Motivation

• What is Motivation? Work Motivation is the set of internal

and external forces that cause an employee to choose a
course of action and engage in certain behaviours. Ideally
these behaviours should be directed at the achievement of
organizational goals. Work motivation is a complex
combination of psychological factors within each person.
And employers are vitally interested in three elements of
it.
• (a) Direction and focus of the behaviour
• (b) Level of effort
• (c )Persistence of the behaviour
• Motivation also requires discovering and understanding
employee drives and needs and motives.
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• Model of Motivation

Environment Opportunity

Needs & Tension Effort Performance Rewards

Drives

Goals & Ability

Incentives

Need satisfaction
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• THEORIES OF MOTIVATION-
• It must be understood that the survival of organizations is based upon
people performing tasks as per certain standards and level.
• The theories of motivation can be divided into two types:
(a) Content theories- which focus on what sort of factors produce
motivation
(b) Process theories- that attempt to explain how motivation and
behaviour are related
Needs arise from the basic requirements of life and are important for
the survival of the human race
e.g. food, shelter and clothing and sex
Drives are internal forces that produce behaviour
e.g. animals-eat and reproduce
Motives are something which we acquire through learning
e.g. working hard for promotion (reward)
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• CONTENT THEORIES
1. Maslow’s Hierarchy of Needs
2. Hertzberg’s 2- Factor theory
3. McClelland’s 3- Modes of Success
4. Alderfer’s 3-level Hierarchy(ERG)

• COGNITIVE (PROCESS) THEORIES

1. Vroom’s Expectancy Theory
2. Equity Theory
3. Locke’s Goal Achievement Theory
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MASLOW’S HIERARCHY OF NEEDS

Self
Actual
Needs
Esteem &
Status Needs
Belonging &
Social Needs

Safety & Security Needs

Physiological Needs
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Herzberg’s two factor theory

HYGIENE FACTORS MOTIVATORS
( Extrinsic) ( Intrinsic )
The Environment The Job itself

• Policies and administration Sense of achievement

• Supervision Recognition for accomplishment
• Working conditions Challenging job ( or work)
• Interpersonal relations Increase in responsibility
• Money, status.security Growth and development
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McClelland’s 3 Modes of Success
According to the author there are three dominant motives:
1. Achievement-a drive to accomplish objectives and get ahead
2. Affiliation- a drive to relate to people effectively
3. Power-a drive to influence people and situations
Achievement Motivation- this is a drive that makes people pursue
and attain goals not necessarily for rewards only. Their
characteristics are
(a) They work harder when they perceive that they will be given
credit for their efforts
(b) They take responsibility for their actions and results and control
their destiny
(c )They seek regular feedback and enjoy being on the winning side
whether individual or group
(d) As managers they have high expectations from their subordinates
as will and are often disappointed with the result
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Affiliation Motivation
These people work better when they are complimented for
their favorable attitudes and co-operativeness. They tend to
slect people who are friendly and known to them and want
the freedom to develop these relationships. The over
emphasis on the affiliation factor makes the manager less
effective and have difficulty assigning challenging
tasks,directing work activities and monitoring work
effectiveness
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Power motivation consists of influencing people, taking
control and changing situations. They wish to have an
impct on the organization and are willing to take risks to
do so. Once power is obtained it could be used
constructively or destructively.
Power-motivated individuals are very useful if the power is
used for institutional power instead of personal power and
such people rise high in the organization and are
acceptable to others as well.However if the power is used
for personal benefit then the person loses respect of
colleagues and subordinates and becomes an unsuccessful
leader.
It is important for managers to understand which motive is
strongest in individual and to make use of that motive to
further the organization’s interest.
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Alderfer’s 3 factor theory(ERG Model)
This model is closely related to Maslow’s hierarchy of needs however it
talks of only three principal needs as follows
(a) Existence needs- which combine physiological and security needs
as also pay,physical conditions and job security
(b) Relatedness needs-these are needs related to the next level and
involve the employee being understood and accepted by people
above and below at the workplace and away from it.
(c) Growth needs are in a third category and involve esteem and self-
actualization needs.
It is possible that at one point of time all three nees could be
dominant in one person or alternatively one of the three needs could
be dominant at a particular time.
 MOTIVATION-Comparison
MASLOW HERZBERG ALDERFER
Self-actualization Work itself Growth needs
& fulfillment needs Achievement
Possibility of growth
Responsibility
Esteem & status Advancement
needs Recognition Relatedness needs

Status
Belonging & Relations with supervisors
social needs Peer relations
Relations with subordinates
Quality of supervision

Safety & security Company policy & admn. Existence needs

Physiological needs Working conditions
Pay
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Vroom’s Expectancy Theory
This theory was developed by Victor h. Vroom and refined by Porter and
Lawler and others, According to this theory motivation is a product of
three factors-
How much does one wants a reward (valence)
One’s estimate of the probability that effort will result in successful
performance ( expectancy)
One’s estimate that performance will result in receiving the
reward( instrumentality)
The formulae is
motivation= valence expectancy instrumentality
Valence strong avoidance indifference strong preference
-1 0 +1
Expectancy low probability high probability
0 +1
Instrumentality 0 +1
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Equity model theory- propounded by J. Stacy Adams that
employees tend to judge fairness by comparing the outcomes they
receive with their relevant inputs and also by comparing this ratio( not
always the absolute level of rewards) with the ratio of other people as
under
One’s own outcomes = Others’ outcomes
One’s own inputs Others’ inputs
Key factors in equity assessment
One’s Inputs One’s Outcomes
Job effort Actual pay &
Education Benefits
Seniority Social rewards
Performance Psychological
Job difficulty rewards
Other inputs
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GOAL ACHIEVEMENT THEORY
All individuals have values and goals.
Values reside in emotions and desires which in turnlead individuals to set
goals. These goals determine behaviour and performance.
MBO approach-challenging goals fo the achievers and reasonable goals
for the average performer. Goal-setting has improved performance by
16%, a success rate that many companies would be happy to achieve.
A major factor in goal setting is Self –efficacy. It is an internal belief
regarding one’s job-related capabilities and competencies.This self-
efficacy is different from self-esteem. It means that they will set higher
personal goals under the belief that they are attainable. Goals should
have acceptance. Specific, have a challenge and there should be
performance monitoring and feedback
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Top five work values

Rank Managers Professionals Clerical Hourly

1 Pay & Benf. Advancement Pay & Benef. Pay&Benef.
2 Advancement Pay & Benef. Advancement Security
3 Authority Challenge Supervision Respect
4 Accomplishment New Skills Respect Supervision
5 Challenge Supervision Security
Advancement