MOTIVATION

Swati Vispute
„ases
1. Anjali Sharma gets cheque for her contribution to the
development of the organization. She is neither
motivated nor there is any progress in her performance.
2. Ronny and Johnny studies together, joined same
organization, had same years of experience and
performance. Ronny gets promotion while Johnny was
denied the same.
3. Mr. Gautam, working with reputed organization for last
10 years at a high position. Good co-workers, good
working conditions, incentives. Decides to leave
organization at the age of 40 to start NGO for
underprivileged children.
Motivation
þ Motivation is the willingness to exert high
levels of effort toward organizational goals,
conditioned by the effort¶s ability to satisfy
some individual need.






¢lements
þ Motivation consists of three interacting and
interdependent elements
þ Needs
þ Drives
þ Incentives
The Motivational Process: A General Model
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Theories of Motivation
þ „ontent or Need Theories
þ Attempt to identify and prioritize the needs and
drives that motivate people at work
þ µwhat¶ of the motivation
þ Process Theories
þ Deal with cognetive antecedents that go into
motivation
þ µhow¶ of the motivation
þ „ontemporary Theories
 Motivation Theories
Need or „ontent Process Theories „ontemporary
Theories Theories
Maslow¶s Need Vroom¶s Expectancy Equity Theory
Hierarchy Theory Theory

Alderfer¶s ERG The Porter-Lawler Attribution Theory

Theory Model

Herzberg¶s Two- Agency Theory

Factor (Hygiene-
Motivator) Theory
McClelland's Theory
of Social Motives
Need/ „ontent Theories
Common Assumptions
þ Motivation originates from ³within´
þ We seek out situations that can satisfy our
needs
þ To ³motivate´ others, we must provide
opportunities to satisfy their needs
Œierarchy of Needs Theory
Abraham Maslow
þ People have hierarchy
motivational of needs
þ Satisfied needs is no
longer a motivator

  
 
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Two- Factor Theory
Frederick Œerzberg
þ Assessed job satisfaction and
dissatisfaction of the respondents
þ „ritical incident method
þ Interviewed 200 accountants and engineers
þ Good feelings are associated with job
content and experiences
þ Negative feelings are associated with job
context factors
 Œerzberg View of Job Satisfaction

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Œerzberg¶s Two-Factor Theory:
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þ The process of building personal achievement,
recognition, challenge, responsibility, and growth
opportunities into a person¶s job

þ Œas the effect of increasing the individual¶s

motivation by providing him/her with more
discretion and accountability when performing
challenging work
 ¢RG Theory
„layton Alderfer
Alderfer proposes a hierarchy involving
three sets of needs:
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 Alderfer¶s ¢RG Theory: Management
Application
þ If a subordinate¶s higher-order needs (e.g.,
growth) are being blocked, perhaps because
of a company policy or lack of resources,
þ Then it is in the manager¶s best interest to
attempt to redirect the subordinate¶s efforts
toward relatedness or existence needs
Mc„lelland¶s Learned Needs Theory
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Mc„lelland¶s Theory: Key Points
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 A „omparison of Internal Need Theories of Motivation

Maslow¶s Alderfer¶s Œerzberg¶s Mc„lelland¶s

Œierarchy ¢RG Two Factor Acquired
of Needs Theory Theory Needs Theory

Self- Achievement
Actualization Growth
Motivator

¢steem Power
Relatedness
Belonging Affiliation
Œygiene
Security
¢xistence
Physiological
Process Theories
þ Deals with cognitive antecedents that go
into motivation or effort, and more
specifically, with the way cognitive
antecedents of an individual relate to the
another.
 Vroom¶s ¢xpectancy Theory
þ     is a process governing choices
among alternate forms of voluntary activity

þ Most behaviors are considered to be under

the voluntary control of the person and
consequently are motivated
¢xpectancy Theory: Key Terms
þ ënstrumentality
þ The perception by an individual that first-level
outcomes (performance) are associated with second-
level outcomes (rewards)
þ Valence
þ The preferences for outcomes as seen by the
individual
þ Expectancy
þ The individual¶s belief regarding the likelihood or
subjective probability that a particular behavior will
be followed by a particular outcome
þ ¢asily thought of as a probability statement
 ¢xpectancy Theory: Key Terms
þ First-Level Outcomes
þ First-level outcomes resulting from behavior are those associated with
doing the job itself
þ They include:
þ productivity
þ absenteeism
þ turnover
þ quality of production
þ Second-Level Outcomes
þ Those events (rewards and punishments) that the first-level outcomes
are likely to produce, such as:
þ merit pay increases
þ group acceptance or rejection
þ promotion
þ termination
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Guidelines for the Use of
¢xpectancy Theory
þ Practical use of the theory by managers:
þ Determine the primary outcome each employee
wants.
þ Decide what levels and kinds of performance are
needed to meet organizational goals.
þ Make sure the desired levels of performance are
possible.
þ Link desired outcomes and desired performance.
þ Analyze the situation for conflicting expectations.
þ Make sure the rewards are large enough.
þ Make sure the overall system is equitable for
everyone.
The Porter-Lawler Model
þ Since its original conception, the expectancy
theory model has been refined and extended many
times.
þ Although conventional wisdom argues that
satisfaction leads to performance, Porter and
Lawler argued the reverse: If rewards are
adequate, high levels of performance may lead to
satisfaction.
þ In addition to the features included in the original
expectancy model, the Porter-Lawler model
includes abilities, traits, and role perceptions.
The Porter-Lawler Model
As per Porter-Lawler Model
Performance depends on
þ An employee should have desire to perform
þ The employee should have the abilities and
skills required to successfully perform the
task
þ „lear perception of his role in the
organization and an accurate knowledge of
the job requirements
„ontemporary Theories of
Motivation
þ Recent theories commanding most of the
research attention.
¢quity Theory by J. Stacy Adams
þ ¢mployees compare their efforts and
rewards with those of others in similar work
situations
þ Based on the assumption that individuals
are motivated by a desire to be equitably
(fairly) at work
þ The individual works in exchange for
rewards from the organization
 Forming ¢quity Perceptions
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 People in organizations form


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 perceptions of the equity of their

  

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 The ¢quity Theory of Motivation
  
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The choices an employee likely
to make«
þ „hange in inputs
þ „hange in outcomes
þ Distort perceptions of self
þ Distort perception of others
þ „hoose different referent
þ Leave the field
þ ¢quity theory and organizational justice
Attribution Theory
þ It explains individual motivation and relationship between
personal perception and interpersonal behaviour
þ It explains µwhy¶ aspect of motivation and behaviour
þ Assumptions:
þ They try to provide a logical explanation to all that is happening
þ They attribute actions of individuals to internal and external
causes
þ Theories propose that individuals follow a fairly logical
approach in making attributions
Attribution Theory
þ The perceived attributes are important in
determining the individual¶s behaviour, and not
the actual attributes
þ µLocus of control¶ attributions - refers to the chief
source of factors that creates a result or gives rise
to an outcome in the employee¶s perception
þ Outcome can depend on internal or external
factors
þ µLocus of control¶-
Those who believe that there is an internal control
for all outcomes feel that they have the power to
change or influence the outcomes by means of
their ability, skills and efforts.
Those who believe that there is an external control
for all outcomes feel that they are in no position
to control them.
Agency Theory
þ Theory is developed on the basis of some
concepts in financial economics.
þ An agency relationship is said to exist
when one or more individuals, i.e. the
principal engages another person, i.e.
agent, to perform some activity on his or
their behalf.
Agency Theory
þ It helps in understanding how principals
can reduce conflicts between their interests
and those of agents by establishing rewards
or incentives for agents when they achieve
the desired results.
Discuss following case studies
þ Star Salesperson
þ What Do They Want?
þ Tom, Dick, and Œarry