Motivational Process: A General Model
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Theories of Motivation
þ ontent or Need Theories
þ Attempt to identify and prioritize the needs and
drives that motivate people at work
þ µwhat¶ of the motivation
þ Process Theories
þ Deal with cognetive antecedents that go into
motivation
þ µhow¶ of the motivation
þ ontemporary Theories
Motivation Theories
Need or ontent Process Theories ontemporary
Theories Theories
Maslow¶s Need Vroom¶s Expectancy Equity Theory
Hierarchy Theory Theory
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Self- Achievement
Actualization Growth
Motivator
¢steem Power
Relatedness
Belonging Affiliation
ygiene
Security
¢xistence
Physiological
Process Theories
þ Deals with cognitive antecedents that go
into motivation or effort, and more
specifically, with the way cognitive
antecedents of an individual relate to the
another.
Vroom¶s ¢xpectancy Theory
þ
is a process governing choices
among alternate forms of voluntary activity
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Guidelines for the Use of
¢xpectancy Theory
þ Practical use of the theory by managers:
þ Determine the primary outcome each employee
wants.
þ Decide what levels and kinds of performance are
needed to meet organizational goals.
þ Make sure the desired levels of performance are
possible.
þ Link desired outcomes and desired performance.
þ Analyze the situation for conflicting expectations.
þ Make sure the rewards are large enough.
þ Make sure the overall system is equitable for
everyone.
The Porter-Lawler Model
þ Since its original conception, the expectancy
theory model has been refined and extended many
times.
þ Although conventional wisdom argues that
satisfaction leads to performance, Porter and
Lawler argued the reverse: If rewards are
adequate, high levels of performance may lead to
satisfaction.
þ In addition to the features included in the original
expectancy model, the Porter-Lawler model
includes abilities, traits, and role perceptions.
The Porter-Lawler Model
As per Porter-Lawler Model
Performance depends on
þ An employee should have desire to perform
þ The employee should have the abilities and
skills required to successfully perform the
task
þ lear perception of his role in the
organization and an accurate knowledge of
the job requirements
ontemporary Theories of
Motivation
þ Recent theories commanding most of the
research attention.
¢quity Theory by J. Stacy Adams
þ ¢mployees compare their efforts and
rewards with those of others in similar work
situations
þ Based on the assumption that individuals
are motivated by a desire to be equitably
(fairly) at work
þ The individual works in exchange for
rewards from the organization
Forming ¢quity Perceptions
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People in organizations form
Ú perceptions of the equity of their
treatment through a four-step process.
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The ¢quity Theory of Motivation
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OP ORP equity
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or
inequity
OP < ORP
2 ëP ëRP
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or
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OP > ORP inequity
ëP ëRP