Motivation

▪ The word Motivation is derived from the Latin word “MOVERE”

which means “ to move”
▪ It is the drive that pushes you to work hard.
▪ It is the energy that gives you the strength to get up and keep going -
even when things are not going your way.
▪ Motivation is the willingness to do something to achieve
organizational goals and, at the same time, to satisfy individual
needs.
▪ Motivation is the determination that helps you achieve your goal.
 Motivation
▪ Is the result of the interaction between an individual and a situation.
▪ Motivation is the set of forces that leads people to behave in
particular ways.
▪ It is a process that accounts for an individual’s intensity, direction,
and persistence of effort toward attaining a goal.
▪ Intensity: Intensity describes how hard a person tries.
▪ Direction: Effort is channeled in a direction that benefits the
organization.
▪ Persistence: How long a person can maintain effort.
 Motivation
▪ Motivation is a set of forces that leads to behave in particular ways. By:
Moorhead and Griffin
▪ Motivation is the willingness to do something to achieve organizational goals
and, at the same time, to satisfy individual needs. By: Templer, Cattaneo,
DeCenzo and Robbins.
▪ So, we define motivation,
▪ Individual’s Intensity, Direction, and Persistence of effort towards attaining a
goal.
▪ Motivation is internal feelings.
▪ It is basically a psychological process.
▪ Motivation produces goal directed behavior.
 Importance of Motivation
▪ Motivation is very important for an organization because of the
following benefits it provides:
▪ Puts human resources into action
▪ Improves the level of efficiency of employees
▪ Leads to the achievement of organizational goals
▪ Builds friendly relationship
▪ Leads to the stability of the workforce
▪ The process that initiates, guides, and maintains goal-oriented
behaviors.
 Importance of Motivation
Motivation is important to an individual as:
▪ Motivation will help him achieve his personal goals.
▪ If an individual is motivated, he will have job satisfaction.
▪ Motivation will help in the self-development of individuals.
▪ An individual would always gain by working with a dynamic team.
 Importance of Motivation
Motivation is important to a business as:
▪ The more motivated the employees are, the more empowered the team is.
▪ The more teamwork and individual employee contribution, the more profitable and
successful is the business.
▪ During the period of amendments, there will be more adaptability and creativity.
▪ Motivation will lead to an optimistic and challenging attitude at the workplace.
 Types of Motivation
▪ Positive or incentive motivation ( Praise, credit, pride,
participation, appreciation, incentive)
▪ Negative or fear motivation (lay-off, demotion)
▪ Extrinsic vs. Intrinsic motivation (pay, promotion – recognition,
self-esteem)
▪ Self-motivation or Attitude Motivation
 Motivation Process

Tension Goal
Action to
Unsatisfied • Physical Accomplishment
satisfy
needs • Psychological * Need satisfied
* Needs
• Sociological

Feedback

Motivation Process
 What Motivate People at Workplace

▪ Competitive pay, good benefits

▪ Sound compensation package, employee perks,
▪ paid time off, forced leave
▪ Pride, recognition, achievement, and personal development
 Theory of Motivation
▪ Content theory of motivation: Explain why people have different needs
at different times. It focuses on the “what's” of motivation.

▪ Process theory of motivation: Describes the process through which

needs are translated into behavior. How behavior is caused, sustained, or
stopped by motivational factors. psychological and behavioral processes
that affect an individual’s motivation. It focuses on the “how's” of
motivation
▪ Content theory focuses on individual needs, while Process theory
focuses on behavior
Content Theories of
Motivation
 Theory of Motivation
Motivation theories are classified into two.

Early Theory of Motivation Contemporary Theory of Motivation.

▪ Hierarchy of Needs Theory ▪ Equity Theory

▪ Two-Factor Theory ▪ Expectancy Theory

▪ ERG Theory

▪ McClelland’s Theory of Needs

 Maslow’s Need Hierarchy Theory
The best-known theory of motivation is Abraham Maslow’s hierarchy of needs,
which hypothesizes that within every human being, there is a hierarchy of five
needs.
Assumption of Maslow’s Need Hierarchy Theory:
▪ Human needs are of varied and diversified nature.
▪ Needs have a definite hierarchy of importance.
▪ As soon as needs on a lower level are fulfilled, those on the next level will
emerge and demand satisfaction.
▪ A satisfied need does not act as a motivator.
▪ As one need is satisfied, another replaces it.
 Maslow’s Need
Hierarchy Theory
.
 Maslow’s Need Hierarchy Theory
▪ Physiological. Includes hunger, thirst, shelter, sex, and other bodily
needs.
▪ Safety-security. Security and protection from physical and emotional
harm.
▪ Social-belongingness. Affection, belongingness, acceptance, and
friendship.
▪ Esteem. Internal factors such as self-respect, autonomy, and
achievement, and external factors such as status, recognition, and
attention.
▪ Self-actualization. The drive to become what we are capable of
becoming; includes growth, achieving our potential, and self-fulfillment.
 Limitations of Hierarchy of Needs Theory
Maslow's theory of motivation (Hierarchy of Needs Theory) is very
popular all over the world and provides guidelines to
managers/management for motivating employees. However, Maslow's
theory has many limitations.
▪ There is a lack of a direct cause-and-effect relationship between need
and behavior.
▪ This theory is silent in other motivating factors like expectations,
experience, and perception.
 Limitations of Hierarchy of Needs Theory
▪ The needs of all employees are not uniform. Many are satisfied only with
physiological needs and the security of employment.
▪ The pattern of the hierarchy of needs as suggested by Maslow may not be
applied uniformly to all categories of employees.
▪ Maslow's assumption of 'need hierarchy' does not hold well in the present
age as each person has plenty of needs to be satisfied, which may not
necessarily follow Maslow's need hierarchy.
▪ Maslow's theory is widely accepted but there is little empirical evidence to
support it. It is largely tentative and untested. It’s more philosophical than
scientific.
 Herzberg Two Factor Theory
Research conducted in Pittsburg, Pennsylvania, USA with 200 Accountants and
Engineers. Two question asked to professionals,
▪ When did you feel particularly good about your job- what turned you on?
▪ When did you feel exceptionally bad about your job- what turned you off?
Or,
▪ Situations in which they felt exceptionally good or bad about their jobs.
Based on the findings, He published his findings in the 1959 book The Motivation
to Work. Herzberg labeled;
▪ Job satisfiers- Motivators / Content
▪ Dissatisfiers - Hygiene factor
 Herzberg Two Factor Theory
Hygiene Factors:
Hygiene factors are based on the need for a business to avoid unpleasantness at
work. If these factors are considered inadequate by employees, then they can cause
dissatisfaction with work. Hygiene factors include:
▪ Company policy and administration
▪ Wages, salaries, and other financial remuneration
▪ Quality of supervision
▪ Quality of inter-personal relations
▪ Working conditions/ relationship with supervisor
▪ Feelings of job security/personal life/ relationship with subordinates
 Herzberg Two Factor Theory
Motivator Factors:
Motivator factors are based on an individual's need for personal growth. When they exist,
motivator factors actively create job satisfaction. If they are effective, then they can
motivate an individual to achieve above-average performance and effort. Motivator factors
include:
▪ Status/ achievement
▪ Opportunity for advancement
▪ Gaining recognition
▪ Responsibility
▪ Challenging/stimulating work
▪ Sense of personal achievement & personal growth in a job
 Herzberg Two Factor Theory
Hygiene Factor Motivator Factor
▪ Company policy and administration ▪ Status
▪ Opportunity for advancement
▪ Wages, salaries and other financial
▪ Gaining recognition
remuneration ▪ Responsibility
▪ Quality of supervision ▪ Challenging/stimulating work
▪ Quality of inter-personal relations ▪ Sense of personal achievement & personal
growth in a job
▪ Working conditions
▪ Feelings of job security (When absent- prevent both satisfaction and
motivation)
(When absent- increase dissatisfaction with the job)
(When present- lead to satisfaction and
(When present- help in preventing dissatisfaction motivation)
but do not increase satisfaction or motivation)
 Herzberg Two Factor Theory
There is some similarity between Herzberg's and Maslow's models.
▪ They both suggest that needs must be satisfied for the employee to be
motivated.
▪ However, Herzberg argues that only the higher levels of the Maslow
Hierarchy (e.g. esteem needs, self-actualization) act as a motivator.
▪ The remaining needs (Psychological, Safety and Social needs) can only
cause dissatisfaction if not addressed.
 ERG Theory
This theory was developed by Clayton Alderfer.

He re-categorized Maslow’s Hierarchy of needs into three simpler

and broader classes of needs.
This theory attempts to overcome the problems of Maslow’s theory
of motivation.

According to this theory, there are three categories of human

needs.
 ERG Theory
▪ Existence needs: This includes the need for basic material
necessities. Such as the psychological & safety of human beings(
food, shelter & safe working conditions).
▪ Relatedness Needs: Desire for maintaining interpersonal
relationship.( be with family, peers, superiors). Getting public
fame and recognition.
▪ Need for growth: Desire for personal development. Desire to
make growth and development while working in the
organizations. Desire to lead the fulfillment of self-esteem and
self actualizations. (becoming what one is capable to be).
ERG Theory
 ERG Theory
This theory presented three needs substituting Maslow’s five needs.
Characteristics of this theory:
▪ More than one need may be operative at the same time.
▪ There is no rigid hierarchy of needs.
▪ Even all three needs could be operating at the same time.
▪ This theory contains a frustration-regression dimension.
▪ If the inability to satisfy higher-level needs can lead to an increase in the
satisfaction of lower-level needs. E.g., being unable to satisfy social interaction
needs may increase the desire to make more money.
▪ A person tries to satisfy his/her growth needs even though related needs are not
fully satisfied.
 Which would you try for?
▪ Target A sits almost within arm’s reach. If you hit it, you
get Rs.500.
▪ Target B is a bit farther out and pays Rs. 1000, but only
about 80 percent of the people who try can hit it.
▪ Target C pays Rs. 2000, and about half the people who
try can hit it.
▪ Very few people can hit Target D, but the payoff is Rs.
4000 for those who do.
▪ Finally, Target E pays Rs. 8000, but it’s very hard to
achieve.
McClelland’s Theory of Needs
David McClelland built on this work in
his 1961 book, “ The Achieving
Society”.
He identified three motivators that he
believed we all have: a need for
achievement, a need for affiliation, and a
need for power.

People will have different characteristics

depending on their dominant motivator.
 Dominant
Motivator Characteristics of This Person
▪ Has a strong need to set and accomplish challenging goals.
Need for ▪ Takes calculated risks to accomplish their goals.
Achievement ▪
▪
McClelland’s Theory of
Likes to receive regular feedback on their progress and achievements.
Often likes to work alone.
Needs
▪ Wants to belong to the group.
▪ Wants to be liked and will often go along with whatever the rest of the group
Need for
wants to do. (nAch)

Affiliation ▪ Favors collaboration over competition.

▪ Doesn't like high risk or uncertainty.
(nAff)

▪ Wants to control and influence others.

▪ Likes to win arguments.
Need for Power (nPow)

▪ Enjoys competition and winning.

▪ Enjoys status and recognition.
 Theory of Motivation
Process theory of motivation: Describes the process through which
needs are translated into behavior. How behavior is caused, sustained,
or stopped by motivational factors. psychological and behavioral
processes that affect an individual’s motivation. It focuses on the
“how's” of motivation
The content theory focuses on individual needs, while Process
theory focuses on behavior.
▪ Equity Theory
▪ Expectancy Theory
 Equity Theory
▪ Developed by J. Stacy Adams in 1963.
▪ Equity theory expresses individuals’ perceptions of how
they are being treated by the organization compared to other
employees in a similar organizational level.
▪ Individual compare their job inputs and outcomes with those
of others and then respond to eliminate any inequities.
▪ It is cognitively based on motivation theory.
▪ Based on the notion that people want to be treated fairly in
relation to others for motivation.
▪ Individuals compare themselves with a “ comparison
person” – someone in a comparable organization.
 Equity Theory
This theory is based on two assumptions about human behavior.
1. Individuals make contributions (inputs) for which they expect certain
outcomes (rewards).
2. Individuals decide whether or not a particular exchange is satisfactory,
by comparing their inputs and outcomes to those of others form of ratio.
Inputs
▪ Ability, Skills, education
▪ Time, Effort, experiences
▪ Hard work, Competence
Output
▪ Pay, Benefits, Promotion
▪ Recognition, Praise
▪ Reputation, salary level
▪ Personal development
 Equity Theory
▪ Over rewarded ( overpayment inequities)
▪ Under reward ( underpayment inequities)
▪ Equity
▪ The person chooses to compare:
▪ Self–inside. An employee’s experiences in a different position inside the employee’s
current organization.
▪ Self–outside. An employee’s experiences in a situation or position outside the
employee’s current organization.
▪ Other–inside. Another individual or group of individuals inside the employee’s
organization.
▪ Other–outside. Another individual or group of individuals outside the employee’s
organization.
 Equity Theory
The situation of inequity cause the following behavioral consequences.
▪ Individuals may attempt to change work input (e.g., reduce
performance effort).
▪ Individual may change the outcomes ( reward) receive( e.g., ask for
raise in salary).
▪ Change the comparison point(e.g., compare oneself to different co-
workers).
▪ Psychologically distort the comparison. (e.g., rationalize that the
inequities are only temporary & will be resolved in the future.
▪ Leave the situation( e.g., quit the job).
 Expectancy Theory
▪ Victor Vroom develop this theory in 1964.
▪ This theory states that the strength of our tendency to act a certain way depends
on the strength of our expectation of a given outcome and its attractiveness.
According to this theory,
▪ Employees will be motivated to exert a high level of effort when they believe it
will lead to a good performance appraisal.
▪ A good appraisal will lead to organizational rewards such as salary increases
and/ or intrinsic rewards.
▪ The rewards will satisfy the employee’s personal goals.
 Expectancy Theory
Expectancy theory explains motivation in terms of three relationships.
▪ Effort- Performance Relationship(E – P): The probability perceived by the
individual that exerting a given amount of effort will lead to performance. This is
known as “expectancy”
▪ Performance-Reward Relationship(P- O): The degree to which the individual
believes performing at a particular level will lead to the attainment of a desired
outcome. This is known as “Instrumentality”.
▪ Reward-Personal Goal Relationship (Outcome Valance) (V): The degree to
which organizational rewards satisfy an individual’s personal goals or needs and
the attractiveness of those potential rewards for the individual. This is called
“Valance”.
 Expectancy Theory
Effort to performance(E-P) Expectancy:
▪ It refers, to a person’s perception of the probability that effort will
lead to performance. When a person expects that his effort will
certainly accomplish the task, then,
E-P will be 1.0
or
▪ When a person is not certain, then, E-P will be 0
▪ (if I give maximum effort, will it be recognized in my performance
appraisal?)
 Expectancy Theory
Performance to outcome (P-O) expectancy
▪ Individuals perceive the probability that performance will lead to a
certain outcome.
▪ If a person perceives that, there is an absolute certainty that high
performance will lead to a pay raise then P-O is close to 1.
▪ If a person perceives that, there is no certainty of a pay raise even
after a high-performance level then P-O will be close to zero or less
than zero(0).
▪ If I get a good performance appraisal, will it lead to organizational
rewards?
 Expectancy Theory

Outcomes – Goals(O-G) “valance”

▪ Valance is the anticipated satisfaction or dissatisfaction that an
individual feels towards an outcome.
▪ When an individual perceives that, the outcome leads to a high level
of satisfaction then he or she will be motivated to work.
▪ It ranges from -1 to +1
▪ Positive valance means that the outcome will satisfy our needs.
▪ Negative valance means that outcomes will not satisfy our needs.
▪ If I am rewarded, are the rewards ones that I find personally
attractive?
 Implication of Expectancy Theory
Three condition must be met to motivate behavior at work.
▪ E-P expectancy must be well above zero.
▪ Similar to E-P the P-O expectancy must also be well above zero.
▪ The sum of all valance to the individual must be positive.
 Current issues in Motivation
▪ Recognize individual differences. Managers should be sensitive to individual
differences. Design jobs to align with individual needs and maximize their
motivation potential.
▪ Use goals and feedback. Employees should have firm, specific goals, and
they should get feedback on how well they are faring in pursuit of those goals.
▪ Allow employees to participate in decisions that affect them. Employees
can contribute to setting work goals, choosing their own benefits packages,
and solving productivity and quality problems. Participation can increase
employee productivity, commitment to work goals, motivation, and job
satisfaction.
 Current issues in Motivation
▪ Link rewards to performance: Rewards should be contingent on
performance, and employees must perceive the link between the two.
Regardless of how strong the relationship is, if individuals perceive it to
be weak, the results will be low performance, a decrease in job
satisfaction, and an increase in turnover and absenteeism.
▪ Check the system for equity: Employees should perceive that
experience, skills, abilities, effort, and other obvious inputs explain
differences in performance and hence in pay, job assignments, and other
obvious rewards.