MOTIVATION

Performance=f (A*M*O)
Definition
 The willingness to exert high levels
of effort toward organizational goals,
conditioned by the effort’s ability to
satisfy some individual need.
 The processes that account for an
individual’s intensity, direction and
persistence of effort toward attaining
a goal.
 Need is some internal state that
makes certain outcomes appear
attractive.
Early theories of motivation
 Maslow’s Hierarchy of needs theory-
There is a hierarchy of 5 needs:
physiological, safety, social, esteem
n self-actualization.
 As each need is sequentially
satisfied, the nxt need becomes
dominant.
 No need is ever fully gratified. A
substantially satisfied need no longer
motivates.
 Behavior at a particular moment is
determined by the strongest need.
 Self
Maslow’s Hierarchy of Needs
Actualisation
Higher order
(drive 2 become what 1 is capable of needs-that r
becoming) satisfied
Esteem Needs internally
(self respect, autonomy-int;
status, recognitn-ext)
Social/Love Needs
Lower order
(affectn, friendship, acceptance, needs-that r
belongingness) satisfied
externally
Safety Needs
(phy, fin, emotional security n protectn)

Physiological Needs
(food, clothing n shelter )
 Douglas McGregor’s
 Theory X
 Theory Y
1. Employees inherently 1.
dislike work n r lazy
thus attempt to avoid it. 2.
2. They must b coerced,
ctrld, threatened with 3.
punishment to achieve
goals.
3. They avoid 4.
responsibilities n seek
formal direction
whenever possible.
4. Most workers will place
security above other  Higher order needs
factors thus little
ambition .
• Lower order needs
dominate individuals.
Employees view work as
natural as play or rest.
People will exercise self
direction n ctrl
Av. person learns to
accept n seek
responsibility.
The ability to make
innovative decisions is
widely dispersed. Thruout
the population employees
r creative.
dominate individuals.

Pause n ponder: “Women r more motivated to get along , n

Men r more motivated to get ahead”
 Herzberg’s Two Factor/Motivation-
hygiene theory

 Intrinsic factors r related to job

satisfaction, while extrinsic
factors r associated with
dissatisfaction.
 Opposite of “Satisfaction” is

“no satisfaction”
 Opposite of “Dissatisfaction” is

“no dissatisfaction”
Motivators (Satisfiers)
Satisfaction no satisfaction

 Achievement
 Recognition
 Work itself
 Responsibility
 Advancement
 Growth

 i.e. chrs within the job-intrinsic factors

 hygiene factors( Dissatisfiers)
No dissatisfaction dissatisfaction
Those factors that when adequate in a job, placate workers
n bring about peace ( but not necessarily motivation).
When these factors r adequate , people will not b
dissatisfied neither will they be satisfied. Eg.:

 Company policy and administration

 Supervision
 Relationship with supervisor
 Work Conditions
 pay

 i.e. chrs not much related to the job. Hence extrinsic in

nature
 Thus factors that lead to job satisfaction r separate n
distinct from those that lead to job dissatisfaction.
Contemporary theories

 ERG th (by Alderfer)-there r 3 gps of

core needs: existence, relatedness n
growth
 Goal-setting th-specific n difficult
goals lead to ↑er performance.
 Reinforcement th-Behavior is a
function of its consequences.
 Carrot n Stick approach-reward
vs punishment
McClelland’s th of needs

 Achievement need (nAch)-The

drive to excel, to achieve in relation to a set
of standards, to strive to succeed.
Achievers prefer jobs that offer personal
responsibility, feedback n moderate risks.
They r successful entrepreneurs.
 Power need (nPow)-The
nPow) desire to make
others behave in a way that they would not
otherwise have behaved in.
 Affiliation need ( nAff)-the desire for
friendly n close Interpersonnal relations.
Cognitive Evaluation theory
 It proposes 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 tends to decrease
overall motivation.
 Eg u r associated with Rotary/NGO/
WWF etc.
 One feels loss of ctrl over her/is own
behavior.
 Equity Theory Motivation to
maintain current
situation as there is prcvd
Distributive n Procedural
Equity justice
(O/IA=O/IB)
Comparison of
self with other
Motivation to maintain
In Equity
current situation
(O/IA</>O/IB)
1. Change inputs
2. Change out comes
3. Alter perception of self
4. Alter perception of others
5. Change Comparisons
6. Leave situation
 VROOM’S EXPECTANCY THEORY
Motivational
Strength=
How much efforts should I put forth?

Perceived Perceived Perceived

efforts-performance performance- value of
probability reward probability rewards

Expectancy Instrumentality Valence

Motivation: from concepts to applications

 MBO n goal setting th.

 Behavior Modification (OB Mod) n reinforcement th.
 Employee Involvement programs-participative
mgmt, representative participation, works council,
board reps, QC, ESOP.
 Variable-Pay programs n expectancy th-piece rate
plans, profit sharing plans.
 Skill-based pay plans
 Flexible benefits-telecommuting, job sharing,
flextime
 Comparable worth of jobs n equity th.

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