MOTIVATION

Motivation is the willingness to exert high

levels of effort toward organizational goals,
conditioned by the efforts ability to satisfy
some individual need.

Process of Motivation
Unsatisfied need
Tension
Drives
search behavior

Satisfied needs
Reduction of tension

Maslows Hierarchy of Needs

Alderfers ERG Theory

Alderfer proposes a hierarchy involving
three sets of needs:

Existence
Relatedness
Growth

Herzberg View of Job Satisfaction

No job
satisfaction

No job
dissatisfaction

II. Herzbergs Two-Factor Theory

Based on Motivators
Feeling of achievement
Meaningful work
Opportunities for advancement
Increased responsibility
Recognition
Opportunities for growth
Hygiene Factors
Pay
Status
Job security
Working conditions
Employee benefits
Policies and procedures
Interpersonal relations

High job
satisfaction

High job
dissatisfaction

Contrasting Views of Satisfaction

and Dissatisfaction

Presence

Absence

Factors characterizing events

on the job that led to extreme
job dissatisfaction

Factors characterizing events

on the job that led to extreme
job satisfaction

Comparison of
Satisfiers and
Dissatisfiers

McClellands Theory of Needs

Achievement
(n Ach)
Affiliation
(n Aff)

Power
(n Pow)

Vrooms Expectancy Theory

Expectanc
y Theory

E
P EXPECTANCY
Perceived probability of
successful performance,
given effort

E
O EXPECTANCY
Perceived probability of
receiving an outcome,
given performance

First-level
outcome

Second-level
outcome

Second-level
outcome

Effort

Performance

First-level
outcome

Second-level
outcome

Second-level
outcome

First-level
outcome

Second-level
outcome
Second-level
outcome

First-Level Outcomes
First-level outcomes resulting from behavior are those
associated with doing the job itself
They include:

productivity
absenteeism
turnover
quality of production

Second-Level Outcomes
Those events (rewards and punishments) that the first-level
outcomes are likely to produce, such as:

merit pay increases

group acceptance or rejection
promotion
termination

Instrumentality
The perception by an individual that first-level
outcomes (performance) are associated with secondlevel outcomes (rewards)

Valence
The preferences for outcomes as seen by the
individual

Expectancy
The individuals belief regarding the likelihood or
subjective probability that a particular behavior will be
followed by a particular outcome
Easily thought of as a probability statement

Equity Theory

Referent
Comparisons:
Self-inside
Self-outside
Other-inside
Other-outside

Equity Theory (contd)

Equity Theory (contd)

Choices for dealing with inequity:
1. Change inputs (slack off)
2. Change outcomes (increase output)

3. Distort/change perceptions of self

4. Distort/change perceptions of others
5. Choose a different referent person

6. Leave the field (quit the job)

The Porter-Lawler Model

Since its original conception, the expectancy
theory model has been refined and extended
many times.
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.
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

Text Books
Fred Luthans, Organizational Behaviour, Tata
McGraw Hill Publication, Tenth Edition
Stephen Robbins, Organizational
Behaviour,Prentice-Hall of India, Tenth Edition
Steven L Mcshane, Mary Ann Von Glinow,
Radha R Sharma, Organizational Behavior, Tata
McGraw - Hill Publishing Company Limited, III
Edition

Essential Readings

Gordon Rouse (2004) Beyond Maslow's Hierarchy of needs: what do people

strive for? Performance Improvement; Nov/Dec 2004; 43, 10; ABI/INFORM
Global

Kini R B & Hobson C J (2002) Motivational theories and successful Total

Quality Initiatives, International Journal of Management; Dec 2002; 19, 4;
ABI/INFORM Global

Nohria N, Groysberg B & Eling Lee (2008) Employee Motivation: A powerful

new model, Harvard Business Review South Asia, July August, 2008

Osteraker M C (1999) Measuring motivation in a dynamic organization - A

contingency, approach, Strategic Change; Mar/Apr 1999; 8, 2; ABI/INFORM
Global

Umashankar V & Kulkarni A, Employee Motivation and empowerment in

hospitality, rhetoric or reality - Some observations from India, Journal of
Services Research, Volume 2, Number 1 (April-September, 2002)