Motivation

What is Motivation?
Motivation is derived from the word motive. A
motive is an inner state that energies, activates or
moves and directs or channels behaviour towards
goals.
Need

Drive

Goals/Incentives
Need : Need is deficiency. Needs are created
whenever there is a physiological or psychological
imbalance.
Drive:
Drive is a deficiency with direction. They
are action- oriented and provide an emerging thrust
towards goal accomplishment.

Incentives : Incentive is anything that will

alleviate a need to reduce a drive.

What is Motivation?
Motivation as the processes that accounts for
an individual's intensity , direction and
persistence of effort toward attaining a goal.
Intensity describes how hard a person is
tries.
efforts should be channeled in a direction
that benefits the organisation.
How long a person can maintain efforts?

Significance of Motivation
Motivation Identifies employee
Potentialities.
It converts potentialities into
performance
Increase in productivity
Human resources development
Proper utilization of human Resources.
Optimum utilisation of other resources
Builds congenial industrial relations
Basis for cooperation

Nature of Motivation

Motivation is Continuous process

Motivation is a Psychological concept
The entire individual is motivated
Frustrated individual fails to be
motivated.
Goals lead to motivated
The self-concept as a unifying force

Types of Motivation
Positive Motivation or Pull
Mechanism
Negative Motivation or Push
Mechanism

MASLOWS HIERARCHY OF NEEDS

Achievement

Status
Friendship
Stability

Sustenance

SelfActualization
Needs

Challenging job

Esteem Needs
Social/ Belongingness
Needs
Safety / Security Needs
Physiological Needs

Job title
Friends in Work
Group
Pension Plan

Base Salary

Douglas Mcgregors Theory

Douglas Mcgregor, a professor of
industrial Administration at MIT (USA)
theorized that every person has certain
basic assumptions about other peoples
attitude towards work and organisation
the assumption is labeled as Theory X
and Theory Y.

Theory X Assumptions
It is the traditional assumptions about the nature
of people and states that1. Average human being have an inherent dislike
of work and will avoid it if they can.
2. Because of this human characteristic of
disliking work, most people must be coerced,
controlled, directed and threatened with
punishment to get them to put forth adequate
effort toward the achievement of organisational
objectives.
3. Average human beings prefer to be directed,
wish to avoid responsibility, have relatively
little ambition, and want security above all.

Theory Y Assumptions
The assumption under this are:
1. The expenditure of physical effort and mental
effort in work is as natural as play or rest.
2. External control and threat of punishment are
not the only means for producing effort toward
organizational objectives. People will exercise
self direction and self control in the service of
objectives to which they are committed.
3. The degree of commitment to objectives is in
proportion to the size of the rewards associated
with their achievement.
4. Average human beings learn, under proper
conditions, not only to accept responsibility but
also to seek it.

Herzbergs - Two factor

Theory

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:
a) When did you feel particularly good about your
job and what turned you on?
b)When did you feel exceptionally bad about your
job and what turned you off?

Herzbergs - Two factor Theory

Maintenance Factors or
Dissatisfies or Hygiene
Factors

Motivational Factors or
Satisfiers

Job Context
Extrinsic Factors
Company Policy and
Administration
Quality of Supervisors
Work Conditions
Pay
Peer Relations
Pension Life
Relation s with
subordinates
Status
Job Security

Job Content
Intrinsic Factors
Achievement
Recognition
Work Itself
Responsibility
Advancement
Possibility of Growth

CONTARSTING VIEW OF
SATISFACTION AND DISSATISFACTION
TRADITIONAL VIEW
Satisfaction

Dissatisfaction

HERZBERGs VIEW
Satisfaction

Motivators

No Satisfaction

No Dissatisfaction

Hygiene Factor

Dissatisfaction

Herzbergs theory was based on a two-factor

hypothesis that is factors leading to job satisfaction
And factors leading to no job dissatisfaction. They
were classified in two categories:
Motivational factors are directly related to the job
itself. Present of such factor create a highly
motivating situation, but their absence does not
cause job dissatisfaction. These factors are content
oriented.
Maintenance factors are context oriented their
presence does not significantly motivate the
person. The presence of such factors prevents
dissatisfaction and maintains a certain level of
motivation but any reduction in the availabilities of
these factors is likely to affect motivation and bring

Motivational vs. Hygiene Factors

Motivational Factors

Hygiene factors

When present lead to

satisfaction and motivation.

When present, help in

preventing dissatisfaction but
do not increase satisfaction or
motivation.

When absent prevents both

satisfaction and motivation.

When absent increase

dissatisfaction with the job.

Status
goes
down
with
Hygiene factors; Recognition
goes up with Motivators

McClellands theory of Needs

Developed by David McClelland
and his associates. The theory
focuses on three needs:
1.Achievement
2.Power
3.Affiliation

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 in which they
would not have behaved otherwise.
Need for Affiliation (nAff): The desire for
friendly and close interpersonal relationship

Vrooms Expectancy Theory

The theory essentially emphasizes that motivation is increased if
the individual perceives that
1.

His effort will result in successful performance

2.

Successful performance leads to desired rewards

The theory argues that 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.

Vrooms Expectancy Theory

Individual
Effort

Individual
Performance

Organizational
Rewards

Personal
Goals

1. Effort-performance relationship: Probability perceived

by the individual that exerting a given amount of
effort will lead to performance.
2. Performance-reward relationship: The degree to which
the individual believes that performing at a particular
level will lead to the attainment of a desired outcome.
3. Rewards-personal goal relationship: The degree to
which organizational reward satisfy an individuals
personal goals or needs and the attractiveness of
those potential rewards for individual.

EQUITY THEORY
James Stacy Adams (1965)
proposed the equity theory which
was based on his belief that an
individuals
motivation
is
influenced by his perception of
how equitably he is treated at
work.

EQUITY THEORY

To express his ideas, Adam used following formula:

Equity exists whenPersons Outcomes

Others outcomes
Others inputs

Persons Inputs
Negative Inequity exists whenPersons Outcomes
Persons Inputs

<

Others outcomes
Others inputs

>

Others outcomes
Others inputs

Positive Inequity exists whenPersons Outcomes

Persons Inputs

EQUITY THEORY
In order to restore equity, individuals can make one of the six choices:
1.

Change their inputs (reduce efforts)

2.

Change their outcomes (earning more on a piece rate basis producing

higher quantity)

3.

Distort perception of self (changing self perception)

4.

Distort perception of others (changing thoughts about others)

5.

Choose a different referent (changing person with whom comparison is

made)

6.

Leave the field (quit the job)

Value of
rewards
Ability to
do a specific
task

Effort

Perceived
Effort-reward
probability

Perceived
equitable
rewards

Intrinsic
rewards

Performance
accomplishment

Perception
Of task
required

Satisfaction
Extrinsic
rewards

PORTER & LAWLER MOTIVATIONAL MODEL