Unit-IV

Dr. Anshika Sharma

Motivation
Course Code:
Assistant 2HS401
Professor
OB-HRM Area
Department of Humanities & Social Science
Institute of Technology
Nirma University, Ahmedabad, Gujarat, India.
 Unit IV
Motivation
✔ Basic Concepts of Motivation

✔ Theories of Motivation
✔ Maslow – 5 Needs Based Hierarchy Theory
✔ Herzberg’s two factor theory
✔ ERG,
✔ McClelland Need Based Theory
✔ Equity and vroom’s expectancy theory
MOTIVATION
✔ By understanding the concept of Motivation we will apply what we know about motivation to solve
motivation problems in the workplace.

Generally we describe Motivation as:

In general motivation is concerned with effort toward any goal, we will narrow the focus to organizational
goals.

Definition of Motivation:
The processes that account for an individual’s intensity, direction, and persistence of effort toward
attaining a goal.
✔ Intensity – refers to how hard a person tries. However, high intensity is unlikely to lead to favourable job
performance outcomes unless the effort is channelled in a direction that benefits the organization.
✔ Effort directed toward and consistent with the organization’s goals is the kind of effort organizations
should be seeking to improve.
✔ Persistence - This measures how long a person can maintain effort. Motivated individuals work
intensely on an appropriate task long enough to achieve their goals.
FUNDAMENTALS OF MOTIVATION
✔ Motivation is a complex psychological concept that plays a crucial role in driving human behaviour
and achieving goals.
✔ Understanding the fundamentals of motivation can help individuals and organizations harness this
force to enhance productivity, creativity, and overall well-being.

Here are some key fundamentals of motivation:

Intrinsic Motivation Extrinsic Motivation

Vs

Intrinsic motivation arises from Extrinsic motivation comes from

internal factors such as: external factors like:
✔ Personal interest, Rewards,
✔ Enjoyment, or Recognition, or
✔ A sense of satisfaction Avoiding punishment.
derived from performing a Note: While external rewards can
task. boost motivation, they may not
sustain it in the long run.
Extrinsic Motivation Vs intrinsic Motivation
Needs and Desires
Motivation often arises from person’s needs and desires. These can be basic physiological needs
like food and shelter, or higher level needs like self-esteem and self-actualization.
Drive and Arousal Goals and Incentives
✔ Setting clear goals and providing
✔ People are motivated to reduce discomfort incentives can be powerful motivators.
or satisfy unmet needs. This creates a Goals give individuals a sense of
state of psychological tension, known as purpose, while incentives offer reward or
arousal or drive, which prompts individuals
benefits for achieving those goals.
to take action to alleviate it.
 Need/Content Based Theories of Motivation and Process
Based Theories of Motivation.
Motivational theories are categorised into two distinct areas of motivation.

Need/Content Based Process Based

Theories Motivational Theories
Content models of motivation focus on Process theories look at the psychological and
what people need in their lives (i.e. what behavioural processes that affect and
motivates them). individual’s motivation.
✔ By understanding their wants and ✔ These theories focus on factors like goal
needs, you can understand why and setting, self-regulation, and the perception
how people are motivated. of effort-to-performance and performance-
to-outcome linkages.
FOCUS:
✔ Primary drivers of motivation. FOCUS:
✔ They propose that people are motivated ✔ These theories look at how individuals set
to satisfy their innate or acquired goals, evaluate their progress, and make
needs, and the pursuit of these needs decisions about their actions.
directs their behaviour.
 Motivational theories are categorised into two distinct areas of motivation.

Need/Content Based Process Based

Theories Motivational Theories

Hierarchical: Situational:
Need-based theories often propose a hierarchical Process-based theories do not rely on a strict
structure of needs, where lower-level needs must hierarchy of needs but instead consider the
be satisfied before higher-level needs become situational and individual factors that influence
motivating. For example, according to Maslow's motivation. These theories acknowledge that
Hierarchy of Needs, physiological needs take people can be motivated by various goals
precedence over safety needs, and so on. simultaneously, and the relevance of different
goals may change depending on the context.
Practical Application:
Applied in various fields, including psychology, Practical Application
education, and marketing. They are often used to Process-based theories are particularly useful in
understand consumer behaviour, employee organizational and educational settings. They
motivation, and personal development. provide insights into how to set effective goals,
provide autonomy and support to individuals,
and design incentive systems that align with
an individual's goals and beliefs.
Final Remarks
In summary, need-based theories focus on innate or acquired needs as the primary
drivers of motivation, while process-based theories concentrate on the cognitive and
psychological processes underlying motivation. Both types of theories offer valuable
insights into understanding and promoting motivation in different contexts.
Need/Content Based and Process Based Motivational
Theories
Classic Theories of Motivation

✔ Three theories of employee motivation formulated during the 1950s are considered to be classics in
the study of motivation.

1. Abraham Maslow’s hierarchy of five needs—

physiological, safety, social, esteem, and self-actualization.

✔ Hypothesizes that within every human being there is a hierarchy of five needs humans are
motivated to meet.
✔ A sixth need has been proposed for a highest level—intrinsic values—which is said to have
originated from Maslow, but it has not gained widespread acceptance.
Critical Analysis of Your Needs
Define yourself on Maslow's need Hierarchy theory and find out your specific goal where
you lie. And then try to related it with David-Mcclelland’s theory of needs that why it is
possible that a person can fulfil two levels of need simultaneously at same time

****************
The original five needs are:

1. Physiological. Hunger, thirst, shelter, and other bodily needs.

2. Safety. Security and protection from physical and emotional harm.
3. Social-belongingness (originally love). Affection, love, belongingness, acceptance, and friendship.
4. Esteem. Internal factors such as self-respect, autonomy, and achievement as well as external
factors such as status, recognition, and attention.
5. Self-actualization. Drive to become what we can become; includes growth, achieving our potential,
and self-fulfilment.

According to many interpretations of Maslow’s work, as each need becomes well satisfied, the next
one becomes dominant.

6. Conclusion: According to many interpretations of Maslow’s work, as each need becomes

well satisfied, the next one becomes dominant. This has led to the popularized depiction of the
hierarchy as a pyramid or a ladder.
 2. Theory X and Y

✔ Douglas McGregor was a management theorist who proposed two contrasting views of how managers

perceive and treat employees in the workplace.

✔ Douglas McGregor proposed two distinct views of human beings: one basically negative, labelled Theory X,

and the other basically positive, labelled Theory Y.

✔ After studying managers’ dealings with employees, McGregor concluded that the managers’ views of the nature
Theory Y
of human beings areTheory
based onXcertain assumptions that mold the managers’ behaviour toward the employees.
✔ Managers assume employees are not
ASSUMPTIONS: inherently lazy but are capable of self-
✔ Managers believe employees inherently lazy, direction, creativity, and taking
dislike work, and will avoid it if possible. responsibility for their work. It suggests
✔ Management Approach: Managers who that work can be enjoyable and that people
adhere to Theory X tend to use strict can find satisfaction in their jobs.
control mechanisms, micromanagement, ✔ Management Approach: Managers who
and punitive measures to motivate subscribe to Theory Y adopt a more
employees. They believe that extrinsic participative and collaborative management
rewards and punishments are the primary style. They believe in providing employees
motivators. with autonomy, opportunities for personal
growth, and a supportive work
Concluding Remarks
Unfortunately, no evidence confirms that either
set of assumptions is valid or that acting on
Theory Y assumptions will lead to more
motivated workers. OB theories need
empirical support before we can accept them.
Theory X and Theory Y lack such support as
much as does the hierarchy of needs theory.
✔ McGregor himself believed Theory Y
assumptions were more valid than Theory X.
✔ Therefore, he proposed such ideas as
participative decision making, responsible
and challenging jobs, and good group
relations to maximize an employee’s job
motivation.
3. David-Mcclelland’s theory of needs

A theory that states achievement, power, and Need for power (nPow) is the need to make others
affiliation are three important needs that help behave in a way they would not have otherwise
explain motivation.
✔ Need for achievement (nAch) is the drive
to excel, to achieve in relationship to a set
of standards.

✔Need for affiliation (nAff) is the desire for friendly and

close interpersonal relationships.
4. Clayton Alderfer’s ERG Need-Based Theory
To bring Maslow’s need hierarchy theory of motivation in synchronization with empirical
research, Clayton Alderfer redefined it in his own terms. He published the ERG Theory of
Motivation in a 1969 article, "An Empirical Test of a New Theory of Human Need."
His rework is called as ERG theory of motivation. He recategorized Maslow’s hierarchy
of needs into three simpler and broader classes of needs:

Alderfer categorized Maslow’s:

✔ Existence Need - Physiological needs and safety needs
✔ Relatedness Need - Social needs and extrinsic component of self-esteem needs
✔ Growth Need - Self-actualization needs and Maslow's intrinsic component of self-esteem
needs.
Progression Regression Model
Alderfer also proposed a progression and regression theory to go along with the
ERG theory:
⮚ He retreated:
1. When the needs in a lower category are satisfied, an individual will invest more efforts in
the higher category,
2. When needs in a higher category are frustrated, an individual will invest more efforts in
the lower category.
For example if self-esteem or self-actualization is not met then an individual will invest
more effort in the relatedness category in the hopes of achieving the higher need.
ERG theory has three key differences from Maslow's:

✔ It suggests that people can be motivated by needs from more than one level at the same
time. There is not necessarily a strict progression from one level to the next.

✔ It acknowledges that the importance of the needs varies for each person and as
circumstances change. Some people might put a higher value on growth than
relationships at certain stages of their lives,

for example: It has a "frustration-regression" element. This means that, if a person's

needs remain unsatisfied at one of the higher levels, he or she will become frustrated and
go back to pursuing lower level needs.
5. Two-Factor theory

✔ A theory that relates Intrinsic factors to job satisfaction and associates extrinsic factors with
dissatisfaction. Also called motivation-hygiene theory.
✔ Psychologist Frederick Herzberg wondered,
“What do people want from their jobs?”
Herzberg asked people to describe, in detail, situations in which they felt exceptionally good
or bad about their jobs.
The responses differed significantly and led Hertzberg to his two-factor theory—also called motivation-
hygiene theory.

Respondents who felt good about their work

tended to attribute these factors to Extrinsic factors such as
themselves ✔ Supervision
✔ Pay
Intrinsic factors such as ✔ Company Policies
✔ Advancement ✔ Working Conditions
✔ Recognition
✔ Responsibility While dissatisfied respondents tended to cite
✔ Achievement extrinsic factors
 Two-Factor theory

This theory suggests that there are two categories of factors that influence job satisfaction and dissatisfaction in the workplace:

1. Hygiene factors (also called maintenance

factors)
Hygiene factors are aspects of a job that, if lacking or An example: Imagine you work in an office with
inadequate, can lead to dissatisfaction among uncomfortable chairs, poor lighting, and a lot of
employees. However, their presence does not office politics. These hygiene factors, if not met,
necessarily lead to satisfaction. These factors are could make you unhappy with your job, but even if
essentially the basic requirements for a job and they are all met, it won't necessarily make you
include: extremely satisfied.
•Salary and Compensation: Employees expect fair
and competitive compensation for their work.
•Working Conditions: A safe and comfortable work
environment is crucial.
•Company Policies: Consistent and equitable
policies and procedures are necessary.
•Supervision: Employees require effective and
supportive management.
•Interpersonal Relationships: Positive relationships
with colleagues and supervisors are important.
2. Motivators (Satisfiers):

Motivator factors are those that truly inspire and satisfy

employees. Their presence leads to job satisfaction and

higher motivation. These factors are related to the nature of the

For example, if you have challenging
work itself and how individuals derive meaning and fulfilment
tasks, receive recognition for your
from it. Examples include:
achievements, and have opportunities
• Achievement: Feeling a sense of accomplishment and
for growth and advancement in your
personal growth from the work.
job, you are more likely to be motivated
• Recognition: Receiving acknowledgment and appreciation
and satisfied with your work.
for one's contributions.

• Responsibility: Having a degree of autonomy and control

over one's tasks.

• Advancement: Opportunities for career progression and

development.

• Work Itself: Finding the work inherently interesting and

enjoyable.
Summary:

✔ In summary, Herzberg's theory suggests that improving hygiene factors can prevent
job dissatisfaction but won't necessarily lead to job satisfaction. To achieve true job
satisfaction and motivation, organizations should focus on providing opportunities for
employees to experience motivator factors.

✔ Herzberg's Two-Factor Theory highlights the importance of addressing both hygiene and
motivator factors in the workplace to create a more motivated and satisfied workforce.
Hygiene factors prevent dissatisfaction, while motivators promote job satisfaction and
higher performance.
Traits of High Achievers
Strength Weakness

✔ A high need to achieve ✔ Needs for affiliation and

✔ They welcome challenges does not necessarily power tend to be closely
because it strengthen their make someone a good related to managerial
skills to succeed. manager, especially in success. The best
✔ When jobs have a high large organizations. managers are high in their
degree of personal People with a high need for power and low in
responsibility and feedback achievement need are their need for affiliation.15
and an intermediate degree interested in how well In fact, a high power
of risk, high achievers are they do personally, motive may be a
strongly motivated. and not in influencing requirement for
✔ They are successful in
others to do well. managerial effectiveness.
entrepreneurial activities such
as running their own
businesses, for example, and
managing self- contained
units within large
organizations.
PROCESS BASED THEORIES OF
MOTIVATION
1. Victor Vroom’s Expectancy Theory

A theory that suggests that the strength of a tendency (Propensity) to act in a certain way
depends on the strength of an expectation that the act will be followed by a given outcome
and on the attractiveness of that outcome to the individual.
1. Expectancy: the effort–performance relationship. The degree to which the individual
believes exerting a given amount of effort will lead to performance.
2. Instrumentality: the performance–reward relationship. The degree to which the
individual believes performing at a particular level will lead to the attainment of a desired
outcome.
3. Valence: the rewards–personal goals relationship. The degree to which organizational
rewards satisfy an individual’s personal goals or needs and the attractiveness of those
potential rewards for the individual.
 1. Victor Vroom’s Expectancy Theory

Use Vroom's Expectancy Theory to drive employee motivation,

leverage talent's unique motivators and encourage the
behaviours that lead to their best performance.

Efforts Performance Outcome

This motivational theory explains that an employee's motivation is driven by how likely they
think their effort will lead to the expected performance, their belief that this performance
will lead to an outcome or reward, and that the outcome is something they want and value.
✔ Expectancy theory helps explain why a lot of workers are not motivated on their jobs and do
only the minimum necessary to get by. It can also explain employees’ efforts toward goal
accomplishment.

For example: Sarah's motivation to study for her psychology final exam can be explained
using expectancy theory:

Expectancy (E1): Sarah believes that by putting in effort and studying hard, she will better
understand the material and perform well on the exam. She has confidence in her ability to
improve her performance through effort.

Instrumentality (E2): Sarah also believes that performing well on the final exam will lead to a
good grade in the course. She knows that her professor values exam performance in determining
the final grade.

Valence (V): Sarah highly values getting a good grade in the course because it's essential for her
academic goals and maintaining a high GPA.
2. Social Learning Theory
The view that we can learn
through both observation and
direct
experience.
Moreover, we are more likely to
repeat behaviours in the future if
they are also reinforced by the
model (e.g., positive feedback
from a coach or trainer).
 Organizational Justice
Equity theory describes the forms organizations justice, including distributive justice,
procedural justice, informational justice, and interactional justice.

3. Equity Theory

✔ Theory stating that individuals compare their job

inputs and outcomes with those of others and
then respond to eliminate any inequities.
 Based on equity theory, employees who perceive inequity will make
one of six choices

✔ Change inputs (exert less effort if underpaid or more if overpaid).

✔ Change outcomes (individuals paid on a piece-rate basis can increase their pay by producing a
higher quantity of units of lower quality).

✔ Distort perceptions of self (“I used to think I worked at a moderate pace, but now I realize I
work a lot harder than everyone else”).

✔ Distort perceptions of others (“Aisha’s job isn’t as desirable as I thought”).

✔ Choose a different referent (“I may not make as much as my sibling, but I am doing a lot better
than they did at my age”).

✔ Leave the field (quit the job).

Organizational Justice

✔ An overall perception of what is fair in the workplace, composed of distributive,

procedural, informational, and interpersonal justice.

✔ Research over the past several decades consistently shows that justice is
critically important for maintaining the employee–organization relationship,
especially during times of crisis and uncertainty. For the most part, employees
evaluate how fairly they are treated, as shown in the Model of Organizational
Justice.
4. Goal Setting Theory
✔ In the late 1960s, Edwin Locke proposed that intentions to work toward a goal are a major
source of work motivation.
✔ That is, goals tell an employee what needs to be done and how much effort is needed.
✔ Evidence strongly suggests that specific goals increase performance;

✔ Difficult goals, when accepted, result in higher performance than do easy goals; and
that feedback leads to higher performance than does nonfeed back.
✔ Specific goals produce a higher level of output than the generalized goal
“Do your best.” Why?
Specificity itself seems to act as an internal stimulus.

The 'golden boy of Indian athletics'

Neeraj Chopra, in a historic moment The successful landing of Chandrayaan-3 on the
for Indian athletics, clinched the gold moon has rung in India’s annual festive season
medal in the men's javelin throw
event at the World Athletics
Championships held in Budapest,
Hungary.
Goal-setting theory assumes:
An individual is committed to the goal and determined not to lower or abandon
it.
The individual
(1) Believes he or she can achieve the goal and
(2) Wants to achieve it.
Goal commitment is most likely to occur when goals are made public,
when the individual has an internal locus of control,
when the goals are self-set rather than assigned,
when goals are based at least partially on individual ability.
Goals themselves seem to affect performance more strongly when tasks are
simple rather than complex, well learned rather than novel, independent rather
than interdependent, and are on the high end of achievable goals.
Thankyou…………..