MOTIVATION AT WORK

Prof .Kalpana Sahoo

Prof.Kalpana Sahoo
MOTIVATION
 “The forces within a
person that affect his or
her direction, intensity,
and persistence of
voluntary behaviour.”

Prof.Kalpana Sahoo
 Motivation

Direction

Initiation Persistence

Prof.Kalpana Sahoo
Defining Motivation

Key Elements
1. Intensity: how hard a person tries
2. Direction: what a person does
3. Persistence: how long a person tries

Prof.Kalpana Sahoo
The Motivation Process
Unsatisfied Need

Tension

Drives

Search Behavior

Satisfied Need

Reduction of Tension
Prof.Kalpana Sahoo
 Early Theories of Motivation
• Maslow’s Hierarchy of Needs
• ERG Theory
• Herzberg’s Motivation-Hygiene Theory
McGregor’s Theory X Theory Y
• McClelland’s Three-Need Theory

Prof.Kalpana Sahoo
Maslow’s Hierarchy of Needs

Self
Actualization

Esteem

Social

Safety

Physiological
Prof.Kalpana Sahoo
Two-Factor Theory (Frederick
Herzberg)

Extrinsic Vs. Intrinsic Factors

* Intrinsic factors are related to job satisfaction

and motivation. These are motivational factors.
* Extrinsic factors are associated with job
dissatisfaction. These are maintenance factors.

Prof.Kalpana Sahoo
Contrasting Views of Satisfaction-
Dissatisfaction
Traditional View

Satisfaction Dissatisfaction

Herzberg’s View
Motivators
Satisfaction No Satisfaction

Hygiene Factors
No Dissatisfaction Dissatisfaction
Prof.Kalpana Sahoo
 Motivation-Hygiene Theory

Supervision
Achievement Company Policy
Recognition Supervisor
Work Itself Relations
Responsibility Working Conditions
Advancement Salary
Growth Peers
Personal Life
Subordinate
Relations
Status
Security
Extremely Satisfied Neutral Extremely Dissatisfied

Prof.Kalpana Sahoo
Theory X and Theory Y (Douglas
Theory X McGregor)
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.

Prof.Kalpana Sahoo
ERG Theory (Clayton Alderfer,1969)

Core Needs
Existence: provision of basic
material requirements.
Concepts:
More than one need can be
operative at the same time.
If a higher-level need cannot
be fulfilled, the desire to
satisfy a lower-level need
increases.

Relatedness: desire for

relationships.
Growth: desire for personal
development.

Prof.Kalpana Sahoo
Alderfer’s ERG Theory

SA
Growth
Esteem

Love (Social) Relatedness

Safety and Security

Existence
Physiological

Prof.Kalpana Sahoo
 McClelland’s Need Theory:
Need for Achievement

Need for Achievement – a

manifest (easily perceived)
need that concerns
individuals’ issues of
excellence, competition,
challenging goals,
persistence, and overcoming
difficulties
Prof.Kalpana Sahoo
 McClelland’s Need Theory:
Need for Power

Need for Power – a

manifest (easily perceived)
need that concerns an
individual’s need to make an
impact on others, influence
others, change people or
events, and make a
difference in life
Prof.Kalpana Sahoo
 McClelland’s Need Theory:
Need for Affiliation

Need for Affiliation – a

manifest (easily
perceived) need
that concerns an
individual’s need
to establish and maintain warm,
close, intimate relationships with
other people
Prof.Kalpana Sahoo
David McClelland’s Theory of Needs, Contd.,

Prof.Kalpana Sahoo
 3 Motivational Need Theories
Maslow McGregor Alderfer McClelland

Self-actualization Theory Y Growth Need for

Achievement
Esteem
Higher self Need for
Order
Needs
interpersonal Power
Belongingness
(social and love) Relatedness Need for
Affiliation
Safety and Security
Theory X
Lower interpersonal
Order physical
Needs Existence
Physiological
Prof.Kalpana Sahoo
Relationship of Various Needs
Theories
Maslow Alderfer Herzberg McClelland
Self-Actualization
Growth Motivators Need for Achievement
Esteem
Need for Power
Affiliation Relatedness
Hygiene
Need for Affiliation
Security Factors
Existence
Physiological

Prof.Kalpana Sahoo
Summary: Hierarchy of Needs
– Maslow: Argues that lower-order needs must be satisfied
before one progresses to higher-order needs.
– Herzberg: Hygiene factors must be met if person is not to be
dissatisfied. They will not lead to satisfaction, however.
Motivators lead to satisfaction.
– Alderfer: More than one need can be important at the same
time. If a higher-order need is not being met, the desire to
satisfy a lower-level need increases.
– McClelland: People vary in the types of needs they have.
Their motivation and how well they perform in a work
situation are related to whether they have a need for
achievement, affiliation, or power.

Prof.Kalpana Sahoo
CONTEMPORARY THEORIES
OF MOTIVATION

 Adams - Equity Theory

 Expectancy Theory
 Goal Setting Theory

Prof.Kalpana Sahoo
 Social Exchange & Equity Theory

Equity theory –
concerned with social
processes that influence
motivation and behavior.

Prof.Kalpana Sahoo
 Equity Theory
– People compare their job inputs-outputs
ratio with relevant others
– Adjust work motivation according to
results

Prof.Kalpana Sahoo
 Equity Theory
• Main points:
– Individuals compare their job inputs and
outcomes with those of others and then
respond so as to eliminate any inequities.
– Equity theory recognizes that individuals are
concerned not only with the absolute amount
of rewards for their efforts, but also with the
relationship of this amount to what others
receive.

Prof.Kalpana Sahoo
 Equity Theory Relationships
PERCEIVED RATIO COMPARISON* EMPLOYEE’S ASSESSMENT

Outcomes A Outcomes B
Inputs A
< Inputs B
Inequity (under-rewarded)

Outcomes A Outcomes B
Inputs A = Inputs B
Equity

Outcomes A Outcomes B
Inputs A
> Inputs B
Inequity (over-rewarded)

Prof.Kalpana Sahoo
 Equity Theory

Equity Theory

Inputs Outcomes

Referents

Perceived Inequities May Lead To:

Change Change New

Distort Quit
Others Self Sahoo
Prof.Kalpana Referent
 New Perspectives on Equity Theory
Equity Sensitive I prefer an equity ratio
equal to that of my
comparison other.

Entitled

Prof.Kalpana Sahoo
 Expectancy Theory
Expectancy Theory (Victor Vroom) –Valence,
Expectancy and Instrumentality
The strength of a tendency to act in a certain way
depends on the strength of an expectation that the
act will be followed by a given outcome and on the
attractiveness of that outcome to the individual.

Prof.Kalpana Sahoo
 Expectancy Theory Relationships
• Effort–Performance Relationship
– The probability that exerting a given amount of
effort will lead to performance.
• Performance–Reward Relationship
– The belief that performing at a particular level
will lead to the attainment of a desired
outcome.
• Rewards–Personal Goals Relationship
– The degree to which organizational rewards
satisfy an individual’s goals or needs and the
attractiveness of potential rewards for the
individual. Prof.Kalpana Sahoo
 Individual
Simplified
Effort
A Expectancy
Individual
Performance Theory
B

Organizational
Rewards

C
A = Effort-performancelinkage
B = Performance-reward linkage Individual
Goals
C = Attractiveness

Prof.Kalpana Sahoo
 Goal-Setting Theory
• The theory that specific and difficult goals
lead to higher performance.
– Goals tell an employee what needs to be done and
how much effort will need to be expended.
• Specific goals increase performance.
• Difficult goals, when accepted, result in higher performance than
do easy goals.
• Feedback leads to higher performance than does nonfeedback.
– Specific hard goals produce a higher level of output
than does the generalized goal of “do your best.”
• The specificity of the goal itself acts as an internal stimulus.

Prof.Kalpana Sahoo
 Goal Difficulty and Performance
High
Task Performance

Area of
Optimal
Goal
Difficulty

Low Moderate Challenging Impossible

Goal Difficulty
Prof.Kalpana Sahoo
 Goals Should Be SMART
• For goals to be effective, they should be
SMART:
– Specific
– Measurable
– Attainable
– Results Oriented
– Time bound

Prof.Kalpana Sahoo
 Factors to motivate Workers
• Provide for basic needs
• Proper job design
• Set example of high standards
• Necessary information to workers
• Sense of freedom
• Opportunity for participation
• Sense of accomplishment
• Organisational culture
• Concern about employee welfare
• Be transparent

Prof.Kalpana Sahoo
Thank you

Prof.Kalpana Sahoo