MOTIVATION

MEANING OF MOTIVATION
 Motivation refers to way in which urges,
desires, aspirations, needs of individuals
direct, control or explain his behaviour.
Motivation tries to find to something inside
or outside a person which propels him to do
or not to something. Motivation is getting
people do what you want them to do
because they want to do it.
 Definition of Motivation
Motivation - the process of arousing and
sustaining goal-directed behavior
 NATURE OF MOTIVATION
 Motivation
 The set of forces that cause people to behave in
certain ways.
 The goal of managers is to maximize desired
behaviors and minimize undesirable behaviors.
 The Importance of Motivation in the Workplace
 Determinants of Individual Performance
 Motivation—the desire to do the job.
 Ability—the capability to do the job.
 Work environment—the resources needed to do the
job.
 TYPES OF MOTIVATION
 Positive Motivation: It is based on rewards.
The workers are offered incentives for
achieving the desired goals. The incentives
can be in the shape of more pay, promotion,
recognition of work etc.
 Negative Motivation: It is based on force or
fear. Fear causes employees to act in a
certain way. In case, they do not act
accordingly they may be punished with
demotions or layoffs.
 TECHNIQUES TO INCREASE
MOTIVATION
 Financial Motivators:
Financial motivators may be in the form of:
 More wages and salaries
 Bonuses
 Profit sharing
 Leave with pay
 Medical reimbursements
 Company paid insurance or
 Any of the other thing that may be given to employees for
performance.
 Non Financial Motivators:
Non financial motivators may be in the form of:
 Recognition
 Participation
 Status
 Competition
 Job Enrichment
THEORIES OF
MOTIVATION
Maslow’s Hierarchy of Needs
McGregor’s Assumptions
About People Based on Theory X
 Naturally indolent (lazy)
 Lack ambition, dislike
responsibility, and prefer to be
led
 Inherently self-centered and
indifferent to organizational
needs
 Naturally resistant to change
 Gullible, not bright, ready dupes
McGregor’s Assumptions
About People Based on Theory Y
 Experiences in organizations result in passive
and resistant behaviors; they are not inherent
 Motivation, development potential, capacity
for assuming responsibility, readiness to
direct behavior toward organizational goals
are present in people
 Management’s task—arrange conditions and
operational methods so people can achieve
their own goals by directing efforts to
organizational goals
ERG Theory (Clayton Alderfer)

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McClelland’s Need Theory:
Need for Affiliation
Need for Affiliation - a
manifest (easily
perceived) need that
concerns an
individual’s need to
establish and maintain
warm, close, intimate
relationships with
other people
McClelland’s Need Theory:
Need for Power
Need for Power - a
manifest (easily
perceived) need that
concerns an
individual’s need to
make an impact on
others, influence
others, change people
or events, and make a
difference in life
McClelland’s Need Theory:
Need for Achievement
 Need for Achievement
- a manifest (easily
perceived) need that
concerns individuals’
issues of excellence,
competition, challenging
goals, persistence, and
overcoming difficulties
Herzberg’s Two-Factor Theory
Hygiene Factor - work condition related to
dissatisfaction caused by discomfort or pain
 maintenance factor
 contributes to employee’s feeling not dissatisfied
 contributes to absence of complaints
Motivation Factor - work condition related to the
satisfaction of the need for psychological growth
 job enrichment
 leads to superior performance & effort
Motivation-Hygiene Theory of
Motivation
• Company policy &
Motivation factors
administration
• Supervision
increase job satisfaction
• Interpersonal relations
• Working conditions
• Salary • Achievement
• Status • Achievement recognition
• Security • Work itself
• Responsibility
• Advancement
Hygiene factors avoid • Growth
job dissatisfaction
• Salary?
 Equity Theory
 People are motivated to seek social equity in the
rewards they receive for performance.
 Equity is an individual’s belief that the treatment
he or she receives is fair relative to the treatment
received by others.
 Individuals view the value of rewards (outcomes)
and inputs of effort as ratios and make subjective
comparisons of themselves to other people:
Outcomes (self) Outcomes (other)
=
Inputs (self) Inputs (other)
 Motivational Theory of Social
Exchange

Person Comparison
other
Equity Outcomes = Outcomes
Inputs Inputs
Negative Outcomes < Outcomes
Inequity Inputs Inputs
Positive Outcomes > Outcomes
Inequity Inputs Inputs
Strategies for Resolution of Inequity
 Alter the person’s outcomes
 Alter the person’s inputs
 Alter the comparison other’s outputs
 Alter the comparison other’s inputs
 Change who is used as a comparison other
 Rationalize the inequity
 Leave the organizational situation
 Expectancy Theory of Motivation:
Key Constructs
Valence - value or importance placed on a
particular reward

Expectancy - belief that effort leads to

performance

Instrumentality - belief that performance is

related to rewards
 Expectancy Model of Motivation

Effort Performance Reward

Perceived effort - Perceived Perceived

performance performance - value of reward
probability reward probability

“If I work hard, “What rewards “What rewards

will I get the job will I get when do I value?”
done?” the job is well
done?”
 Porter-Lawler Extension of
Expectancy Theory
 Assumptions:
 If performance in an organization results in equitable
and fair rewards, people will be more satisfied.
 High performance can lead to rewards and high
satisfaction.
 Types of rewards:
 Extrinsic rewards—outcomes set and awarded by
external parties (e.g., pay and promotions).
 Intrinsic rewards—outcomes that are internal to the
individual (e.g., self-esteem and feelings of
accomplishment).
Porter-Lawler Extension of
Expectancy Theory
 Goal-Setting Theory
 Assumptions
 Behavior is a result of conscious goals and intentions.
 Setting goals influences the behavior of people in
organizations.
 Characteristics of Goals
 Goal difficulty
 Extent to which a goal is challenging and requires

effort.
 People work harder to achieve more difficult goals.

 Goals should be difficult but attainable.

 Characteristics of Goals (cont’d)
 Goal specificity
 Clarity and precision of the

goal.
 Goals vary in their ability to

be
stated specifically.
 Acceptance
 The extent to which persons

accept a goal as their own.

 Commitment
 The extent to which an

individual is
personally interested in
reaching a goal.
 Reinforcement Theory
 Reinforcement Theory
 The role of rewards as they cause behavior to
change or remain the same over time.
 Assumes that:
 Behavior that results in
rewarding consequences
is likely to be repeated,
whereas behavior that
results in punishing
consequences is less likely
to be repeated.