OB Motivation

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ORGANIZATIONAL BEHAVIOUR- I
Dr. Prachi Agarwal

Associate Professor
Unit V:Employee Motivation
 Nature of Motivation, Classification of Motives,
 Motivation Process, Theories of Motivation
 Early Theories: Hierarchy of needs, Two-Factor Theory, McClelland’s

Theory of Needs,
 Contemporary Theories: Goal Setting Theories, Self-Efficacy Theory,

Reinforcement Theory, Equity Theory, Expectancy Theory and
Application of Motivation Theories
Motivation - Meaning
 Motivation is derived from the word ’motive’
which means needs, desires, wants or the
drives within the individuals.
 It is the process of stimulating people to
actions to accomplish the goals.

 Motivation is WHY we do something and not
do others.
 It is a process which begins with a physiological or
psychological need or deficiency which triggers a
behavior or a desire that is aimed at a goal or an
incentive.
 NEEDS ----------DRIVES----------INCENTIVES
 Performance of an individual depends on his or her
ability backed by motivation.
 Performance = f(ability*motivation)
 The processes that account for an individual’s
intensity, direction, and persistence of effort toward
attaining a goal.
Intensity Direction Persistence
• How hard a • Quality of • How long a

person tries Effort – person
defined by maintains
the the effort
direction in
which it is
channelled
Thought to ponder…..
 Once upon a time there were 2 brothers. One was a drug
addict and a drunk who frequently beat up his family. The
other one was a very successful businessman who was
respected in society and had a wonderful family.
 Some people wanted to find out why two brothers from the
same parents, brought up in the same environment, could be
so different.
 The first one was asked, "How come you do what you do?
You are a drug addict, a drunk, and you beat your family.
What motivates you?"He said, "My father." They asked,
"What about your father?" The reply was, "My father was a
drug addict, a drunk and he beat his family. What do you
expect me to be? That is what I am.
 They went to the brother who was doing everything
right and asked him the same question.
 "How come you are doing everything right? What is
your source of motivation?" And guess what he said?
 "My father. When I was a little boy, I used to see my
dad drunk and doing all the wrong things. I made up my
mind that that is not what I wanted to be."
 Both were deriving their strength and motivation from
the same source, but one was using it positively and the
other negatively.
Basic Model of Motivation
Needs or Drive force To Achieve

Result in
Expectation (Behavior or
Action)
s
Feedback Desired Goals
fulfillments Which Provides

MAJOR TYPES OF MOTIVATION THEORIES
 CONTENT  PROCESS
THEORIES THEORIES
 MASLOW’s Hierarchy of Needs.
 ALDERFER’s ERG Theory  EXPECTANCY Theory
 HERZBERG’s Motivator- Hygiene
Theory  EQUITY Theory
 McClelland’s Learned Needs
Theory
 GOAL SETTING Theory
 McGregor’s Theory X and Theory
 REINFORCEMENT Theory
Y
THEORIES OF MOTIVATION
 CONTENT THEORIES  PROCESS THEORIES

 Theories that focus on  Theories that analyze
factors within a person and describe how
that: behavior is:
 Energize behavior  Energized
 Direct behavior  Directed
 Sustain behavior  Sustained
 Stops behavior  Stopped
Content Theories
If an egg is broken by an outside force , life ends.
If an egg is broken by an inside force, life begins.
Great things happens from inside

Content theories
 Views motivation a result Of INTERNAL
DRIVES that force an individual to take
ACTION.
 Focuses on INNER FACTORS that boost

and direct behavior.
1. Maslow’s Need Hierarchy Theory
 Motivation is a function of five basic needs- physiological

,safety, social, esteem, and self-actualization.
 Individuals 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.
Early Theories of Motivation
Higher-order needs
areHigher Order
satisfied
Needs
internally (within the
person), whereas
lower-order needs
are predominantly
satisfied externally
(by things such as
pay, union contracts,
and tenure).
Lower Order Needs

Applying Maslow's Needs Hierarchy - Business Management
 Physiological Motivation: Provide ample breaks for

lunch , pay salaries that allow workers to buy life's
essentials.
 Safety Needs: Provide a working environment which

is safe, relative job security, and freedom from threats.
 Social Needs: Generate a feeling of acceptance,

belonging by reinforcing team dynamics.
Applying Maslow's Needs Hierarchy -
Business Management
 Esteem Motivators: Recognize achievements,
assign important projects, and provide status to
make employees feel valued and appreciated.
 Self-Actualization: Offer challenging and

meaningful work assignments which enable
innovation, creativity, and progress according to
long-term goals.
Limitations and criticism
 Maslow’s hierarchy makes sense but little evidence
supports its strict hierarchy. Research has
challenged the order imposed by Maslow’s
pyramid. As an example, in some cultures, social
needs are regarded higher than any others.
 Little evidence suggests that people satisfy

exclusively one motivating need at a time.
2. Alderfer's ERG Theory
 ERG theory has three categories: existence needs,
relatedness needs, and growth needs
Existence- concerned with providing basic
material existence requirements
Relatedness- desire for maintaining
important interpersonal relationships
Growth- intrinsic desire for personal
development
Alderfer’s ERG Theory
SA
Growth
Esteem
Love (Social) Relatedness

Safety & Security
Existence
Physiological
 Does not suggest that lower level
needs are to be met COMPLETELY
in order for upper levels to become
MOTIVATIONAL.
What do you think??
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 Add up the numbers that you circled to give you a

score between 8 and 40.
 If you scored 16 or less, then you subscribe to Theory
X. If you scored 32 or more, then you subscribe to
Theory Y.
 Theory X managers believe in giving orders, direct
supervision, and in the motivating power of money.
 Theory Y managers believe in giving autonomy and
responsibility, and in the motivating power of
interesting jobs.
3. McGregor’s Theory X and Theory Y
 Theory X and Theory Y : Assumptions about the

nature of people.
 Theory X
 Assumes that workers have little ambition, dislike work,
avoid responsibility and require close supervision.

 Theory Y
 Assumes that workers can exercise self-
direction, desire, responsibility and like to

work.
Theory X
Theory X assumptions:
 Most people dislike work.
 They need to be directed,
controlled and sometimes

threatened with punishment
Theory Y
Theory Y assumptions:
 They will exercise self-direction and
self-control in achievement of
organizational goal.
 People are innovative & creative of
solving organizational problems.

 Minimize the role of supervision.
Theory X and Theory Y
4. Herzberg’s Two Factors Theory
 Dr. Herzberg developed his theory that there are
two factors at work in determining job satisfaction:
 Hygiene Factors
 Motivator Factors
Hygiene factors – focus on the work setting not the
content of the work – wages, working conditions,
company policies, job security.
Motivational factors – focus on content of the work

itself – achievement, recognition, involvement,
responsibility, advancement
 Two Factor Theory
 Herzberg - motivation-hygiene theory
 Opposite of satisfaction is not dissatisfaction. Removing dissatisfying characteristics
from a job does not necessarily make the job satisfying.
 Herzberg proposed a dual continuum:
 The opposite of “satisfaction” is “no satisfaction,” and
 The opposite of “dissatisfaction” is “no dissatisfaction.”
 As a result, Herzberg characterized conditions such as quality of supervision, pay,
company policies, physical working conditions, relationships with others, and job
security as hygiene factors
 If we want to motivate people on their jobs, Herzberg suggested emphasizing factors
associated with the work itself or with outcomes directly derived from it, such as
promotional opportunities, personal growth opportunities, recognition,
responsibility, and achievement.
5. McClelland Need Theory
 McClelland classified needs into three types:
 Need for Achievement
 Need for Power
 Need for Affiliation
 Need for Achievement - a manifest (easily perceived) need
that concerns individuals’ issues of excellence, competition,
challenging goals, persistence, and overcoming difficulties.
 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
 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
6) Vroom’s Expectancy Theory
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 Cognitive process theory of motivation.

 Assumption: People will be motivated to exert a high
level of effort when they believe there are relationships
between the effort they put forth, the performance they
achieve, and the outcomes/ rewards they receive.
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 Key constructs in the expectancy theory of motivation are:
1. Valence:
Valence, according to Vroom, means the value or strength one places
on a particular outcome or reward.
2. Expectancy:
It relates efforts to performance.
3. Instrumentality:
By instrumentality, Vroom means, the belief that performance is
related to rewards.
Thus, Vroom’s motivation can also be expressed in the form of an equation as

follows: Motivation = Valence x Expectancy x Instrumentality
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 Being the model multiplicative in nature, all the three

variables must have high positive values to imply motivated
performance choice. If any one of the variables approaches to
zero level, the possibility of the so motivated performance
also touches zero level.
7) Adam’s Equity Theory of Motivation
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 The core of the equity theory is the principle of balance or

equity.
 The equity theory contains two primary components: inputs
and outcomes.
 It is a team member’s perception of these two factors that can
influence their motivation levels.
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 This theory show-

• Inputs: Inputs include all the rich and diverse elements that employees believe they
bring or contribute to the job – their education, experience, effort, loyalty,
commitment.
• Outcomes: Outcomes are rewards they perceive they get from their jobs and
employers’ outcomes include- direct pay and bonuses, fringe benefit, job security,
social rewards and psychological.
• Overrewarded: if employees fell over-rewarded equity theory predicts then they
will feel an imbalance in their relationship with their employee and seek to restore
that balance.
• Equity: if employees perceive equity then they will be motivated to continue to
contribute act about the same level.
• Unrewarded: unrewarded who feel they have been unrewarded and seek to reduce
their feeling inequity through the same types of strategies but the same of this
specific action is now reverse.
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Thankyou

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1

Dr. Prachi Agarwal

 Nature of Motivation, Classification of Motives,

 Motivation Process, Theories of Motivation

 Early Theories: Hierarchy of needs, Two-Factor Theory, McClelland’s

 Contemporary Theories: Goal Setting Theories, Self-Efficacy Theory,

actions to accomplish the goals.

Intensity Direction Persistence

• How hard a • Quality of • How long a

Needs or Drive force To Achieve

Feedback Desired Goals

fulfillments Which Provides

 CONTENT THEORIES  PROCESS THEORIES

If an egg is broken by an inside force, life begins.

Great things happens from inside

 Focuses on INNER FACTORS that boost

 Motivation is a function of five basic needs- physiological

 Individuals have a hierarchy of needs that ranges from

 Maslow’s theory maintains that a person does not feel a

Lower Order Needs

 Physiological Motivation: Provide ample breaks for

 Safety Needs: Provide a working environment which

 Social Needs: Generate a feeling of acceptance,

 Self-Actualization: Offer challenging and

 Little evidence suggests that people satisfy

Love (Social) Relatedness

 Add up the numbers that you circled to give you a

 Theory X and Theory Y : Assumptions about the

 Assumes that workers have little ambition, dislike work,

avoid responsibility and require close supervision.

 Assumes that workers can exercise self-

direction, desire, responsibility and like to

 They need to be directed,

controlled and sometimes

solving organizational problems.

Motivational factors – focus on content of the work

 Cognitive process theory of motivation.

 Key constructs in the expectancy theory of motivation are:

Thus, Vroom’s motivation can also be expressed in the form of an equation as

 Being the model multiplicative in nature, all the three

 The core of the equity theory is the principle of balance or

 This theory show-

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