MOTIVATION

OB/ MOTIVATION 2
What Leads to Performance?

Performance
=
f (Ability, Motivation, Opportunity)

OB/ MOTIVATION 3
 What is Motivation?

Origin : Latin ‘Movere’= ‘to move’

“Dynamic force which sets a person into

motion”

“An inner state that energizes, activates

and directs or channels behavior towards
goals”
OB/ MOTIVATION 4
 Motivation….
“Process of channeling a person’s inner drives so
that he wants to accomplish the goals of the
organization”

OB/ MOTIVATION 5
 Motivation

“The willingness to exert high levels of

efforts towards organizational goals,
conditioned by the effort’s ability to satisfy
some individual need.”

- Stephen P Robbins

OB/ MOTIVATION 6
The Motivation Process

OB/ MOTIVATION 7
 Nature

 Individuals differ in their

motivation
 Motivations change
 Motivations are expressed
differently
 Ind. may himself be unaware of his
motivation
OB/ MOTIVATION 8

 Theories of Motivation
Content Process
Theories Theories

“ What Motivates “ How Motivation occurs”

People”
how people choose
focus on internal behaviors to satisfy their
needs needs
1. Maslows Hierarchy of
Needs
1. Victor Vroom’s
2. Herzberg’s 2 factor Expectancy theory
theory
2. Porter Lawler Model
3. Alderfer’s ERG theory
4. McClelland’s Need OB/ MOTIVATION 9
 Content Theories

– Focus on what arouses, energizes, or

starts behavior, i.e. individual
physiological & psychological needs
– Motivation results from the individual’s
attempts to satisfy needs.
– Attempt to identify & prioritize the needs
& drives that motivate people.

OB/ MOTIVATION 10
MASLOW’S HIERARCHY OF NEEDS

Growth
needs Higher
Self Order
Actualization Internal needs

Esteem Needs Symbolic

behavior
Social Needs
Striving Lowe
Safety Needs needs r
External Order
Physiological Economic need
behavior s
Needs

OB/ MOTIVATION 11
Satisfied need no longer motivates

OB/ MOTIVATION 12
 Maslow’s Need Hierarchy Theory

 Adult motives are complex

 Needs form a Hierarchy – Lower needs to

be satisfied before higher order needs

 People seek growth. They want to move up

the hierarchy of needs

OB/ MOTIVATION 13
Maslow’s Need Hierarchy Theory

Research evidence
– Flexible hierarchy of needs

– Satisfaction of one need level may not decrease its

importance and increase importance of next need level.

– Needs vary according to:

• A person’s career stage.

• Organizational size.

• Geographic location.

• Across Cultures

OB/ MOTIVATION 14
 Maslow’s Need Hierarchy Theory

Managerial implications

 Physiological needs – wages, food, breaks

 Safety needs – safe working environment, job
security, insurance
 Social needs – teams, opportunity to interact
 Esteem needs – challenging tasks, recognition,
participation, status symbols
 Self actualization needs – encourage creativity,
innovation

OB/ MOTIVATION 15
 Herzberg’s Two – Factor theory

 Frederick Herzberg

 Dual Factor / Motivation-hygiene theory

 Portrays two different factors —

– Hygiene factors: related to job context

– Motivating factors: related to job content

OB/ MOTIVATION 16
 Herzberg’s Two – Factor theory

 Research (1950) – Asked people to

describe situations in which they found
their job exceptionally good or bad

 Conclusion:
Job satisfaction – Intrinsic factors
Dissatisfaction – extrinsic factors

OB/ MOTIVATION 17
 Herzberg’s Two- Factor Theory

Contrasting Views of Satisfaction-Dissatisfaction

OB/ MOTIVATION 18
 Herzberg’s Two – Factor theory

•Intrinsic factors
•Build high level of motivation
• & job satisfaction
•Stimulates superior performance
•Environmental, external to job
•Prevent dissatisfaction
•Zero level motivation if maintained

OB/ MOTIVATION 19
Herzberg’s Two – Factor theory

OB/ MOTIVATION 20
 Herzberg’s Two – Factor theory
Research evidence
– Theory fails to:

• Account for individual differences.

• Link motivation & needs to both satisfaction &

performance.
• Consider cultural & professional differences.

( Ex- Theory applicable to knowledge workers.

For blue collar workers maintenance factors
maybe motivators)

OB/ MOTIVATION 21
 Alderfer’s ERG Theory

 Developed by Clayton Alderfer.

 Collapses Maslow’s five categories into

three categories: existence needs,
relatedness needs, and growth needs.

 More than one need category may be

activated at the same time.

OB/ MOTIVATION 22
 ERG Theory

 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.

OB/ MOTIVATION 23
 ERG Theory

 Research evidence on ERG theory:

– Supporting evidence is encouraging.

– Offers a more flexible approach to

understanding human needs.

OB/ MOTIVATION 24
Comparison of Content Theories

OB/ MOTIVATION 25
 Process theories

 Process Theories:

– Focus on the cognitive processes that

influence behavior, i.e. why a person
behaves in a particular way.
– Deal with ‘how’ to motivate

OB/ MOTIVATION 26
VROOM’S EXPECTANCY THEORY

 Developed by Victor Vroom.

 A person’s motivation is a multiplicative

function of:

– Expectancy.

– Instrumentality

– Valence.

OB/ MOTIVATION 27
 Vroom’s Expectancy Theory

 Expectancy: Probability assigned by

individual that work effort will be followed
by a given level of task accomplishment
 Instrumentality: 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.
OB/ MOTIVATION 28
 Overview of Expectancy Theory

Effort Performance Reward

Valence of
Expectancy X Instrumentality X reward

MOTIVATION
Abilities Role perceptions
and traits and opportunities

JOB
PERFORMANCE
Simplified Expectancy Theory
Performance
appraisal system

Training and Human resources

development management

OB/ MOTIVATION 30
 Vroom’s Expectancy Theory

 Motivational implications of expectancy

theory.
– Motivation is sharply reduced when,
expectancy, instrumentality or valence
approach zero.
– Motivation is high when expectancy and

instrumentality are high and valence is

strongly positive.
OB/ MOTIVATION 31
 Vroom’s Expectancy Theory

 Managerial implications of expectancy

theory.

– Managers should act to maximize

expectancies, instrumentalities, and
valences that support organizational
objectives.

OB/ MOTIVATION 32
 Vroom’s Expectancy Theory

 Research evidence on expectancy theory.

– Theory has received substantial
empirical support.
– Multiplier effect is subject to some
question.
– May be useful to distinguish between
extrinsic rewards and intrinsic rewards.
– Does not specify which rewards will
motivate particular groups of workers,
thereby allowing for cross-cultural
differences.
OB/ MOTIVATION 33
 Porter –Lawler Model

 Tries to establish relationship between the

efforts, performance & satisfaction of
individual.
 Important variables are:

– Effort

– Performance

– Rewards

– Satisfaction
OB/ MOTIVATION 34
 Porter –Lawler Model
Perceived
Equitable
Value Abilities Rewards
Of &
Rewards Traits
Intrinsic
Rewards

EFFORT PERFORMANCE

SATISFACTION

Perceived
Effort Reward Role Extrinsic
Perception Rewards
Probability

OB/ MOTIVATION 35