MOTIVATION

Sharma -By Mrs. Moumita PalSharma

 Motivation is derived from the Latin word movere, to

move. The process that account for an individuals intensity, direction, and persistence of effort towards attaining a goal. (Robbins) Performance = f ( Ability x Motivation)

 Step 1- Identifies needs

Step 2- Searches for ways to satisfy needs Step 3- Engages in goal directed behavior.

Step 4- Performs
Step 5- Receives punishments and rewards Step 6- Reassess needs deficiencies.

Framework of Motivation
1. Identifies Needs

6. Reassess needs deficiencies

2. Searches for ways to satisfy Needs

EMPLOYEE

5. Receives either awards or punishments

3. Engages in goal directed behaviour

4. Performs

 Content motivation theories Theories that focus on the content of what factors (needs) motivate people. Process motivation theories Theories that address how and why people become motivated

 Need A human condition that becomes energized when people feel deficient in some respect. Needs provide direction for motivation:

When a need is energized, people are motivated to satisfy it; once satisfied, the need no longer motivates.

Hedonism Early motivation theory that assumes people are motivated to satisfy mainly their own needs (seek pleasure, avoid pain).

Content theories
Focus on individual physiological and psychological

needs
Managers job is to create a work environment that

responds positively to individual needs.

Major content theories. Maslows Hierarchy of needs theory. ERG theory. Acquired needs theory. Herzbergs Two-factor theory. McGregors Theory X and theory Y.

Maslows need hierarchy theory

People are wanting beings, whose needs can influence

behavior. Only unsatisfied needs influence behavior, satisfied needs dont act as motivators. Since are many, they are arranged in order of importance i.e. hierarchy The person advances to the next level in the hierarchy only when the lower level needs are at least minimally satisfied.

Maslows theory

Food Air

Water
Clothing Sex Sleep

PHYSIOLOGICAL NEEDS

Protection

Stability
Pain Avoidance Routine/Order

SAFETY NEEDS

Affection Acceptance Inclusion

SOCIAL NEEDS

Esteem

ESTEEM NEEDS

Self-Respect
Self-Esteem Respected by Others

SELF-ACTUALIZATION
Achieve full potential

Fulfillment

 Relevance of Maslows Theory for Managers Beyond physical and safety needs, which higher order need will emerge cannot be predicted. A fulfilled need does not motivate an individual. Effective managers can anticipate emerging needs based on individual need profiles and provide opportunities for fulfillment. The esteem level of needs satisfied by jobs and recognition provides managers with the greatest opportunity to motivate better performance.

Two factor theory

Frederick Irving Herzberg (19232000) was a

psychologist He is most famous for introducing job enrichment and the Motivator-hygiene theory. Herzberg was the first to show that satisfaction and dissatisfaction at work nearly always arose from different factors, and were not simply opposing reactions to the same factors, as had always previously been

 Fredrick Herzberg (1959) extended the work of Maslow

and developed a specific content theory of work motivation. He conducted a widely reported study of about 200 accountants and engineers from eleven industries in the Pittsburgh area. He used the critical incident method of obtaining data for analysis. He asked them two questions: When did you feel particularly good about your job and what turned you on? When did you feel exceptionally bad about your job and what turned you off?

 He proposed several key findings as a result of this

identification. People are made dissatisfied by a bad environment, but they are seldom made satisfied by a good environment. The prevention of dissatisfaction is just as important as encouragement of motivator to attain satisfaction. Hygiene factors operate independently of motivation factors. An individual can be highly motivated in his work and be dissatisfied with his work environment.

CONTRASTING VIEW OF SATISFACTION AND DISSATISFACTION

TRADITIONAL VIEW
Satisfaction Dissatisfaction

HERZBERGs VIEW
Satisfaction Motivators No Satisfaction

No Dissatisfaction

Hygiene Factor

Dissatisfaction

 Hygiene factors.
Sources of job dissatisfaction. Associated with the job context or work setting.

Improving hygiene factors prevent people from being

dissatisfied but do not contribute to satisfaction.

When not present, hygiene factors lead to

dissatisfaction of employees, while even if present they were said to be incapable of motivating workers to feel satisfied in their jobs

 Motivator factors. Sources of job satisfaction. Associated with the job content. Building motivator factors into the job enables people to be satisfied. Absence of motivator factors in the job results in low satisfaction, low motivation, and low performance. When present, motivator factors will lead directly to employees feelings of satisfaction, while when not present, they were said to lead to feelings of no satisfaction or a neutral state

 Core idea-

Job satisfiers deal with the factors involved in doing the job, whereas the job dissatisfiers deal with the factors which define the job context.

Comparison of Satisfiers and Dissatisfiers

Factors characterizing events on the job that led to extreme job dissatisfaction

Factors characterizing events on the job that led to extreme job satisfaction

2005 Prentice Hall Inc. All rights reserved

Theory X & Y
Douglas McGregor, 1960 Interaction between supervisors and subordinates Organizations management approach is determined

by supervisors attitudes and beliefs about subordinates. McGregor favored theory Y so he proposed ideas like participative decision making, responsible and challenging jobs, good group relations Beginning of human relations movement.

 Under theory X four assumptions are held by the

managers: 1. Employees inherently dislike work and however possible will try to avoid it. 2. Since employees dislike work they must be coerced, controlled, or threatened with punishment to achieve goals. 3. Employees will avoid responsibilities and will seek formal direction whenever possible. 4. Most workers place security above all other factors associated with work and will display little ambition.

 Role of Management
Management responsible for organizing elements of

productive enterprise People need to be controlled and directed People would be passive otherwise

 McGregor listed four positive assumptions that are

called theory Y: 1. Employees can view work as natural as rest or play. 2. People will exercise self-direction and self-control if they are committed to the objectives. 3. The average person can learn to accept, even seek responsibilities. 4. The ability to make innovative decisions is widely dispersed throughout the population and is not necessarily the sole province of those in management positions.

 Role of Management
Task of management is to arrange organizational

conditions so that people can achieve their own goals best by directing their own efforts toward organizational objectives

ERG theory
Developed by Clayton Alderfer.
Collapses Maslows five categories into three categories:

Existence needs, Relatedness needs and Growth needs.

More than one need category may be activated at the

same time.

 Existence needs. Desire for physiological and material well-being. i.e. Physiological needs( hunger and thirst) and protection form physical danger. Relatedness needs. Desire for satisfying interpersonal relationships. i.e. Social and affiliation needs, need for respect.
Growth needs. Desire for continued personal growth and development. i.e. Need to develop and realize ones potential

Growth Needs 1. Internal Self-Esteem Needs 2. Self-Actualization Needs

Relatedness Needs 1. Social Needs 2. Social Esteem Needs 3. Interpersonal Safety Needs

Existence Needs 1. Physiological Needs 2. Material Safety Needs

Maslow hierarchy Selfactualization Esteem

E.R.G. Theory

Growth needs

Belongingness and love

Relatedness needs

Safety Physiological

Existence needs

Theory of Needs / acquired needs theory

Developed by David McClelland.
Three needs achievement, affiliation, and power

are acquired over time, as a result of experiences. Managers should learn to identify these needs and then create work environments that are responsive to them.

David McClellands Theory of Needs

Need for Achievement (nAch)-The drive
to excel, to achieve in relation to a set of standards, to strive to succeed.

Need for Power (nPow)-The need to make

others behave in a way that they would not have behaved otherwise.

Need for Affiliation (nAff) -The desire for

friendly and close personal relationships

Process theories
Focus on the cognitive processes that influence

behavior.
Examines why a person behaves in particular ways

relative to available outcomes.

Equity theory
Given by Adams in 1963
A version of discrepancy theory of job satisfaction

focusing on the discrepancies between what one has on the job and what one thinks is fair - what one should have. People strive for fairness and justice in social exchanges Cognitive perception of fairness or lack of it affects behavior

 People develop beliefs about what is a fair reward for

one job contribution - an exchange People compare their exchanges with their employer to exchanges with others-insiders and outsiders called referents If an employee believes his treatment is inequitable, compared to others, he or she will be motivated to do something about it -- that is, seek justice.

 Inputs

factors considered by the individual that contribute to their work education, knowledge, skills and abilities, experience, training, effort etc. Outcomes factors considered by the individual to have personal value - pay, promotion, praise, fringe, recognition etc.

A. An Equitable Situation
Self
Other

$2 = $2 per hour 1 hour

$4 = $2 per hour 2 hours

B. Negative Inequity
Self

Other

$2 = $2 per hour 1 hour

$3 = $3 per hour 1 hour

C. Positive Inequity
Self Other

$3 = $3 per hour 1 hour

$2 = $2per hour 1 hours

Equity Sensitivity
It is an individuals tolerance for negative and positive

equity.

Sensitives-I prefer an equity ratio equal to

that of my comparison other. Benevolents- I am comfortable with an equity ratio less than that of my comparison other. Entitleds- I am comfortable with an equity ratio greater than that of my comparison other

Consequences of equity theory

The employee is motivated to have an equitable exchange with the employer.
To reduce inequity, employee may
Reduce inputs (reduce effort) Try to influence manager to increase outcomes

(complain, file grievance, etc.) Try to influence co-workers inputs (criticize others outcomes or inputs) Withdraw emotionally - or physically (engage in absenteeism, tardiness, or quit)

Learnings from equity theory

Pay attention to what employees perceive to be fair

and equitable Allow employees to have a voice Employees should have opportunity to appeal Organizational changes, promoting cooperation, etc. can come easier with equitable outcomes Failure to achieve equity could be costly

Expectancy theory
Developed by Victor Vroom. Key expectancy theory variables:

Expectancy belief that working hard will result in desired level of performance. Instrumentality belief that successful performance will be followed by rewards. Valence value a person assigns to rewards and other work related outcomes.

Motivation (M), expectancy (E), instrumentality (I), and

valence (V) are related to one another in a multiplicative fashion

 Motivation = E x I x V If any factor (E, I, or V) is zero, then there is no motivation to work toward the reward. Employee confidence building and training, accurate appraisals, and knowledge of workers desired rewards can increase employee motivation.

2
Individual Performance Organisational Rewards

Individual Effort

3
1. Effort-Performance relationship = Expectancy

2. Performance-Rewards relationship = Instrumentality

3. Rewards-Personal goals relationship = Valence

Personal Goals

Expectancy model of motivation

Effort Effort

Performance

Reward

Perceived effort performance probability

If I work hard, will I get the job done?

Perceived performance reward probability

What rewards will I get when the job is well done?

Perceived value of reward

What rewards do I value?

 Reward people for desired performance, and do not

keep pay decisions secret. Design challenging jobs. Tie some rewards to group accomplishments to build teamwork and encourage cooperation. Reward managers for creating, monitoring, and maintaining expectancies, instrumentalities, and outcomes that lead to high effort and goal attainment. Monitor employee motivation through interviews or anonymous questionnaires. Accommodate individual differences by building flexibility into the motivation program