MOTIVATION

Defining Motivation
Motivation The term motivation is derived from the Latin word mover which means to move The processes that account for an individuals intensity, direction, and persistence (continuity) of effort toward attaining a goal.
Intensity : how hard a person tries. Direction : intensity needs to be channeled in a direction favorable to the organization for job satisfaction. Persistence : a measure of how long a person can maintain his or her effort.

Hierarchy of Needs Theory (Abraham Maslow)

Hierarchy of Needs Theory There is a hierarchy of five needs physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant.

Lower-Order Needs - physiological , safety and social needs. Higher-Order Needs - esteem, and self-actualization needs.

Hierarchy of Needs Theory (Maslow)

Abraham Maslow hypothesized that within each human being , there exists a hierarchy of five needs
Physiological hunger, thirst, shelter and all bodily needs. Safety security & protection from physical & emotional harm. Social affection, belongingness, acceptance, friendship. Esteem internal esteem includes self-respect, autonomy & achievement. External esteem status, recognition & attention. Self-actualization drive to become what one is capable of becoming includes growth, achieving ones potential & self-fulfillment.

Hierarchy of Needs Theory (Maslow)

The theory states that although no need is ever fully gratified, a substantially satisfied need no longer motivates. According to Maslow, if you want to motivate someone, you need to understand what level of the hierarchy that person is currently on and focus on satisfying those needs at or above that level.

ERG Theory (Clayton Alderfer)

ERG Theory
There are three groups of core needs: existence, relatedness, and growth.

Core Needs

Concepts:
More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lowerlevel need increases.

Existence: provision of
basic material requirements.

Relatedness: desire for

relationships.

Growth: desire for personal

development.

Theory X and Theory Y

Proposed by Douglas McGregor.

Theory X
Assumes that employees dislike work, lack ambition, avoid responsibility, and must be directed and coerced to perform.

Theory Y
Assumes that employees like work, seek responsibility, are capable of making decisions, and exercise self-direction and self-control when committed to a goal.

THEORY X
Employees inherently dislike work and whenever possible, will attempt to avoid it. Since employees dislike work, they must be coerced, controlled or threatened with punishment to achieve desired goals. Employees will shirk (Avoid) responsibilities and seek formal direction whenever possible. Most workers place security above all other factors associated with work and will display little ambition.

THEORY Y
Employees can view work as being as natural as rest or play.

Human beings will exercise self-direction and self-control if they are committed to the objectives.
The average person can learn to accept , even seek, responsibility.

Creativity the ability to make good decisions is widely dispersed throughout the population and is not necessarily the sole province of those in managerial functions.

Two-Factor Theory (Frederick Herzberg)

Two-Factor (Motivation-Hygiene) Theory
Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction.

Hygiene Factors
Factorssuch as company policy and administration, supervision, job security and salarythat, presence of these factors provide no dissatisfaction to employees, that is presence of these factors does not motivate the workers to perform better but their absence become a source of dissatisfaction .

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

TWO FACTOR THEORY

The criticism When things are going well, people tend to take the credit themselves. But they blame failure on the extrinsic envt. No overall measure of satisfaction was utilized. A person may dislike part of his or her job yet still think the job is acceptable. The theory is inconsistent with previous research. The two-factor theory ignores situational variables. Herzberg assumed a relationship between satisfaction & productivity, but the research methodology he used looked at only satisfaction, not at productivity. To make such research relevant, one must assume a string relationship between satisfaction & productivity.

Acquired-need theory
Proposed by David C. McClelland Achievement, power & affiliation are three important needs that help explain motivation. Need for achievement the drive to excel, to achieve in relation to a set of
standards, to strive to succeed. High achievers distinguish themselves from others by their desire to do things better. They prefer the challenge of working at a problem and accepting the personal responsibility for success or failure rather than leaving the outcome to chance or the actions of others.

Need for power the desire to have impact, to be influential, & to control others.

Individuals high in this enjoy being in charge, strive for influence over others, prefer to be placed into competitive and status oriented situations and tend to be more concerned with prestige and gaining influence over others than with effective performance.

Need for affiliation the desire to be friendly and close interpersonal relationships.
Individuals with a high affiliation motive strive for friendship, prefer cooperative situations rather than competitive ones & desire relationships involving a high degree of mutual understanding.

Goal-Setting Theory (Edwin Locke)

Goal-Setting Theory
The theory that specific and difficult goals, with feedback, lead to higher performance.

Factors influencing the goals performance relationship:

Goal commitment, adequate self-efficacy, task characteristics etc.

Self-Efficacy

The individuals belief that he or she is capable of performing a task.

Reinforcement Theory
The assumption that behavior is a function of its consequences. It ignores the inner state of the individual feelings, attitudes, expectations etc. and concentrates solely on what happens to a person when he or she takes some action.

Concepts:
Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated.

Equity Theory (j. stacy adams)

Individuals compare their job inputs (effort, experience, education, competence) and outcomes (salary levels, raises, recognition) with those of others and then respond so as to eliminate any inequities.

There are four referent comparisons that an employee can use : Self-inside An employees experience in a different position inside his or her current organization Self-outside An employees experiences in a situation or position outside his or her current organization Other-inside Another individual or group of individuals inside the employees organization Other-outside Another individual or group of individuals outside the employees organization

Expectancy Theory
Expectancy Theory (Victor Vroom)
The strength of a tendency 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.

Expectancy Theory
EffortPerformance Relationship The probability that exerting a given amount of effort will lead to performance. PerformanceReward Relationship The belief that performing at a particular level will lead to the attainment of a desired outcome. RewardsPersonal Goals Relationship The degree to which organizational rewards satisfy an individuals goals or needs and the attractiveness of potential rewards for the individual.