MOTIVATION

Theories of Motivation and their

applications, AMO framework; Role of
Intrinsic Motivation, Motivating various
groups, Maslow’s Hierarchy of needs+ 2-
factor theory + Equity theory + Expectancy
+ Job characteristic Model (Hackman &
Oldham)
 What is Motivation?

 Motivation is the amount of efforts that an individual

puts into doing something.
 It is the willingness to exert high level of efforts
towards organizational goals, conditioned by the
efforts ability to satisfy some individual needs.
 The Process of Motivation

E Opportunity,goals & incentives

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Needs & vi Perform
ro Tension Efforts Rewards
drives ance
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Need satisfaction
 Intrinsic & Extrinsic motivation
 Intrinsic motivation refers to engaging in a behavior
because it is inherently rewarding or enjoyable. The
motivation comes from within the individual.
 Examples - Desire to learn, finding the activity
interesting, stimulating, enjoyable, fulfilling;
Activities leading to personal growth, a sense of
accomplishment
 Extrinsic Motivation- Salary, incentives, bonus,
reward, recognition, promotion, academic grade
etc.
 AMO Theory
 It's a framework used primarily in human resource
management (HRM) and organizational behaviour to
explain employee performance.
 According to AMO Theory, employee performance is
a function of three key components:
 Performance = Ability * Motivation * Opportunity
 Implication- For employees to perform at their best, they must have the ability to do
their job, the motivation to put in the effort, and the opportunity to apply their skills.
Organizations can enhance performance by focusing on these three areas, such as
through training programs (ability), incentive systems (motivation), and creating a
supportive work environment (opportunity).
 Motivating various Groups
 Workers tend to respond well to immediate and tangible
rewards such as bonuses, recognition, and job security.
They appreciate opportunities for career growth, work-
life balance, and feeling valued within the team.
 Managers- are usually motivated by autonomy,
leadership development, being involved in strategic
decision-making, recognition of their leadership,
opportunities for career advancement, and financial
incentives linked to company performance.
 Motivating Employees across Generations

 Baby Boomers(1946-1964)are motivated by

recognition, job security, and opportunities to mentor
others.
 Generation X (1965-1980) values work-life balance,
professional development, and financial stability.
 Millennials (1981-1996) are driven by purpose,
growth opportunities, and flexible work arrangements.
 Generation Z (1997-2012) seeks technological
integration, financial security, inclusivity, learning-
focused environments.
 Theories of Motivation

 Content theories  Process theories

 Maslow’ hierarchy of  J.S. Adams equity
needs theory
 Alderfer’s ERG  Vroom’s expectancy
theory theory
 McGregor's theory X  Locke’s goal setting
& theory Y theory
 Herzberg's two  Reinforcement theory
factor theory  Self determination
 Mc Clellands’s theory Theory
of needs
Abraham Maslow’s Hierarchy of Needs

 Hierarchy of needs- physiological, safety, social, esteem,

self-actualization.
 A substantially satisfied need can no longer motivate
 Lower-order & higher order needs
 Maslow’s theory is based on two principles- deficit
principle & progression principle.
 The five needs in the order do not motivate everyone
 People can operate on more than one needs level at the
same time.
 Not supported by empirical research findings
Managerial Implications
 Understanding Employee Motivation
 Creating a Supportive Work Environment ensuring that
employees' physiological and safety needs are met.
 Fostering a Sense of Belonging
 Providing Opportunities for Growth
 Encouraging employees in achieving their full potential
 Tailoring Leadership Styles
 Designing incentives-while financial bonuses might address
physiological needs, more meaningful rewards like recognition
and personal development opportunities can cater to higher-
level needs.
Fredrick Herzberg's Two-Factor Theory

 Also known as the Motivation-Hygiene Theory,

provides insights into what drives employee
satisfaction and dissatisfaction in the workplace.
Herzberg’s two- Factor Theory
 Hygiene factors( extrinsic  Motivation factors (intrinsic
or context factor) or content factors)
 Company policy &  Achievement, recognition,
administration, supervision, interesting work,
relationship with peers & responsibility, advancement
supervisors, work condition, & growth
salary, security.  Satisfies and motivates
 Presence of these factors workers.
does not guarantee job  Herzberg recommends job
satisfaction. However, it enrichment
prevents job dissatisfaction
Fredrick Herzberg’s two- Factor Theory
 Managerial Implications
 Managers have to identify the hygiene factors and
motivators for different groups of employees
 By focusing on the hygiene factors, managers may
not motivate employees.
 Focus on motivators to enhance job satisfaction.
 Meaningful work
 Reward and recognition

 Learning opportunities

 Growth opportunities

 delegate responsibility
Process Theories of Motivation
J. S. Adams equity theory
Vroom’s expectancy theory
 J.S. Adams Equity Theory
 Equity theory of motivation is a theory that
suggests that a person's motivation is largely
determined by their sense of fairness.
 Individuals try to balance their inputs and
outcomes in relation to others.
Equity Theory of Motivation
 Comparison ( Referent)
 Self
 Specific other individuals
 Other referent groups
 General occupational group

 Equity situations-
 Under-reward inequity ( Negative inequity)
 Equity
 Over-reward inequity ( Positive inequity)
 Consequences of Inequity

 Employees may change their input

 Change their outcomes
 Distort perception of self
 Distort perception of others
 Choose a different referent
 Leave the job
Managerial Implications
 Managers should focus on perceived fairness and perceived
inequity as it has a direct impact on job satisfaction and
motivation of employees.
 Managers must know that both positive and negative inequity
have impact on productivity and performance, employee
relationship, workplace behaviour of employees.
 Managers should design fair compensation system, open
communication system. They should consider openly sharing
information on how allocation decisions are made, following
consistent and unbiased procedures.
 Managers should not only focus on distributive justice, they
should also consider the procedural justice.
 Vroom’s Expectancy Theory
 The motivation to act in a certain way depends the
outcome and the attractiveness of the outcome to
the individual.
 There exists relationship between-
 Efforts & performance
 Performance & rewards
 Reward & individual goal satisfaction
 Expectancy- belief that a particular level of
performance will be followed by a particular
degree of efforts.
 Instrumentality- belief that a particular
outcome is contingent on accomplishing a
specific level of performance.
 Valence- positive or negative value people
place on outcomes.
 Managerial Implications
 Clarity in Role Expectations (Expectancy)-Clear Job
Descriptions, Adequate Resources and Support, Skill
Development.
 Establishing a Transparent Performance-Reward Link
(Instrumentality)- Fair and Transparent Reward Systems,
Consistent Application of Policies, Effective Communication
 Understanding Employee Values and Desires (Valence)-
Personalized Incentives, Employee Feedback, Cultural and
Demographic Considerations
Job Characteristics Model