MoLlvaLlon

"Inner burn|ng pass|on caused by need

wants and des|re wh|ch prope|s an |nd|v|dua|
to exert h|s phys|ca| and menta| energy to
ach|eve des|red ob[ect|ves" Lff|c|ency of a
person depends upon performance
W erformance can be expressed as under
W erformance AblllLy MoLlvaLlon
W ,ot|ve #an lnner sLaLe LhaL energlzes
acLlvaLes (or moves) and dlrecLs (or
channellzes) Lhe behavlor Lowards cerLaln
goals"
W |fference between mot|ve and needs
MoLlve ls a sLrong need whlch has a cerLaln
degree of sLrengLh LhaL propels a person Lo acL
for lLs fulflllmenL
What !s Notivation?
lrecLlon
erslsLence
lnLenslLy
ey LlemenLs
1 lnLenslLy how hard a person Lrles
2 lrecLlon Loward beneflclal goal
3 erslsLence how long a person Lrles
ey LlemenLs
1 lnLenslLy how hard a person Lrles
2 lrecLlon Loward beneflclal goal
3 erslsLence how long a person Lrles
MoLlvaLlon
'he processes that account for an individual's
intensity, direction, and persistence of effort
toward attaining a goal.
WhaL ls MoLlvaLlon?
eflnlng MoLlvaLlon
1be tesolt of tbe lotetoctloo betweeo tbe loJlvlJool ooJ
tbe sltootloo
W@he processes LhaL accounL for an lndlvldual's
lnLenslLy dlrecLlon and perslsLence of efforL Loward
aLLalnlng a goal speclflcally an organlzaLlonal goal
W@hree key elemenLs
Intens|ty how hard a person Lrles
|rect|on efforL LhaL ls channeled Loward and conslsLenL
wlLh organlzaLlonal goals
9ers|stence how long a person can malnLaln efforL
Larly @heorles of MoLlvaLlon
1bese eotly tbeotles moy oot be vollJ bot tbey Jo
fotm tbe bosls fot cootempototy tbeotles ooJ ote
stlll oseJ by ptoctlcloq moooqets
WMaslow's Plerarchy of needs @heory
Alderfer's L8C (LxlsLence 8elaLedness and CrowLh)
WMcCregor's @heory x and @heory ?
WPerzberg's @wolacLor @heory
WMcClelland's @heory of needs
Plerarchy of needs @heory (Maslow)
Plerarchy of needs @heory
'here is a hierarchy of five
needs-physiological, safety,
social, esteem, and self
actualization, as each need is
substantially satisfied, the next
need becomes dominant.
SelfAcLuallzaLlon
'he drive to become what one is capable of
becoming.
Maslow's Plerarchy of needs
LowerCrder needs
!eeds that are satisfied
externally, physiological
and safety needs.
PlgherCrder needs
!eeds that are satisfied
internally, social, esteem,
and selfactualization
needs.
3e|l 3e|l
Esleer Esleer
3oc|a| 3oc|a|
3alely 3alely
Prys|o|og|ca| Prys|o|og|ca|
Maslow's Plerarchy of needs
1bete ls o bletotcby of flve oeeJs os eocb oeeJ ls
sobstootlolly sotlsfleJ tbe oext oeeJ becomes Jomlooot
WLevels
SelfAcLuallzaLlon
LsLeem
Soclal Plgher order
SafeLy Lower Crder
hyslologlcal
WAssumpLlons
lndlvlduals cannoL move Lo Lhe nexL hlgher level unLll all needs
aL Lhe currenL (lower) level are saLlsfled
MusL move ln hlerarchlcal order
AssumpLlons of Maslow's Plerarchy
MovemenL up Lhe yramld
-lndlvlduals cannoL move Lo Lhe nexL hlgher level unLll all
needs aL Lhe currenL (lower) level are saLlsfled
Maslow AppllcaLlon
A homeless person
wlll noL be moLlvaLed Lo
medlLaLe!
Maslow AppllcaLlon
A homeless person
wlll noL be moLlvaLed Lo
medlLaLe!
-lndlvlduals
Lherefore musL move
up Lhe hlerarchy ln
order
@heory x @heory x
Managers See Workers As Managers See Workers As
lsllklng Work lsllklng Work
Avoldlng 8esponslblllLy Avoldlng 8esponslblllLy
Pavlng LlLLle AmblLlon Pavlng LlLLle AmblLlon
@heory ? @heory ?
Managers See Workers As Managers See Workers As
Ln[oylng Work Ln[oylng Work
AccepLlng 8esponslblllLy AccepLlng 8esponslblllLy
Self Self lrecLed lrecLed
McCregor's @heory x and @heory ?
W @wo dlsLlncL vlews of human belngs @heory x (baslcally
negaLlve) and @heory ? (poslLlve)
Managers used a seL of assumpLlons based on Lhelr vlew
@he assumpLlons molded Lhelr behavlor Loward employees
W @heory x
Workers have llLLle amblLlon
lsllke work
Avold responslblllLy
W @heory ?
Workers are selfdlrecLed
Ln[oy work
AccepL responslblllLy
W no emplrlcal evldence Lo supporL Lhls Lheory
Perzberg's @wolacLor @heory
8oLLom Llne SaLlsfacLlon and lssaLlsfacLlon are noL
CpposlLe Lnds of Lhe Same @hlng!
SeparaLe consLrucLs
Pyglene lacLorsLxLrlnslc
8elaLed Lo lssotlsfoctloo
MoLlvaLlon lacLors
lnLrlnslc and 8elaLed Lo
otlsfoctloo
Pyglene
lacLors
-Salary
-Work
CondlLlons
-Company
ollcles
MoLlvaLors
-AchlevemenL
-8esponslblllLy
-CrowLh
Comparlson of SaLlsflers and
lssaLlsflers
lacLors characLerlzlng evenLs on
Lhe [ob LhaL led Lo exLreme [ob
dlssaLlsfacLlon
lacLors characLerlzlng
evenLs on Lhe [ob LhaL led
Lo exLreme [ob saLlsfacLlon
ConLrasLlng vlews of SaLlsfacLlon and lssaLlsfacLlon
CrlLlclsms of @wolacLor @heory
etzbetq soys tbot byqleoe foctots most be met to
temove Jlssotlsfoctloo lf motlvotots ote qlveo tbeo
sotlsfoctloo coo occot
WPerzberg ls llmlLed by hls procedure
arLlclpanLs had selfservlng blas
W8ellablllLy of raLers quesLloned
8las or errors of observaLlon
Wno overall measure of saLlsfacLlon was used
WPerzberg assumed buL dldn'L research a sLrong
relaLlonshlp beLween saLlsfacLlon and producLlvlLy
616
Alderfer's L8C @heory
tewotkloq of Moslow to flt empltlcol teseotcb
W@hree groups of core needs
Lx|stence (Maslow physlologlcal and safeLy)
e|atedness (Maslow soclal and sLaLus)
rowth (Maslow esLeem and selfacLuallzaLlon)
W8emoved Lhe hlerarchlcal assumpLlon
Can be moLlvaLed by all Lhree aL once
Wopular buL noL accuraLe Lheory
avld McClelland's @heory of needs
need for AchlevemenL
'he drive to excel, to achieve
in relation to a set of
standards, to strive to
succeed.
need for AfflllaLlon
'he desire for friendly
and close personal
relationships.
need for ower
'he need to make others
behave in a way that they
would not have behaved
otherwise.
8oLLom Llne lndlvlduals
have dlfferenL levels of
needs ln each of Lhese
areas and Lhose levels wlll
drlve Lhelr behavlor
McClelland's @hree needs @heory
W need for AchlevemenL (nAch)
@he drlve Lo excel Lo achleve ln relaLlon Lo a seL of
sLandards Lo sLrlve Lo succeed
W need for ower (now)
@he need Lo make oLhers behave ln a way LhaL Lhey would
noL have behaved oLherwlse
W need for AfflllaLlon (nAff)
@he deslre for frlendly and close lnLerpersonal
relaLlonshlps
W eople have varylng levels of each of Lhe Lhree needs
Pard Lo measure
619
MaLchlng Plgh Achlevers and !obs
erformance redlcLlons for Plgh nAch
W eople wlLh a hlgh need for achlevemenL are llkely Lo
refer Lo underLake acLlvlLles wlLh a 30/30 chance of
success avoldlng very low or hlgh rlsk slLuaLlons
8e moLlvaLed ln [obs LhaL offer hlgh degree of personal
responslblllLy feedback and moderaLe rlsk
on'L necessarlly make good managers Loo personal a
focus
need hlgh level of now and low nAff for managerlal
success
W Cood research supporL buL lL ls noL a very pracLlcal
Lheory
CognlLlve LvaluaLlon @heory
CognlLlve LvaluaLlon @heory
#roviding an extrinsic reward for behavior that
had been previously only intrinsically rewarding
tends to decrease the overall level of motivation.
The theory may only be relevant to
jobs that are neither extremely
dull nor extremely interesting.
PlnL lor Lhls Lheory Lhlnk
abouL how fun lL ls Lo
read ln Lhe summer buL
once readlng ls asslgned
Lo you for a grade you
don'L wanL Lo do lL!
CognlLlve LvaluaLlon @heory
9tovlJloq oo exttloslc tewotJ fot bebovlot tbot boJ beeo ptevloosly ooly
lottloslcolly tewotJloq teoJs to Jecteose tbe ovetoll level of motlvotloo
WMa[or lmpllcaLlons for Work 8ewards
lnLrlnslc and exLrlnslc rewards are noL lndependenL
LxLrlnslc rewards decrease lnLrlnslc rewards
ay should be nonconLlngenL on performance
verbal rewards lncrease lnLrlnslc moLlvaLlon Langlble rewards reduce lL
WSelfconcordance
When Lhe personal reasons for pursulng goals are conslsLenL wlLh personal
lnLeresLs and core values (lnLrlnslc moLlvaLlon) people are happler and more
successful
623
Locke's CoalSeLLlng @heory
W 8aslc remlse
@haL speclflc and Jlfflcolt goals wlLh selfqeoetoteJ feeJbock
lead Lo hlgher performance
W lfflculL Coals
locus and dlrecL aLLenLlon
Lnerglze Lhe person Lo work harder
lfflculLy lncreases perslsLence
lorce people Lo be more effecLlve and efflclenL
W 8elaLlonshlp beLween goals and performance depends on
Coal commlLmenL (Lhe more publlc Lhe beLLer!)
@ask characLerlsLlcs (slmple welllearned)
CulLure
624
8elnforcemenL @heory
W Slmllar Lo CoalSeLLlng @heory buL focused on a
behavloral approach raLher Lhan a cognlLlve one
8ehavlor ls envlronmenLally caused
@houghL (lnLernal coglLaLlve evenL) ls noL lmporLanL
W leellngs aLLlLudes and expecLaLlons are lgnored
8ehavlor ls conLrolled by lLs consequences
relnforcers
noL a moLlvaLlonal Lheory buL a means of analysls of
behavlor
8elnforcemenL sLrongly lnfluences behavlor buL noL
llkely Lo be Lhe sole cause
623
!ob eslgn @heory
haracteristics:
1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback
haracteristics:
1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback
!ob CharacLerlsLlcs Model
!dentifies five job
characteristics and their
relationship to personal
and work outcomes.
!ob eslgn @heory (conL'd)
W !ob CharacLerlsLlcs Model
!obs wlLh sklll varleLy Lask ldenLlLy Lask slgnlflcance
auLonomy and for whlch feedback of resulLs ls glven
dlrecLly affecL Lhree psychologlcal sLaLes of employees
W nowledge of resulLs
W Meanlngfulness of work
W ersonal feellngs of responslblllLy for resulLs
lncreases ln Lhese psychologlcal sLaLes resulL ln
lncreased moLlvaLlon performance and [ob
saLlsfacLlon
!ob eslgn @heory (conL'd)
Sklll varleLy
'he degree to which a job requires a variety of
different activities (how may different skills are
used in a given day, week, month?).
@ask ldenLlLy
'he degree to which the job requires completion of
a whole and identifiable piece of work (from
beginning to end).
@ask Slgnlflcance
'he degree to which the job has a substantial
impact on the lives or work of other people.
!ob eslgn @heory (conL'd)
AuLonomy
'he degree to which the job provides substantial
freedom and discretion to the individual in
scheduling the work and in determining the
procedures to be used in carrying it out.
leedback
'he degree to which carrying out the work activities
required by a job results in the individual obtaining
direct and clear information about the effectiveness
of his or her performance.
CharacLerlsLlcs Lxamples
klll votlety
- Plgh varleLy @he owneroperaLor of a garage who does elecLrlcal repalr rebullds englnes
does body work and lnLeracLs wlLh cusLomers
- Low varleLy A bodyshop worker who sprays palnL elghL hours a day
1osk lJeotlty
- Plgh ldenLlLy A cablneLmaker who deslgns a plece of furnlLure selecLs Lhe wood bullds Lhe
ob[ecL and flnlshes lL Lo perfecLlon
- Low ldenLlLy A worker ln a furnlLure facLory who operaLes a laLhe Lo make Lable legs
1osk lqolflcooce
- Plgh slgnlflcance nurslng Lhe slck ln a hosplLal lnLenslve care unlL
- Low slgnlflcance Sweeplng hosplLal floors
otooomy
- Plgh auLonomy A Lelephone lnsLaller who schedules hls or her own work for Lhe day and
decldes on Lhe besL Lechnlques for a parLlcular lnsLallaLlon
- Low auLonomy A Lelephone operaLor who musL handle calls as Lhey come accordlng Lo a
rouLlne hlghly speclfled procedure
leeJbock
- Plgh feedback An elecLronlcs facLory worker who assembles a radlo and Lhen LesLs lL Lo
deLermlne lf lL operaLes properly
- Low feedback An elecLronlcs facLory worker who assembles a radlo and Lhen rouLes lL Lo a
quallLy conLrol lnspecLor who LesLs and ad[usLs lL
Lxamples of Plgh and Low !ob CharacLerlsLlcs
@he !ob CharacLerlsLlcs Model
CompuLlng a MoLlvaLlng oLenLlal
Score
!eople who work on jobs with high core dimensions are
generally more motivated, satisfied, and productive.
Job dimensions operate through the psychological states in
influencing personal and work outcome variables rather than
influencing them directly.
!eople who work on jobs with high core dimensions are
generally more motivated, satisfied, and productive.
Job dimensions operate through the psychological states in
influencing personal and work outcome variables rather than
influencing them directly.
!ob eslgn and Schedullng
!ob 8oLaLlon
'he periodic shifting of a worker
from one task to another.
!ob LnlargemenL
'he horizontal expansion
of jobs.
!ob LnrlchmenL
'he vertical expansion of jobs.
LqulLy @heory
8eferenL
Comparlsons
Selflnslde
SelfouLslde
CLherlnslde
CLherouLslde
8eferenL
Comparlsons
Selflnslde
SelfouLslde
CLherlnslde
CLherouLslde
LqulLy @heory
!ndividuals compare their job inputs and outcomes
with those of others and then respond to eliminate
any inequities.
LqulLy @heory (conL'd)
Cholces for deallng wlLh lnequlLy
1 Change lnpuLs (slack off)
2 Change ouLcomes (lncrease ouLpuL)
3 lsLorL/change percepLlons of self
4 lsLorL/change percepLlons of oLhers
3 Choose a dlfferenL referenL person
6 Leave Lhe fleld (qulL Lhe [ob)
Cholces for deallng wlLh lnequlLy
1 Change lnpuLs (slack off)
2 Change ouLcomes (lncrease ouLpuL)
3 lsLorL/change percepLlons of self
4 lsLorL/change percepLlons of oLhers
3 Choose a dlfferenL referenL person
6 Leave Lhe fleld (qulL Lhe [ob)
thical values and thical values and
Behaviors of Leaders Behaviors of Leaders
8oLLom llne
- All Lhree llnks beLween Lhe boxes musL be lnLacL or moLlvaLlon wlll noL
occur @hus
- lndlvlduals musL feel LhaL lf Lhey Lry Lhey can perform
oJ
- lf Lhey perform Lhey wlll be rewarded
oJ
- When Lhey are rewarded Lhe reward wlll be someLhlng Lhey care
abouL
LxpecLancy @heory
uLLlng lL All @ogeLher uLLlng lL All @ogeLher