Motivation

Motivation

 Definition
 Willingness to exert efforts toward
organizational goals

 Intensity

 Direction
 Persistence
Types of motives
 Primary motives
Thirst, hunger,sex, maternal drive and so on
 Secondary motives
Achievement, aggression, affiliation, power

 Content theories of motivation
 Needs
 Process theories of motivation

Hierarchy of needs (Abraham Maslow)
Satisfaction-
Self-
actualization progression
needs
process
Esteem needs
Social needs
Safety needs
Physiological needs
ERG theory (Alderfer)
 Existence needs
 Relatedness needs
 Growth needs
 Frustration – regression process

Theory X and Theory Y : McGregor
 Theory X:
 Employees dislike work, will try to avoid it
 Must be coerced, controlled, threatened
 Will avoid responsibilities, prefer to be followers rather than
leaders
 No ambition, only want to be safe and secure; no risk-taking
ability
 Theory Y:
 Employees like work naturally
 Are creative, committed, willing to take on responsibility
 Willing to learn, innovative & creative, willing to take
leadership
 Employees are mature, rational, independent adults.
 Maslow & McGregor: comparison between

theories
Two-factor theory: Herzberg
 Hygiene factors
 ‘dissatisfaction’ vs ‘no dissatisfaction’
 Motivation factors
 ‘satisfaction’ vs ‘no satisfaction’
High job satisfaction No job satisfaction
Based on motivators
• Feeling of achievement
• Meaningful work
• Opportunities of
advancement
• Increased responsibility
• Recognition
• Opportunities for growth
No job dissatisfaction High job dissatisfaction
Based on hygiene factors

• Pay
• Status
• Job security
• Working conditions
• Fringe benefits
• Interpersonal relations
Theory of Learned needs (McLelland)
 need for Achievement (nAch)
 need for Power (nPow)
 need for Affiliation (nAff)

Content theories compared
Maslow Alderfer Herzberg McGregor McClelland
Self-actualization Needfor
Need for
Self-actualization achievement
achievement
Growth
Growth Motivators
Motivators
TheoryYY Needfor
Need for
Esteem
Esteem Theory power
power
Social
Social Needforfor
Relatedness
Relatedness Need
(Belongingness)
(Belongingness) affiliation
affiliation
Safety Hygienefactors
Hygiene factors
Safety
TheoryXX
Theory
Existence
Existence
Physiological
Physiological
Expectancy theory of motivation
(Vroom’s model)
Outcome &
E–P P-O valence
expectancy Expectancy (attractiveness)
Outcome
Outcome11
++or
or--
Outcome
Outcome22
Effort
Effort Performance
Performance ++or
or--
Outcome
Outcome33
++or
or--
Practical applications of expectancy theory
Expectancy Objective Applications
theory
component
E-P To increase the belief Select people with required skills and knowledge.
that employees are Provide reqd. training and clarify job requirements
expectancies capable of performing Provide sufficient time and resources
the job successfully.
Assign simpler and fewer tasks until employees
can master them (shaping)
 Provide examples of similar employees who have
successfully performed the tasks
Provide counseling and coaching to employees
who lack self-confidence.
P-O To increase the belief Measure job performance accurately.

that good performance Clearly explain outcomes that will result from
expectancies will result in certain successful performance
(valued) outcomes. Describe how the employee’s rewards were based
on past performance
Provide examples of other employees whose good
performance has resulted in higher rewards.
Valence of To increase the expected Distribute rewards that employees value

value of outcomes Individualize rewards
outcomes resulting from desired
performance.
Equity Theory (Adams)
 Based on perception of fairness in the
distribution and exchange of resources
 Outcome / input ratio
 Comparison other
 Equity evaluation
 Individual differences in Equity
• “Equity sensitivity”
 ‘Benevolents’ vs ‘entitleds’
Equity Theory Model
You Comparison other
(a) Underreward condition
Outcomes
Outcomes Outcomes
Outcomes
Inputs
Inputs Inputs
Inputs
(b) Equity condition
Outcomes
Outcomes Outcomes
Outcomes
Inputs
Inputs Inputs
Inputs
(c) Overreward condition
Outcomes
Outcomes
Outcomes
Outcomes
Inputs
Inputs
Inputs
Inputs
Consequences of inequity
Feelings of inequity reduced by:
 Changing inputs
 Changing outcomes
 Changing perceptions
 Leaving the field

Goal Setting Theory
“It is a paradoxical but profoundly true and important principle of
life that the most likely way to reach a goal is to be aiming not at
that goal itself but at some more ambitious goal beyond it” -
Arnold Toynbee
Process of motivating employees and clarifying their role perceptions

by establishing challenging performance objectives.
Effective goals :
 Specific
 Relevant
 Challenging
 Goal commitment
 Participation
 Feedback
 ability, self-efficacy,
Applications and limitations

Motivation Theories Summarized
Motivation Type Central Idea
Theory
Maslow’s need Content People try to satisfy a higher need when a lower need is
hierarchy fulfilled (satisfaction- progression).
Alderfer’s ERG Content Satisfaction- progression; also, people focus on a lower

theory need if unable to satisfy a higher need (frustration –
regression)
Herzberg’s Content Motivators (job content, recognition) motivate and satisfy,

Motivation- whereas hygiene factors (work relations, work
hygiene theory environment) can reduce or create dissatisfaction but do
not motivate.
McLelland’s Content Some needs are learned rather than instinctive, and more
learned needs than one need can motivate at the same time.
theory
Expectancy Process Motivation is determined by perceived expectations,
theory outcome values, and a rational decision-making process.
Equity theory Process Perceived equity is formed from outcome / input ratios with
a comparison other, and people are motivated to reduce
perceived inequities.
Goal setting Process Clear, relevant goals increase motivation and performance
theory by stretching the intensity and persistence of effort and by
clarifying role perceptions.
Steps in Motivating Employees
1. Recognize individual differences.

2. Match people to jobs.
3. Use goals.
4. Ensure that goals are perceived as attainable.
5. Individualize rewards.
6. Link rewards to performance.
7. Check the system for equity.
8. Don’t ignore money.

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Motivation

Thirst, hunger,sex, maternal drive and so on

Achievement, aggression, affiliation, power

 Process theories of motivation

 Frustration – regression process

 Maslow & McGregor: comparison between

No job dissatisfaction High job dissatisfaction

Based on hygiene factors

 need for Achievement (nAch)

 need for Power (nPow)

 need for Affiliation (nAff)

E–P P-O valence

expectancy Expectancy (attractiveness)

P-O To increase the belief Measure job performance accurately.

Valence of To increase the expected Distribute rewards that employees value

 Individual differences in Equity

(b) Equity condition

(c) Overreward condition

Feelings of inequity reduced by:

 Leaving the field

Process of motivating employees and clarifying their role perceptions

Applications and limitations

Alderfer’s ERG Content Satisfaction- progression; also, people focus on a lower

Herzberg’s Content Motivators (job content, recognition) motivate and satisfy,

1. Recognize individual differences.

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