Motivation - Defined

• Motivation is reflection of the reasons why

people do things. All behavior has a
purpose, often several purposes. People
choose to do the things they do
• Motivation is a process that starts with
physiological or psychological deficiency or
need that activates behavior or a drive that
is aimed at a goal or incentives
• Motivation is some driving force within
individuals by which they attempt to
achieve some goal in order to fulfill some
need or expectation
• Motivation is Extrinsic (related to tangible
rewards such as money) and Intrinsic
(related to psychological rewards such as
sense of challenge,
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achievement)
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 Need: Needs are created whenever there is
physiological or psychological imbalance.
Murray (1938) defined need as a force in the
“brain region”, which energizes and organizes
perception, thoughts and actions transforming
an existing unsatisfying situation in the
direction of a particular goal
Drives: Drives or motives are set up to alleviate
needs. A physiological drive is the deficiency
with the direction. Physiological or
psychological drives are action oriented and
provide an emerging thrust towards reaching
an incentive
Incentives: At the end of the motivation cycle is
the incentive, defined as anything that will
alleviate a need
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and reduce a drive. Thus,
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 Primary Motives: are those which must
be unlearned and are physiological
based. E.g. hunger, thirst, sleep,
avoidance of pain, sex and maternal
concern  

Secondary Motives: are those which

must be learnt for those to become
secondary motives. E.g. need for Power
(nPower), need for Affiliation
(nAffiliation), need for Achievement
(nAchievement).

General Motives:
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 Theories of Motivation
• Content theories:
– Alderfer’s ERG theory
– Herzberg’s two factor theory
– Maslow’s need hierarchy theory

• Process theories:
– Lewin and Tolman’s expectancy concerns theory
– Vroom’s valance/ expectancy theory
– Lawler’s E to P and P to O expectancy theory
– Porter and Lawler performance satisfaction theory

• Contemporary theories:
– J Stacy Adams equity theory
– Festineger and Homans’ Cognitive dissonance/ exchange theory
– Kelly and Rotter’s Attribution/ locus of control theory
– Helder, De Charmes, and Bem.s Cognitive evaluation/ self perception theory

• Other theories:
– D C McClelland’s Achievement motivation theory
– Douglas Mcgregor’s Theory X and Theory Y
– Westwood’s theory of motivation
– Murray’s needs theory
– Jahoda’s latent needs theory
– Warr’s vitamin theory
– Feather’s value theory
– Locke’s goal setting theory
– Reinforcement theory
– Job facet theory

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D C McClelland's Achievement Motivation
Theory
• nAch (need for Achievement):
• Doing better that competitor • Attaining or surpassing difficult goal •
Solving a complex problem • Carrying out challenging assignments
successfully • Developing new/ better way of doing something
• nPower (need for Power)
• Influencing people to change attitude or behavior • Controlling people and
activities • Being in a position of authority over others • Gaining control
over information and resources • Defeating an opponent and enemy
•  nAff (need for Affiliation)
• Maintaining harmonious relationships and avoiding conflicts • Being liked
by many people • Being accepted as a part of group or a team • Working
with people who are friendly and cooperative • Participating in pleasant and
social activities
• nSecurity (need for Security)
• Being protected against physical harm and hazardous conditions • Being
protected against loss of income or economic disaster • Having secured job
• Having protection against illness and disability • Avoiding task of risk of
failure and blame
• nStatus (need for Status)
• Living in right neighborhood and belonging to countryclub • Having right
cars and wearing right clothes • Having executive privileges • Working for a
right company and in a right
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job • Having degree from right university 5
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 Douglas McGregor’s Theory X and Theory
• Theory X:
• People dislike work and will avoid it if
they can
• People would rather be directed than
accept any responsibility
• People will avoid responsibility and
authority if possible
• They have no creativity except when
it comes to getting around the rules
and regulations of the organization.
• They will not use their creativity in
the pursuit of the job, or the
interests of the organization
• People must be forced or bribed to
put out the right effort.
• They are motivated mainly by
money, which remains the overriding
reason why they go to work
• The main anxiety concerns is
personal security, which is alleviated
by earning money
• People are inherently lazy and
require high degrees of supervision,
coercion and control in order to
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produce adequate output Dr Ashutosh N Misal
• Theory Y:
• Work is necessary to everyone’s
psychological growth
• People wish only to be interested
in work and, under the right
conditions, they will enjoy it
• People gain intrinsic fulfillment
from it
• They are motivated by the desire
to achieve and realize potential, to
work to the best of their
capabilities and to employ the
creativity and ingenuity with
which they are endowed in the
pursuit of this
• People direct themselves towards
given accepted and understood
targets
• People will seek and accept
responsibility and authority and
they will accept the discipline of
the organization in the pursuit of
this
• People will impose self discipline
on both themselves and their 6
 Maslow’s Need Hierarchy Theory of
Motivation

Self
Actualization
Need

Esteem Needs
Self esteem, self worth, self regard;
And the esteem, value, regard of
others
Social Needs
The need to belong, To love and be loved, To
interact with others

Security Needs
Seniority Plans, Union, Health Insurance,
Employee Assistance Plans, Severance Pay, Pension

Physiological Needs
Need for food, clothing, shelter, sleep, sex etc

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 Needs Levels General Rewards Organizational Factors
a. Pay

1. Physiological Food, water, sex, sleep b. Pleasant working conditions

c. Cafeteria
a. Safe working conditions
Safety, security, stability,
2. Safety b. Company benefits
protection
c. Job security
a. Cohesive work group
Love, affection,
3. Social b. Friendly supervision
belongingness
c. Professional Associations
a. Social recognition
Self-esteem, self-respect, b. Job title
4. Esteem
prestige, status c. High status job
d. Feedback from the job itself
a. Challenging job

Growth, advancement, b. Opportunities for creativity

5. Self-actualization
creativity c. Achievement in work
d. Advancement in the organization
 HYGIENE OR MAINTENANCE FACTORS

Interpersonal relations
Salary
Job Security
Working conditions
Level and quality of supervision
Company policy and administration

DISSATISFIERS

MOTIVATION AND JOB SATISFACTION

SATISFIERS

Sense of achievement
Recognition
Responsibility
Nature of work
Personal growth and advancement

MOTIVATORS OR GROWTH FACTORS

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 Vroom’s Expectancy/ VIE
Theory
• Motivational Force = V x I x
E
• Valence means the strength of an
individual’s preference for a particular
outcome. Other that might be used
includes value, incentive, attitude, and
expected utility
• Instrumentality means the possibility of
first level outcome leading to a second
level outcome
• Expectancy
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 Perceiv
ed
Equitabl
e
Value of
Reward
Rewards
s
Intrinsic
Abilities
Reward
and
s
Traits

Performance
Effort (accomplishme Satisfacti
nt)
on

Extrinsi
c
Reward
Role s
Percepti
on
Perceived
Effort/
Reward
Probability

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 Job Enrichment: interesting,
meaningful and intrinsically
rewarded
Organization
Style, Job Enlargement:
Supervision, adding more tasks for
Support variety
Goals, Work Job Rotation: doing
Feedback, and different jobs for
Incentives, Job variety
Improvement Desig
s Responsibility
n
Autonomy
Development Self
Standard, Regulation
Structure, Self
Quality, Motivation
Volume, Sociotechnical Approach:
Nature of Making a Group or Team
work responsible for the job and
balancing the social and
technical aspects of the job
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 Job Satisfaction

• Challenging job
• Equitable rewards
• Supporting work conditions
• Supportive colleagues and
supervisors

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 Response to Job
Dissatisfaction
Activ
e EXIT VOICE

NEGLECT LOYALTY
Passiv
e

Destructi Constructi
ve ve
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 Morale
• State of mind, especially of persons
associated with some enterprise,
with reference to confidence,
courage, hope etc
• Mental condition or attitude of
individuals and group which
determine their willingness to
cooperate with others to meet
organizational objectives. – Flippo
• Is a composite of attitudes,
behaviours, expressions of opinions
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 Factors Influencing Morale
• Job Satisfaction
• Job Involvement
• Organizational Commitment
• Work Environment Setting
• Managerial Style of Working
• Organizational Structure
• Equipment and maintenance of
machines
• Nature of job and work
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 How to improve morale?
 Sports meet
 High consideration for
employee welfare policies
 Picnics and
outgoings
 Effective communication
device system through
 Tournaments
exchange of ideas,  Photo and other
information and contests
knowledge  Suggestion system
 Keeping open information  Educational
policy about product, programmes
services, background etc  Group health
 Information about policies insurance
and procedures  Touring and other
 Service recognition plants
certificates  Housing facility and
 Company subsidized cooperative
cafeteria consumer store
 Movies and entertainment  Library and reading
 Festive occasions get rooms
togethers and parties
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 In plant music 17
 Bulletin board 
 • Low Morale; Low
Productivity
• Low Morale; High
Productivity
• High Morale; Low
Productivity
• High Morale; High
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