Professional Documents
Culture Documents
MORALE
Introduction
Motivation is a psychological state
Understanding motivation help in
Stephen P. Robbins –
“ The willingness to exert high
levels of effort towards
organizational goals, conditioned
by the effort’s ability to satisfy
some individual need”
Motivation means a process of stimulating
people to action to accomplish desired
goals.
…W.G. Scott
ESTEEM NEEDS
SOCIAL NEEDS
SAFETY NEEDS
PHYSIOLOGICAL NEEDS
CRITICISMS
Needs may not follow definite
hierarchical order
Need priority model may not be
applicable at all times.
Behaviour is guided by multiplicity
of behaviour. Satisfying one need at
a time may not be valid.
In many level of motivation is low
always.
Hertzberg’s Two factor Theory
Interview 200 - Two important incidents in their
job:
1. When did they feel particularly good about their
job?
2. When did they feel exceptionally bad about their
job?
Results interesting & consistent.
Good feelings were associated with Job Satisfaction
Bad feelings were associated with Job
dissatisfaction.
Job satisfiers were labeled MOTIVATORS factors
Job dissatisfiers were labeled HYGIENE factors
Hygiene : Motivators:
Job Dissatisfaction Job satisfaction
Achievement
Recognition
Work itself
Responsibility
Advancement
Growth
Company Policy & Admn
Supervision
Interpersonal Relations
Working Conditions
Salary*
Status
Security
Criticisms
People tend to take
credit when things
go well & blame
others when goes
bad.
Theory basically on
Job satisfaction –
not on motivation.
Job satisfaction not
measured on overall
basis
Neglects situational
variable in
motivation.
McClelland’s Need Theory
Closely associated with
learning theory – since
needs are learned or
acquired from
environment & culture
People who acquire
particular need behave
differently.
His theory focuses on 3
needs:
ACHIEVMENT, POWER &
AFFILIATION
Need for Achievement
Drive to excel – against standards set
People with high need for achievement
perform better
3 Characters:
Involvement
No Formal Organization
Structure
Human Resource Department
M
O
Effort Perform T
Reward
ance I
V
A
T
I
O
Will my effort Will rewards
improve my
Will performance n
lead to rewards? satisfy my
performance individual goals?
?
Key constructs in expectancy
theory
VALANCE: Value or strength one places
on a particular outcome or reward
EXPECTANCY: Relates efforts to
performance
INSTRUMENTALITY: Belief that
performance is related to rewards.
Expressed as: M=VxExI
Being multiplicative, all values must
have high +ve value. If any one
approaches 0, performance also
touches 0
The Porter-Lawler Model
Assumption is that Happy worker is a
productive worker
Studies prove that there is remote
relationship between level of
satisfaction and level of productivity
Complex relationship between
motivation, satisfaction and
performance
Performance depends on 3 factors:
• Employee should have desire to perform
• Employee should have the skill and
abilities to do the job
• Employee should have clear perception
of his role in the organization and job
requirements.
Variables in the model:
• Effort – Energy expanded to do the job
- depends on attractiveness of the
reward
• Performance – Motivation leads to effort
- effort does not deliver effective
performance
- performance depends on skills
and abilities
- no perfect match between effort
and performance
• Rewards : Reward is based on
performance
Intrinsic – What employee gives himself
Extrinsic – What others give
Inequity:
Person’s outcomes < Other’s outcomes
Person’s inputs Other’s inputs
OR
Person’s outcomes > Other’s outcomes
Person’s inputs Other’s inputs
Referents
Self-inside : Compare others within the
organization in similar position