Motivation Concepts: Prepared By: Prince Dudhatra

Motivation Concepts
Prepared by: prince dudhatra
prince dudhatra-9724949948
What Is Motivation?
Direction
Intensity Persistence
What
What is
is Motivation?
Motivation?
Motivation
The processes that account for an individual’s
intensity, direction, and persistence of effort
toward attaining a goal.
Key
KeyElements
Elements
1.
1. Intensity:
Intensity:how
howhard
hardaaperson
persontries
tries
2.
2. Direction:
Direction:toward
towardbeneficial
beneficialgoal
goal
3.
3. Persistence:
Persistence:how
howlong
longaaperson
persontries
tries
Hierarchy
Hierarchy of
of Needs
Needs Theory
Theory (Maslow)
(Maslow)
Hierarchy of Needs Theory

There is a hierarchy of five needs
—physiological, safety, social,
esteem, and self-actualization; as
each need is substantially
satisfied, the next need becomes
dominant.
Self-Actualization
The drive to become what one is capable of
becoming.
Maslow’s
Maslow’s Hierarchy
Hierarchy of
of Needs
Needs
Lower-Order Needs Higher-Order Needs
Needs that are satisfied Needs that are satisfied
externally; physiological internally; social, esteem,
and safety needs. and self-actualization
Self needs.
Esteem
Social
Safety
Physiological
E X H I B I T 6–1
E X H I B I T 6–1
Assumptions
Assumptions of
of Maslow’s
Maslow’s Hierarchy
Hierarchy
Movement up the Pyramid

•Individuals cannot move to the next higher level until
all needs at the current (lower) level are satisfied.
•Individuals Maslow
MaslowApplication:
Application:
therefore must
AAhomeless
homelessperson
person
move up the
hierarchy in order will
willnot
notbe
bemotivated
motivatedto
to
meditate!
meditate!
Having Little Ambition
Theory X Disliking Work

Managers See Workers As…
Avoiding Responsibility
Self-Directed
Theory Y Enjoying Work

Managers See Workers As…
Accepting Responsibility
Herzberg’s
Herzberg’s Two-Factor
Two-Factor Theory
Theory
Bottom Line: Satisfaction and Dissatisfaction
are not Opposite Ends of the Same Thing!
Hygiene
Factors: Separate constructs Motivators:
– Hygiene Factors---Extrinsic & •Achievement
•Salary
Related to Dissatisfaction
•Work •Responsibility
Conditions – Motivation Factors---Intrinsic •Growth
and Related to Satisfaction
•Company
Policies
Comparison
ComparisonofofSatisfiers
Satisfiers
and
andDissatisfiers
Dissatisfiers
Factors characterizing
events on the job that led to
extreme job dissatisfaction
Factors characterizing
events on the job that
led to extreme job
satisfaction
Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time:
How Do You Motivate Employees? by Frederick Herzberg, September–October 1987. Copyright E X H I B I T 6–2
E X H I B I T 6–2
© 1987 by the President and Fellows of Harvard College: All rights reserved.
Contrasting
ContrastingViews
Viewsof
ofSatisfaction
Satisfactionand
andDissatisfaction
Dissatisfaction
E X H I B I T 6–3
E X H I B I T 6–3
David
David McClelland’s
McClelland’s Theory
Theory of
of Needs
Needs
Need for Achievement Need for Affiliation

The drive to excel, to achieve The desire for friendly
in relation to a set of and close personal
standards, to strive to relationships.
succeed.
Need for Power Bottom Line:

Individuals have
The need to make others
behave in a way that they different levels of
would not have behaved needs in each of these
otherwise. areas, and those
levels will drive their
behavior
Matching
Matching High
High Achievers
Achievers and
and Jobs
Jobs
E X H I B I T 6–4
E X H I B I T 6–4
Cognitive
Cognitive Evaluation
Evaluation Theory
Theory
Cognitive Evaluation Theory

Providing an extrinsic reward for behavior that
had been previously only intrinsically rewarding
tends to decrease the overall level of motivation.
The theory may only be relevant to
jobs that are neither extremely Hint: For this theory,
dull nor extremely interesting. think about how fun it
is to read in the
summer, but once
reading is assigned to
you for a grade, you
don’t want to do it!
What
WhatWould
WouldHerzberg
HerzbergSay?
Say?What
What Would
WouldMaslow
MaslowSay?
Say?
E X H I B I T 6–5
E X H I B I T 6–5
Goal-Setting
Goal-Setting Theory
Theory (Edwin
(Edwin Locke)
Locke)
Basic Premise: That specific and difficult
goals, with self-generated feedback, lead to
higher performance.
But, the relationship between goals and
performance will depend on
•goal commitment
–“I want to do it & I can do it”
•task characteristics (simple, well-learned)
•national culture
Goal
Goal Setting
Setting in
in Action:
Action: MBO
MBO Programs
Programs
Management
ManagementBy
ByObjectives
ObjectivesPrograms
Programs
••Company
Companywide
widegoals
goals&&objectives
objectives
••Goals
Goalsaligned
alignedat
atall
alllevels
levels
••Based
Basedon
onGoal
GoalSetting
SettingTheory
Theory
What
What is
is MBO?
MBO?
Management by Objectives (MBO)

A program that encompasses specific goals,
participatively set, for an explicit time period,
with feedback on goal progress.
Key
KeyElements
Elements
1.
1. Goal
Goalspecificity
specificity
2.
2. Participative
Participativedecision
decisionmaking
making
3.
3. An
Anexplicit
explicittime
timeperiod
period
4.
4. Performance
Performancefeedback
feedback
Cascading
Cascading of
of Objectives
Objectives
E X H I B I T 6–1
E X H I B I T 6–1
Linking
Linking MBO
MBO and
and Goal-Setting
Goal-Setting Theory
Theory
MBO Goal-Setting Theory

Goal Specificity Yes Yes
Goal Difficulty Yes Yes
Feedback Yes Yes
Participation Yes No
(qualified)
Why
Why MBOs
MBOs Fail
Fail
 Unrealistic expectations about MBO results
 Lack of commitment by top management
 Failure to allocate reward properly
 Cultural incompatibilities
Self-Efficacy
Self-Efficacy
•An individual’s feeling that s/he can
complete a task (e.g. “I know I can!”)
•Enhances probability that goals will
be achieved
Not to be confused with:

Self Esteem, which is….
Individuals’ degree of liking or disliking
themselves.
Self-Efficacy
Self-Efficacy and
and Goal
Goal Setting
Setting
Four
Four Ways
Ways of
of Increasing
Increasing Self
Self Efficacy
Efficacy
(Bandura)
(Bandura)
1. Enactive Mastery
2. Vicarious Modeling
3. Verbal Persuasion
4. Arousal
Note: Basic Premise/Mechanism of Pygmalion and

Galatea Effects
Reinforcement
Reinforcement Theory
Theory
Argues that behavior is a function of its

consequences.
Assumptions:
Assumptions:
••Behavior
Behavioris
isenvironmentally
environmentallycaused.
caused.
••Behavior
Behaviorcan
canbe
bemodified
modified(reinforced)
(reinforced)by
by
providing
providing(controlling)
(controlling)consequences.
consequences.
••Reinforced
Reinforcedbehavior
behaviortends
tendsto
tobe
berepeated.
repeated.
Equity
Equity Theory
Theory
Equity Theory
Individuals compare their job inputs and outcomes
with those of others and then respond to eliminate
any inequities.
Referent
Referent
Comparisons:
Comparisons:
Self-inside
Self-inside
Self-outside
Self-outside
Other-inside
Other-inside
Other-outside
Other-outside
Equity
Equity Theory
Theory (cont’d)
(cont’d)
E X H I B I T 6–8
E X H I B I T 6–8
Equity
Equity Theory
Theory (cont’d)
(cont’d)
Choices
Choicesfor
fordealing
dealingwith
withinequity:
inequity:
1.1. Change
Changeinputs
inputs(slack
(slackoff)
off)
2.2. Change
Changeoutcomes
outcomes(increase
(increaseoutput)
output)
3.3. Distort/change
Distort/changeperceptions
perceptionsof
ofself
self
4.4. Distort/change
Distort/changeperceptions
perceptionsofofothers
others
5.5. Choose
Chooseaadifferent
differentreferent
referentperson
person
6.6. Leave
Leavethe
thefield
field(quit
(quitthe
thejob)
job)
Equity
Equity Theory
Theory (cont’d)
(cont’d)
Propositions
Propositionsrelating
relatingto
toinequitable
inequitablepay:
pay:
1.
1. Overrewarded
Overrewardedhourly
hourlyemployees
employeesproduce
produce
more
morethan
thanequitably
equitablyrewarded
rewardedemployees.
employees.
2.
2. Overrewarded
Overrewardedpiece-work
piece-workemployees
employees
produce
produceless,
less,but
butdodohigher
higherquality
qualitypiece
piece
work.
work.
3.
3. Underrewarded
Underrewardedhourly
hourlyemployees
employeesproduce
produce
lower
lowerquality
qualitywork.
work.
4.
4. Underrewarded
Underrewardedemployees
employeesproduce
producelarger
larger
quantities
quantitiesof
oflower-quality
lower-qualitypiece
piecework
workthan
than
equitably
equitablyrewarded
rewardedemployees.
employees.
Justice
Justice and
and Equity
Equity Theory
Theory
Three
Three types
types of
of Justice
Justice
Distributive Justice Procedural Justice
Perceived fairness of the The perceived fairness of
outcome (the final the process used to
distribution). determine the outcome
(the final distribution).
“Who got what?”
“How was who gets what
decided?”
Interactional Justice
The degree to which one
is treated with dignity
and respect.
“Was I treated well?”
Expectancy
Expectancy Theory
Theory
Ethical Values and

Behaviors of Leaders
Bottom line
• All three links between the boxes must be intact or
motivation will not occur. Thus,
• Individuals must feel that if they try, they can perform
And
• If they perform, they will be rewarded
And
• When they are rewarded, the reward will be something
they care about
Chapter Check-Up: Motivation
Elizabeth’s boss starts out the day each morning

saying, “Bet you wish you didn’t have to be here,
huh?” Knowing this, which theory gives us insight
as to why Elizabeth may not be motivated at work?
Elizabeth’s boss my well be a Theory X

manager, as s/he assumes employees
don’t like work and/or want to be there.
If you study really hard and

only get a B on an exam, but
your classmate barely studies
at all and gets an A, what
theory will help explain why
you feel less motivated to go
to class?
What theory would say that this man, who knows

he works hard and is performing well, will be
motivated by a gym membership for being a high
performer?
Expectancy Theory.
Would a gym membership
be considered a motivator
or hygiene factor,
according to Herzberg?
Discuss with a classmate.
Putting
Putting ItIt All
All Together
Together

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Motivation Concepts

Prepared by: prince dudhatra

Hierarchy of Needs Theory

Movement up the Pyramid

Theory X Disliking Work

Theory Y Enjoying Work

Need for Achievement Need for Affiliation

Need for Power Bottom Line:

Cognitive Evaluation Theory

Management by Objectives (MBO)

MBO Goal-Setting Theory

Not to be confused with:

Note: Basic Premise/Mechanism of Pygmalion and

Argues that behavior is a function of its

Ethical Values and

Elizabeth’s boss starts out the day each morning

Elizabeth’s boss my well be a Theory X

If you study really hard and

What theory would say that this man, who knows

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