Motivation

Motivation

What Is Motivation?
Direction

Intensity

Persistence

Direction, Intensity and Persistence

Fixing a particular goal- Direction Effort put in to achieve the goal- Intensity For a time (Till achieving the goal)Persistence

What is Motivation at Work ?

Motivation.
The individual forces that account for the

direction, level, and persistence of a persons effort expended at work.

What is Motivation to Work?

Direction. An individuals choice when presented with a number of possible alternatives. Level. The amount of effort a person puts forth. Persistence. The length of time a person stays with a given action.

The Motivation Process

Unsatisfied Need
Tension

Drives

Search Behavior Reduction of Tension

Satisfied Need

The Motivation Process

Unsatisfied need Tension Drives Search behavior Satisfied need Reduction of tension

Internal

Observable externally

Internal

Characteristics of Motivation
1. Motivation is an internal feeling (Based on his needs in his mind).
2. Person in totality, not in part is motivated (Person having organisational commitment).

3. Motivation is the product of anticipated values (The person feels that the goal is realistic).

Theories of Motivation
Major Theories. Maslows, ERG McClellands Hertzbergs Theory X and Y Expectancy Goal Setting Equity

Maslows Hierarchy of Needs

Lower-Order Needs Needs that are satisfied externally; physiological and safety needs.

Higher-Order Needs Needs that are satisfied internally; social, esteem, and self-actualization needs.

Maslows Hierarchy of Needs

Selfactualization

Esteem Belongingness

Safety
Physiological

Hierarchy of Needs Theory

Psychological: Includes hunger, thirst, shelter, sex, and other bodily needs. Esteem: Includes internal esteem factors such as self-respect, autonomy, and achievement; and external esteem factors such as status, recognition, and attention. Safety: Includes security and protection from physical and emotional harm. Social: Includes affection, belongingness, acceptance, and friendship.

Self-actualization: The drive to become one is capable of becoming; includes growth, achieving ones potential, and self-fulfillment.

Hierarchy of Needs Theory

Five need levels occur in a hierarchy of importance. Lowest unmet need has strongest effect When lower need is satisfied, next higher need

becomes the primary motivator Satisfaction-progression process Satisfaction of one need level may not decrease it importance and increase importance of next need level. Needs vary according to: A persons career stage. Organizational size. Geographic location.

Evaluating Maslows Theory

Lack of support for theory Needs dont cluster around Maslows categories

Needs change more rapidly than Maslow stated

Primary needs arent always lowest in the hierarchy Values influence needs Conclusion: Needs hierarchy might vary from one person to the next (not innate or universal)

ERG Theory
Developed by Clayton Alderfer. Collapses Maslows five categories into three

categories: Existence needs, Relatedness needs, and Growth needs.

More than one need category may be

activated at the same time.

Alderfers ERG Theory

SA

Growth Relatedness
Existence

Esteem
Love (Social) Safety & Security Physiological

ERG Theory cont.

Existence needs. Desire for physiological and material well-being. Relatedness needs. Desire for satisfying interpersonal relationships. Growth needs. Desire for continued personal growth and development.

McClellands Need Theory: Need for Affiliation

Need for Achievement (nAch) The Theory of Needs

Need for Power (nPow) David McClelland

Need for Affiliation (nAff)

David McClellands Theory of Needs

Need for Achievement
The drive to excel, to achieve in relation to a set of standards, to strive to succeed.

Need for Affiliation

The desire for friendly and close personal relationships.

Need for Power

The need to make others behave in a way that they would not have behaved otherwise.

nPow

nAch

nAff

McClellands Need Theory

Need for Achievement - a manifest (easily perceived) need that concerns individuals issues of excellence, competition, challenging goals, persistence, and overcoming difficulties

McClellands Need Theory

Need for Power - a manifest (easily perceived) need that concerns an individuals need to make an impact on others, influence others, change people or events, and make a difference in life

McClellands Need Theory

Need for Affiliation - a manifest (easily perceived) need that concerns an individuals need to establish and maintain warm, close, intimate relationships with other people

Motivational Need Theories

Maslow
Self-actualization

Alderfer
Growth

McClelland
Need for Achievement Need for Power

Higher Esteem Order self interpersonal Needs

Belongingness (social & love)
Relatedness

Need for Affiliation

Lower Safety & Security interpersonal Order physical Needs

Physiological

Existence

Two-Factor Theory (Frederick Herzberg)

Two-Factor (Motivation-Hygiene) Theory

Herzberg Two-Factor Theory

Hygiene factors.
Sources of job dissatisfaction. Associated with the job context or work

setting.
Improving hygiene factors prevent people

from being dissatisfied but do not contribute to satisfaction.

Herzberg Two-Factor Theory

Motivator factors. Sources of job satisfaction. Associated with the job content. Building motivator factors into the job enables people to be satisfied. Absence of motivator factors in the job results in low satisfaction, low motivation, and low performance.

Motivation-Hygiene Theory of Motivation

Company policy & administration Supervision Interpersonal relations Working conditions Salary Status Security

Motivation factors increase job satisfaction

Hygiene factors avoid job dissatisfaction

Achievement Achievement recognition Work itself Responsibility Advancement Growth

Salary?

Herzbergs Two-Factor Theory

Herzberg asked: What do people want from their jobs? He found that:

hygiene factors determine job dissatisfaction

Quality of supervision Rate of pay Company policies Working conditions Relations with others Job security High
Job Dissatisfaction 0

motivators determine job satisfaction

Career Advancement Personal growth Recognition Responsibility Achievement

High
Job Satisfaction

Theory X and Theory Y (Douglas McGregor)

Theory X
Assumes that employees dislike work, lack ambition, avoid responsibility, and must be directed and coerced to perform.

Theory Y
Assumes that employees like work, seek responsibility, are capable of making decisions, and exercise self-direction and self-control when committed to a goal.

Having Little Ambition

Theory X
Managers See Workers As

Disliking Work Avoiding Responsibility Self-Directed

Theory Y
Managers See Workers As

Enjoying Work Accepting Responsibility

Expectancy Theory
Developed by Victor Vroom.

A persons motivation is a multiplicative

function of:
Expectancy.

Instrumentality
Valence.

Expectancy Theory
Expectancy. The probability assigned by an individual that work effort will be followed by a given level of task accomplishment.

Instrumentality. The probability assigned by the individual that a given level of achieved task performance will lead to various work outcomes.
Valence. The value attached by the individual to various work outcomes.

Expectancy Model of Motivation

Effort Effort

Performance

Reward

Perceived effort performance probability

Perceived performance reward probability

Perceived value of reward

If I work hard, will I get the job done?

What rewards will I get when the job is well done?

What rewards do I value?

Expectancy Theory

Individual Effort

Individual Performance

Organizational Rewards 3

1. Effort-performance relationship 2. Performance-rewards relationship 3. Rewards-personal goals relationship Personal Goals

Expectancy Theory
Expectancy: Belief that effort leads to a specific level of performance Instrumentality: A performance outcome perception. Valence: The Value of a reward or outcome

Managerial Implications of Expectancy Theory

Determine the outcomes employees value. Identify good performance so appropriate behaviors can be rewarded. Make sure employees can achieve targeted performance levels. Link desired outcomes to targeted levels of performance. Make sure changes in outcomes are large enough to motivate high effort. Monitor the reward system for inequities.

Goal-Setting Theory (Edwin Locke)

Goal-Setting Theory

The theory that specific and difficult goals, with feedback, lead to higher performance.

Factors influencing the goals performance relationship: Goal commitment, adequate selfefficacy, task characteristics, and national culture.

Goal-setting theory
Motivation occurs if individuals clearly know what to do, how to do it, when, etc. Goals are a potent motivating force Specific goals lead to increased performance, vague goals dont Challenging goals, when accepted, result in higher output than easy goals Goals are more easily achieved if there is feedback on progress made Holding ability and acceptance constant; the more difficult the goals, the higher the level of performance Goals can be a major source of work motivation

Insights from Goal-Setting Theory

Difficult Goals Lead to Higher Performance. - Easy goals produce low effort because the goal is too easy to achieve. - Impossible goals ultimately lead to lower performance because people begin to experience failure. Specific Difficult Goals Lead to Higher Performance for Simple Rather Than Complex Tasks. - Goal specificity pertains to the quantifiability of a goal. - Specific difficult goals impair performance on novel, complex tasks when employees do not have clear strategies for solving these types of problems. Feedback Enhances The Effect of Specific, Difficult Goals. - Goals and feedback should be used together.

Insights from Goal-Setting Theory

Participative Goals, Assigned Goals, and Self-Set Goals Are Equally Effective. - Managers should set goals by using a contingency approach. Different methods work in different situations.

Goal Commitment and Monetary Incentives Affect GoalSetting Outcomes. - Difficult goals lead to higher performance when employees are committed to their goals. - Difficult goals lead to lower performance when employees are not committed to their goals. - Goal based incentives can lead to negative outcomes for employees in complex, interdependent jobs requiring cooperation.

Guidelines for Writing SMART Goals

Specific Measurable Attainable Results oriented Time bound

Equity Theory
J. Stacy Adams. People gauge the fairness of their work outcomes in

relation to others.
Perceived inequity occurs when there is an

unfavorable social comparison of work outcomes.

When perceived inequity occurs, people will be

motivated to remove the discomfort. (Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities)

Equity theory cont.

Felt negative inequity.
Individual feels he/she has received relatively less

than others in proportion to work inputs.

Felt positive inequity.

Individual feels he/she has received relatively more

than others in proportion to work inputs.

Equity Theory
Perceived Ratio Comparisona
Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A > = < Outcomes B Inputs B Outcomes B Inputs B Outcomes B Inputs B Inequity (Over-Rewarded) Equity

Employees Assessment
Inequity (Under-Rewarded)

Equity theory cont.

Equity restoration behaviors. Change work inputs. Change the outcomes received. Leave the situation. Change the comparison points. Psychologically distort the comparisons. Take actions to change the inputs or outputs of the comparison person.

Equity theory cont.

Equity theory implications.
Inequity perceptions are entirely from reward

recipients perspective, not from reward givers perspective.

The equity process must be managed so as

to influence the reward recipients equity perceptions.

Special Motivation Issues

Professionals Contingent workers Diversified workforce Low-skilled service workers Highly repetitive tasks

Special Issues in Motivation

Motivating Professionals Provide challenging projects. Allow them the autonomy to be productive. Reward with educational opportunities. Reward with recognition. Express interest in what they are doing. Create alternative career paths. Motivating Contingent Workers Provide opportunity for permanent status. Provide opportunities for training. Provide equitable pay.

Special Issues in Motivation (contd)

Motivating the Diversified Workforce Provide flexible work, leave, and pay schedules. Provide child and elder care benefits. Structure working relationships to account for cultural differences and similarities. Motivating Low-Skilled Service Workers Recruit widely. Increase pay and benefits. Make jobs more appealing.

Special Issues in Motivation (contd)

Motivating People Doing Highly Repetitive Tasks Recruit and select employees that fit the job. Create a pleasant work environment. Mechanize the most distasteful aspects of the job.