MOTIVATION

A PROCESS THAT ACCOUNT FOR AN

INDIVIDUAL’S

INTENSITY, DIRECTION, PERSISTENCE

OF EFFORT
TOWARD ATTAINING AGOAL
 MOTIVATION
INTENSITY
• How Hard a Person Tries

DIRECTION
• High Intensity can only lead to
favorable outcomes only when the
Efforts are made in the right Direction-
for the Benefits of organization
 MOTIVATION
PERSISTENCE

• Motivated individual’s stay with a Task

long enough to Achieve their Goal.

• Persistence is the measure of How

Long a can Maintain Effort.
 Early Theories of Motivation
HIERARCHY OF NEEDS THEORY
• PHYSIOLOGICAL NEEDS: Hunger, thirst
Shelter, Sex, other bodily needs

• SAFETY: Protection from physical and

emotional harm

• SOCIAL: Belongingness, Friendship,

Affection
 Early Theories of Motivation

• ESTEEM: Self-respect, Status,

Attention, Recognition

• SELF-ACTUALIZATION:
Achieving one’s
potential, Self-fulfillment
 Early Theories of Motivation
HIERARCHY OF NEEDS THEORY
• The Individual moves up the steps of
the Hierarchy.
As each of the needs becomes
satisfied, the next need becomes
Dominant
• Higher order needs
• Lower order needs
 Early Theories of Motivation
ERG THEORY
• Clayton Alderfer
• Three groups of core needs
1. EXISTENCE
2. RELATEDNESS
3. GROWTH
• It does not assume a Rigid Hierarchy in which a Lower need
must be substantially fulfilled before one can move on.
• A person can be working on growth needs even though
Existence needs are unsatisfied
 Early Theories of Motivation
THEORY X and THEORY Y
• Douglas McGregor
• Two Distinct Views of human
beings
- Negative– Theory X
- Positive – Theory Y
• He concluded that managers’ views of the
nature of human being are based on a
certain grouping of assumption
 Early Theories of Motivation
THEORY X and THEORY Y
Under Theory X, assumption held by
managers are :

1. Employees inherently dislike work

2. So they must be Coerced, Threatened
3. They will avoid Responsibilities
4. They Seek formal direction
5. Place Security above all- little ambition
 Early Theories of Motivation
THEORY X and THEORY Y
• Under Theory Y, assumption held by
managers are

1. Take work as Natural as Rest or Play

2. Exercise Self-direction and Self-control

3. Accept and even Seek Responsibilities

4. Ability to make innovative decisions

 Early Theories of Motivation
THEORY X and THEORY Y
• Theory X -
Dominance of Lower order needs
• Theory Y –
Dominance of High order needs

• McGregor believed Theory Y assumptions were

more Valid
- that ideas such as;
Participative decision making,
Challenging Jobs, and
Good group relations
would maximize an employee’s job
performance
 Early Theories of Motivation
TWO FACTOR THEORY
( Motivation- Hygiene theory)
• Frederick Herzberg
• What do people want from their Jobs?
• Opposite of Satisfaction is not
Dissatisfaction
-Removing Dissatisfying factor does not
necessarily make the job Satisfied

• Factors leading to satisfaction:

Advancement, Recognition, Responsibility,
Achievement
 Early Theories of Motivation
TWO FACTOR THEORY
( Motivation- Hygiene theory)

• Factors leading to satisfaction:

Advancement
Recognition
Responsibility
Achievement
 Early Theories of Motivation
TWO FACTOR THEORY
( Motivation- Hygiene theory)

• Factors leading to Dissatisfaction or

No Dissatisfaction:
Quality of Supervision
Pay
Company Policies
Physical working conditions
Relations with others
Job Security
 Contemporary Theories of
Motivation
These theories represent Current State
of Thinking in Explaining Motivation
McClelland’s theory of Needs

• Need for Achievement

. Prefer moderately Challenging Goals

. Dislike Gambling- Succeeding by Chance

 Contemporary Theories of
Motivation
McClelland’s theory of Needs
Need for Achievement
• They Avoid what they perceive VERY
EASY or VERY DIFFICULT task

• They Prefer Tasks of INTERMEDIATE

Difficulty that is, 50/50 Chances of Success
and Failure
McClelland’s theory of Needs
• HIGH ACHIEVERS prefer JOBS that
OFFER:
-PERSONAL RESPONSIBILITY
-FEEDBACK
-MODERATE RISK

• Thus they become MOTIVATED by

the fulfillment of the these factors
McClelland’s theory of Needs

• High Achievers are

Successful Entrepreneurs and
in Managing a
Self-Contained Unit in
an Organization
McClelland’s theory of Needs

• High Achievers not necessarily

make Good Managers because
they are Interested in How
well they do Personally and
not in Influencing Others
 Contemporary Theories of
Motivation
McClelland’s theory of Needs
Need for Power
They want to be INFLUENCIAL
to IMPACT OTHERS
to Control Others
They are Concerned with gaining Influence
over others
rather than concentrating on
Effective Performance
 Contemporary Theories of
Motivation
McClelland’s theory of Needs
Need for Power

• Higher the Level one Rises

Greater the one’s Power Motive
Therefore her/his Stimulus is
“POWERFULL POSITION”
 Contemporary Theories of
Motivation
McClelland’s theory of Needs

EMPLOYEES are trained to stimulate their

Achievement Needs ------
so that they prefer Situations in which
they Prefer
RESPONSIBILITY
FEEDBACK
MODERATE RISK
 Contemporary Theories of
Motivation
McClelland’s theory of Needs

Need for Affiliation

They prefer COOPERATIVE Situations

rather than
COMPETITIVE Situations
 Contemporary Theories of
Motivation
COGNITIVE EVALUATIION THEORY

INTRINSIC MOTIVATORS:
RESPOSIBILITY
ACHIEVEMENT
COMPETENCE

EXTRINSIC MOTIVATORS:
PLEASANT WORKING CONDITIONS
GOOD SUPERVISION
PROMOTION
PAY
 Contemporary Theories of
Motivation
COGNITIVE EVALUATIION THEORY

• That the introduction of

Extrinsic Rewards, such as
Pay for work effort
that was previously intrinsically
rewarding due to the
pleasure associated with the content of
the work itself tend to decrease overall
Motivation.
 Contemporary Theories of
Motivation
COGNITIVE EVALUATIION THEORY

Individual’s experience Loss of Control

over her/her Own Behavior
thus the Previous Intrinsic
motivation Diminishes
 Contemporary Theories of
Motivation
SELF CONCORDANCE THEORY is the
Outgrowth of Cognitive Evaluation theory

• If an Individual pursues Goal because

of INTRINSIC INTEREST they are more
likely to ATTAIN and are HAPPY even
if they don’t ATTAIN
BECAUSE THE PROCESS OF STRIVING FOR THEM IS
FUN
 Contemporary Theories of
Motivation
SELF CONCORDANCE THEORY is the
Outgrowth of Cognitive Evaluation theory

• In Contrast - People who pursue Goals for

EXTRINSIC REASONS e.g.,
MONEY, STATUS OR Other Benefits
-are less likely to ATTAIN their Goals
-are less HAPPY even when they do
ACHIEVE them.
 Contemporary Theories of
Motivation
• Thus one must Choose Job Carefully
- Make sure You DO something
for
Reason Other than Extrinsic
Rewards

• Managers need to provide Intrinsic Rewards

in addition to Extrinsic Incentives
-provide Recognition
-make work Interesting
-Support Employee Growth/ Development
 Contemporary Theories of
Motivation

• Employees become more MOTIVATED

when they
have
CONTROL on their WORK
FREE CHOICE
 Contemporary Theories of
Motivation
GOAL-SETTING THEORY
• SPECIFIC GOALS Increase Performance
- produce a higher level of Output than
the Generalized Goals

• DIFFICULT/Challenging GOALS
(when Accepted) Result in Higher
Performance than do Easy Goals

• FEEDBACK leads to Higher Performance than

does NonFeedback
 Contemporary Theories of
Motivation
GOAL-SETTING THEORY
Employees’ Participation in Goal-
setting:
• Evidence is mixed regarding the superiority
of Participative goals over Assigned Goals
• If participation is not used then the purpose
and importance of the goals needs to be
explained clearly by the individual Assigning
the goal.
 Contemporary Theories of
Motivation
GOAL-SETTING THEORY
This theory Presupposes that an Individual is
COMMITTED to the Goal,
that is, one is Determined not to Lower
or Abandon the Goal.
Goals seems to have more substantial effect when
TASKS are
…SIMPLE rather than COMPLEX
…INDEPENDENT rather than
INTERDEPENDENT
…WELL-LEARNED rather than NOVEL
 Contemporary Theories of
Motivation
THE MBO PROGRAMS:
PUTTING GOAL-SETTING
THEORY INTO PRACTIC

• Management By Objectives emphasizes

Participative Set Goals that are
Tangible, Verifiable and Measurable

• Overall organizational goals are

TRANSLATED into Specific Objectives for
each Succeeding Level e.g., Divisional-
Departmental-Individual
 Contemporary Theories of
Motivation
THE MBO PROGRAMS
Ingredients Common to both Goal-
Setting and MBO programs:
1. Participation in Decision making
2. Time Period
3. Performance Feedback
Only the Issue of Participation does not
match fully between them
 Contemporary Theories of
Motivation
SELF-EFFICACY THEORY
(also known as Social Cognitive Theory
or Social Learning Theory)

-It refers to Individual’s Belief that he/she is CAPABLE

of Performing a Task
-Higher the Self-Efficacy the More the
Confidence you will have in your ability to Succeed
in that Task

-with Low Self-Efficacy—it is more likely that the

individual lessen her/his Effort or Give up altogether
 Contemporary Theories of
Motivation
SELF-EFFICACY THEORY
Albert Bandura who developed this theory mentioned
four ways that can increase Self-Efficacy
1. Enactive Mastery; gaining relevant experience with
the Task or Job
2. Vicarious Modeling;
Becoming more Confident because you see
Someone Else doing the Same
3. Verbal Persuasion;
Becoming more Confident
because Someone Convinces you that you have
the Skills necessary to be Successful
4. Arousal;
it leads to Energized state which derives a person
to Complete the task