Assignment

“Motivation”
Submitted To
Prof. Dr. Asoke Kumar Saha.
Course Instructor
Department of MBA

East West University (EWU)

Prepared and Submitted By

Name: Afrina Mustofa; Id: 2018-1-60-147

Department: CSE

Submission date: 10th May, 2020

10th May, 2020

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Prof. Dr. Asoke Kumar Saha.

Course Instructor

Department of MBA

East West University (EWU)

Sub: Submission of Assignment.

Dear Sir,

We feel immense pleasure in presenting you the Assignment as part of our course requirement.
We found this Assignment to be truly challenging in many aspects and indeed very interesting in
relation to the various interpretational and engrossing exercises. Writing and preparing this
Assignment was truly comprehensive learning experience.

We have tried our level best to complete the Assignment with respect to the desired
requirements. However, if any explaining is required, we would be honored to oblige.

Yours Sincerely,

Afrina Mustofa

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 ACKNOWLEDGEMENT

In the beginning, we are grateful to the Almighty ALLAH for helping us to complete this
Assignment on "Motivation".

We are also thankful to our course instructor Prof. Dr. Asoke Kumar Saha, who helped us to
complete this Assignment in the right process. Without his unconditional help we would not be
able to complete this Assignment in due time. His valuable advice and proper direction helped us
a lot to complete this Assignment.

Then we are also thankful to those respondents who helped us to collect the information from
various sources, which helped us to make this Assignment.

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 Executive Summary
certain ways. A motivated employee generally is more quality oriented. Highly motivated
workers are more productive than apathetic worker one reason why motivation is a difficult task
is that the workforce is changing. Employees join organizations with different needs and
expectations. Their values, beliefs, background, lifestyles, perceptions and attitudes are different.
Not many Motivation in simple terms may be understood as the set of forces that cause people to
behave in organizations have understood these and not many HR experts are clear about the
ways of motivating such diverse workforce. Now days employees have been hired, trained and
remunerated they need to be motivated for better performance. Motivation in simple terms may
be understood as the set or forces that cause people to behave certain ways. People are motivated
rewards something they can relate to and something they can believe in. Times have changed
People wants more. Motivated employees are always looking for better ways to do a job. It is the
responsibility of managers to make employees look for better ways of doing their jobs.
Individuals differ not only in their ability to do but also in their will to do, or motivation
Managers who are successful in motivating employees are often providing an environment in
which appropriate goals are available for needs satisfaction. Retaining and motivating workers
requires special attention and the responsibility falls squarely on the shoulders of HR as well as
managers and supervisors at all level. They have to create a work environment where people
enjoy what they do, feel like they have a purpose and have pride in the mission of the
organization. It requires more time, more skill, and managers who care about people. It takes true
leadership. By giving employees special tasks, you make them feel more important. When your
employees feel like they are being trusted with added responsibilities, they are motivated to work
even harder so they won’t let the company down. Motivation is essential for any company
because employee is Asset of company. Motivation is important for the growth of employees as
well as growth of the organization.

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 Table of Contents
Introduction................................................................................................................................................6
Importence of Motivation...........................................................................................................................7
Purpose of Motivation………………………………………………………………………….….8

Motivational Challenges…………………………………………………………………………..8

Work Motivation…………………………………………………………………………………..9

Mechanism of
motivation………………………………………………………………………….9

Classification of Motives………………………………………………………………………...11

The complexity of motivation……………………………………………………………………11

Motivation and Behavior………………………………………………………………………...12

Definations of Motivation........................................................................................................................13
Factors of Employee Motivation…………………………………………………………………
14

Maslow's Hierchy of Needs………………………………………………………………………

15
Theory of X and Y (McGregor)
…………………………………………………………………..16
ERG Theory………………………………………………………………………………..…….16
Expectancy
Theory……………………………………………………………………………….18
Equity
Theory…………………………………………………………………………………….19
Conclusion……………………………………………………………………………………….21
Reference………………………………………………………………………………………...21

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Page | 6
 Motivation
 
Introduction
Motivation is to give reason, incentive, enthusiasm, or interest that causes a specific action or
certain behavior. Motivation is present in every life function. Simple acts such as eating are
motivated by hunger. Education is motivated by desire for knowledge. Motivators can be
anything from reward to coercion.

A common place that we see the need to apply motivation is in the work place. In the work force,
we can see motivation play a key role in leadership success. A person unable to grasp motivation
and apply it will not become or stay a leader. It is critical that anyone seeking to lead or motivate
understand "Howletts Hierarchy of Work Motivators."

Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and
relationships are all externally motivated needs. These are the first three levels of "Howletts
Hierarchy" When these needs are achieved; the person moves up to level four and then five.
However, if levels one through three are not met, the person becomes dissatisfied with their job.
When satisfaction is not found, the person becomes less productive and eventually quits or is
fired. Achievement, advancement, recognition, growth, responsibility, and job nature are internal
motivators. These are the last two levels of "Howletts Hierarchy." They occur when the person
motivates themselves (after external motivation needs are met.) An employer or leader that meets
the needs on the "Howletts Hierarchy" will see motivated employees and see productivity
increase. Understanding the definition of motivation, and then applying it, is one of the most
prevalent challenges facing employers and supervisors. Companies often spend thousands of
dollars each year hiring outside firms just to give motivation seminars.

Another place motivation plays a key role is in education. A teacher that implements
motivational techniques will see an increased participation, effort, and higher grades. Part of the
teachers’ job is to provide an environment that is motivationally charged. This environment
accounts for students who lack their own internal motivation. One of the first places people begin
to set goals for themselves is in school. School is where we are most likely to learn the
correlation between goals, and the definition of motivation. That correlation is what breeds
success.

Since Bangladeshi market is huge populated and highly competitive, so better quality and more
quantity of production are needed to survive in the market. To get more quality & quantity for
goods & services, employees’ concentration on their responsibility is important. Consistent
motivational technique can drive employees to perform their responsibilities accurately for better
production.

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 IMPORTANCE OF MOTIVATION

Probably, no concept of HRM receives as much attention of academicians, researchers and

practicing manager’s motivation. The increased attention towards motivation is justified by
several reasons.

 Motivated employees are always looking for better ways to do a job. This
statement can apply to corporate strategists and to production workers. It is the
responsibility of managers to make employees look for better ways of doing their
jobs.

 A motivated employee generally is more quality oriented. This is true whether we

are talking about a top manager spending extra time on data gathering and
analysis for a report or a clerk taking extra care when filing important document.

 Highly motivated workers are more productive than apathetic worker. The high
productivity of Japanese worker and the fever worker are needed to produce an
automobile in Japan than elsewhere is well known. An appreciation of the nature
of motivation is highly useful manager.

 Every organization requires human resources in addition to financial and physical

resources for it to function. Three behavioral dimensions of HR are significant to
organizations.
(i) People must be attracted not only to join the organizations but also to remain it
(ii) People must perform he tasks for which they are hired and must do so in a
dependable manner.
(iii) People must go beyond this dependable role per performance and engage in
some form of creative, spontaneous, and innovative behavior at work.

 Motivation as a concept represents a highly complex phenomenon that affects.

and is affected by. a multitude of factors in the organizational milieu .an
understanding of the topic of motivation is thus essential in order to comprehend
more fully the effects of variations in other reaction as they relate to the
performance, satisfaction, and so forth.

 Why increasing attention is paid towards motivation can be found in the present
and future technology required for production, as technology increases in
complexity, machines tend to become necessary, yet insufficient, vehicles of
effective and efficient operation. Consider the example of the highly technology-
based space programmed in our country.

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The polar Satellite Launch Vehicle’s (PSLV) lift-off has been the result of 12 years of
developmental work, transfer of technology to the private industry, smoothening the manufacture
of components and subsystem. complex project management, and dedicated work by literally
thousands in ISRO. Industry other national laboratories and research institutes. With this feat,
India has joined the exclusive club of half a dozen nations that can build and, more importantly,
launch its own satellites.
The secret behind the success of ISRO has been its employees who are both capable of using and
are willing to use the advanced technology to reach the goals.

Purpose of Motivation
The purpose of this study was to describe the importance of certain factors in motivating
employees at the Piketon Research and Extension Center and Enterprise Center. Specifically, the
study sought to describe the ranked importance of the following ten motivating factors: (a) job
security, (b) sympathetic help with personal problems, (c) personal loyalty to employees, (d)
interesting work, (e) good working conditions, (f) tactful discipline, (g) good wages, (h)
promotions and growth in the organization, (i) feeling of being in on things, and (j) full
appreciation of work done. A secondary purpose of the study was to compare the results of this
study with the study results from other populations.

MOTIVATIONAL CHALLENGES
The framework of motivation indicates that motivation is a simple process. But in reality, the
task is more daunting. One reason why motivation is a difficult task is that the workforce is
changing. Employees join organizations with different needs and expectations. Their values,
beliefs, background, lifestyles, perceptions and attitudes are different. Not many organizations
have understood these and not many HR experts are clear about the ways of motivating such
diverse workforce.

Motivating employees is also more challenging at a time when firms have dramatically changed
the jobs that employees perform, reduced layers of hierarchy, and jettisoned large numbers of
employees in the name of right-sizing or down-sizing .These actions have considerably damaged
the level of trust and commitment necessary for employee to put in efforts above minimum
requirements some organization have resorted to hire and fire and pay – for- performance
strategies almost giving up motivational efforts. Such strategies may have some effects (both
positive and negative) but fail to make and individual overreach him or her.

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Third, motives can only be inferred, but not seen. The dynamic nature of needs offend poses
challenge to any manager in motivating his or her subordinate. An employee, at any given time,
has a various needs, desire, and expectations. Employees who put in extra hours at work to fulfill
their needs or accomplishment may find that these extra hours conflict directly with needs for
affiliation and their desire to be with their families.

However, there is no shortage of models, strategies, and tactics for motivating employees. As a
result, firms constantly experiment with next motivational programmed and practice.

Work Motivation
Craig Pinder “echoing the basic definition of motivation, define it as follows:
“Work motivation is a set of energetic force that originate both within as well as beyond and
individuals being, to initiate work – related behavior, and to determine its form, direction,
intensity, and duration.”

While general motivation is concerned with effort towards any goal, Stephen Robbins narrow the
focus to organizational goals in order to reflect singular interest in work related behavior the
effort element is a measure of intensity. The need means some internal state that makes certain
outcomes appear attractive. And unsatisfied need creates tension that stimulates drives within the
individual. This drives general a search behavior to find particular goals, if attend, will satisfied
the needs and lead to the reduction of tension.

Mechanism of motivation
Motivation is the process that starts with physiological or psychological deficiency or need that
activate behavior or a drive that is aimed at a goal or incentive.
The following diagram depicts the motivation process.

Mechanism of Motivation
Needs Drives Goal

Deprivation Reduction
With of Drives
Direction

Thus, the key to understanding motivation lies in the meaning of, and relationship between
needs, drives and goals,

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Needs: Needs are created whenever there is a physiological or psychological imbalance For
example: A need exists when cells in the body are deprived of food and water or when the
personality is deprived of other people who serve friends or companions. Although
psychological may be based on a deficiency, sometimes they are not. For instant, and individuals
with a strong need to get ahead may have a history of consistent success

Drives: “Drives (Or motives) are set up to alleviate needs. Psychological needs can be simply
defined as a deficiency with direction. Physiological or psychological drives are action – oriented
and provide energizing thrust towards reaching an incentive or goals. They are at the very heart
of the motivational process. The needs for food and water are translated into hunger and thrust
drives, and the need for friend becomes a drives affiliation. Thus, a drive is a psychological state
which moves an individuals satisfying a needs

Goals: At the end of the motivational cycle is the goal or incentive. It is anything that wills that
will alleviate a need and reduce a drive. Thus, attaining a goal will tend to restore physiological
or psychological balance and will reduce or cut off the drive. Eating food, drinking water and
obtaining friends will tend to restore the balance and reduce the corresponding drives food, water
and friends are the incentive are the goals in this example.

Conceptual clarification: (motives, motivation and motivating)

The terms motives, motivation and motivating which are derived from the Latin word ‘Mover’
(to move) are important concept which have distinct connotation. In order to steer the energies of
the employees towards organizational goals accomplishment, it is essential to grasp the meaning
and significance of this concept and also to learn how to apply them intelligently.

Motives: Motive is defined as an inner state that energizes, activates (Or moves) and directs (or
channels) the behavior of individuals towards certain goals the strong motives or needs are
fulfill. In order to minimize the restlessness, and keep it under control, the individual is propelled
into action. Thus, motive induce individual to channel their behavior towards such type of
actions as would reduce their state of restlessness are inner disequilibrium. Thus, motives can be
thought of as drives that energize people to action.

Motivation: while motives are energizers of action, motivation is the actual action that is work
behavior itself. For instance, when a employee work hard, his level of motivation may be
consider as low. Thus, the level of motivation of employee is judged by his actual work
behavior.

Motivating: Motivating it is the term that implies that one person induces another to engage in
action or work. Behavior by ensuring that a channel to direct the motive of the individuals
become available and accessible to the individual.
Managers play a significant role in channeling the strong motive in a direction that he satisfying
to both the organization and the employees. Additionally, managers are also responsible for
awakening or activating latent motives in individuals- that is the needs that are less strong and
somewhat dormant and harness them in a manner that would be functional for the organization.

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Classification of Motives
Primary motives are unlearned and physiologically based. Common primary motives include
hunger, thirst, sleep, avoidance of pain, sex and maternal concern. The general motives are also
unlearned but are not physiologically based. Competence, curiosity, manipulation, activity, and
affection are examples of general motives.

Secondary motives are products of learning. The needs for power, achievement, affiliation,
security and status are major motivating forces in human behavior at work. Behavioral science
especially industrial.

Psychology motives is concerned with understanding an individual’s through his motives .It
studies the individual’s socio-psychological motives at great length in order to be successful in
understanding why man behaves the way he does.

Socio-psychological motives are neither inborn to him nor are they related directly to his
survival. These motives originate from the training which he acquires from different social
organizations to which he belongs. Socio-psychological motives, unlike physiological motives,
are largely vary from culture to culture. They may be divided into affiliative and egoistic
motives. Affiliative motives deal with belongingness, friendship or affection with people.
Egoistic motives relate to a position over people rather than with people. Power, status, prestige
or esteem fall under egoistic motives. Socio-psychological motives include acquisitiveness,
security, status, autonomy, affiliation, achievement, dependence, aggression, power and
nurturance.

The complexity of motivation

Human motivation is highly complex. Human behavior is multi-motivational. Several motives
are simultaneously at work when the individual behaves; and several times the individual himself
is unaware of his motives. Therefore, motivational analysis if behavior is difficult. Another fact
is that the same motive may give rise to various motives may lead to the same type of behavior
in different individuals.
Thus, there can be several other ways of behaving to achieve these one and all these different
forms of behavior may lead to the same amount of success by achieving the same end. The
converse is also true. Different motives may sometimes result in one form of behavior. To
complicate matters further, people often do things without being aware of the basic motive or
motives involved. Giving ‘good’ reasons rather than ‘real’ reasons for behavior is known as
rationalization Ex. Sublimation, projection, identification, and compensation are a few forms of
behavior in which the real motive is unknown to the individual.
Whether motives are consciously present or are unconscious, many of them act upon the
individual simultaneously .As a result, the individual may face conflict some of the time .An
employee who wants to tell the boss off but also wants to keep his job is in conflict. An employer
who must decide whether to sell an oversupply of a commodity at a loss or hold it a little long, is
likewise in conflict.

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There are various difficulties in inferring motives from behavior as we have seen thus far:
· Similar motives may be manifested through different behaviors.
· Different motives may be expressed through similar behavior.
· Motives may appear in disguised form.
· Any single act of behavior may express several motives.
· Expression of motives differ from culture to culture and from person to person within a culture.
· Motives vary in strength not only from one individual to another but within the same individual
at different times.
Since it is difficult to know all there is to be known about the various motives that operate both
within the individual and from outside, it is difficult to predict behavior.

Motivation and Behavior

Systematic understanding of human behavior essentially involves the ability to determine the
‘why’ of past behavior but also to predict, to change, and even to control as far as possible future
behavior.
Behavior is basically goal-oriented .that means the behavior of an individual is generally
motivated by a desire to attain some goal. The specific goal is not always consciously known by
the individual .Sometimes an individual may wonder, “Why did I do that?” or “Why did I fail to
do that?” the reason for behavior is not always apparent to the conscious mind .individuals are
not always aware of everything they want .

The basic unit of behavior is an ‘activity’. In fact, all behavior is a series of activities. individual
have preference for certain activities, they change activities, and they change activities
accordingly. It is important for a manager to understand, predict, and even control the activities
that an individual may perform at a given moment. To predict the behavior, manager must know
which motives or needs of people evoke a certain action at a particular time.

· Motives: Every individual carries a set of inner motivations and drives that influence the way
he behaves much more radically than he realizes .Individuals differ not only in their ability to do
but also in their will to do, or motivation. Motives are sometimes defined as needs, wants, drives,
or impulses within the individual. Motives are the ‘why’s of behavior. they arouse and maintain
activity and determine a general direction of the behavior of an individual. In essence, motives or
needs are the mainsprings of action. When we use these two terms interchangeably- motives and
needs-we refer something within an individual that prompts that person to action.

· Goals: Goals are outside an individual .Goals are something referred to as ‘hoped for’ rewards
towards which motives are directed Psychologists use the term ‘incentives’ for these goals.
Incentives include tangible financial rewards such as increased pay and also the ↓managers who
are successful in motivating employees are often providing an environment in which appropriate
goals are available for needs satisfaction.

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Definitions of Motivation

The term motivation is derived from the Latin word movere, meaning "to move." Motivation can
be broadly defined as the forces acting on or within a person that cause the arousal, direction,
and persistence of goal-directed, voluntary effort.
Motivation is the processes that account for an individual’s intensity, direction, & persistence of
effort toward attaining a goal.

We also define motivation as a process that starts with a physiological or psychological

deficiency or need that activates a behavior or a drive that is aimed at a goal or incentive. We can
say,

P=M+A+E

Here, P= Performance

M= Motivation (Must want to do the job)

A= Ability (Able to do the job)

E= Environment (The total Environment where the worker’s work)

Motivation is the driving force which help causes us to achieve goals. Motivation is said to be
intrinsic or extrinsic. The term is generally used for humans but, theoretically, it can also be used
to describe the causes for animal behavior as well. This assignment refers to human motivation.
According to various theories, motivation may be rooted in a basic need to minimize physical
pain and maximize pleasure, or it may include specific needs such as eating and resting, or a
desired object, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as
altruism, selfishness, morality, or avoiding mortality. Conceptually, motivation should not be
confused with either volition or optimism. Motivation is related to, but distinct from, emotion.

Motivation is Internal and external factors that stimulate desire and energy in people to be
continually interested in and committed to a job, role, or subject, and to exert persistent effort in
attaining a goal. Motivation is the energizer of behavior and mother of all action. It results from
the interactions among conscious and unconscious factors such as the (1) intensity of desire or
need, (2) incentive or reward value of the goal, and (3) expectations of the individual and of his
or her significant others.

There are two main kinds of motivation: intrinsic and extrinsic. Intrinsic motivation is internal. It
occurs when people are compelled to do something out of pleasure, importance, or desire.
Extrinsic motivation occurs when external factors compel the person to do something. However,
there are many theories and labels that serve as sub tittles to the definition of motivation.

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 Factors of Employee Motivation

Financial Incentives

• High Salary
• Sound Promotion Policy
• Bonus & Festival Bonus
• Profit Sharing
• Insurance
• Medical Facilities
• Residential Facilities/ House Loan
• Transportation Facilities
• Reward, & Other Financial Facilities

Non-financial Incentives

Commitment

• Certain goals,
• Security of job,
• Opportunity of promotion,
• Training facility,
• Recognition of work,
• Application of objective management,
• Following proper management rule,

Opportunity to Secure Success

• Proportionality of responsibility and power;

• Equal distribution of power and responsibility;
• opportunity of autonomy in own job area;
• Developing job;
• Environment of participatory decision making;
• Direct communication;
• Satisfying the social and esteem need;
• Encouraging in creativity;

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 MOTIVATION THEORY

MASLOW’S HIERARCHY OF NEEDS

Abraham Maslow developed the hierarchy of needs, which suggests that individual needs exist
in a hierarchy consisting of physiological needs, security needs, belongingness needs, esteem
needs, and self-actualization needs. Physiological needs are the most basic needs for food,
water, and other factors necessary for survival. Security needs include needs for safety in one's
physical environment, stability, and freedom from emotional distress. Belongingness needs
relate to desires for friendship, love, and acceptance within a given community of individuals.
Esteem needs are those associated with obtaining the respect of one's self and others. Finally,
self-actualization needs are those corresponding to the achievement one's own potential, the
exercising and testing of one's creative capacities, and, in general, to becoming the best person
one can possibly be. Unsatisfied needs motivate behavior; thus, lower-level needs such as the
physiological and security needs must be met before upper-level needs such as belongingness,
esteem, and self-actualization can be motivational.

Applications of the hierarchy of needs to management and the workplace are obvious. According
to the implications of the hierarchy, individuals must have their lower level needs met by, for
example, safe working conditions, adequate pay to take care of one's self and one's family, and
job security before they will be motivated by increased job responsibilities, status, and
challenging work assignments. Despite the ease of application of this theory to a work setting,
this theory has received little research support and therefore is not very useful in practice.

Self-Actualization need: drive to become what one is capable of becoming includes growth,
achieving one’s potential and self-fulfillment.

Esteem need: includes internal factors such as self-respect, autonomy, and achievement, and
external factors such as status recognition, and attention.

Social need: includes affection, belongingness, acceptance and friendship.

Safety need: includes security and protection from physical and emotional harm.

Physiological need: includes hunger, thirst, shelter, sex, and other bodily needs.

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Maslow belief as each of these needs becomes substantially satisfied, the next need become
dominant. That means people move up the step of hierarchy. So if anyone want to motivate
someone he needs to understand what level of the hierarchy that a person is currently on and
focus on satisfying the needs at or above the level.

Theory of X and Y (McGregor)

Douglas McGregor proposed two distinct views of human beings. one basically negative, labeled
Theory X, and other basically positive, labeled Theory Y. Author concluded that managers’
views of the of the human beings are based on a certain grouping of assumption and the
managers tend to mold their behavior toward employees according to these assumptions.
Theory X- Lower order needs
 . Dislike work and avoid it.
 . Too concerned, controlled, threatened with punishment
 . Avoid responsibility.
 . Places responsibility over other and have no ambition.
Theory Y- Higher order needs
 . Positive assumption.
 . Work as rest or play.
 . Employees are self-directed and concerned.
 . People have potential.
 . Ability to innovative.

ALDERFER'S ERG Theory

The ERG theory is an extension of Maslow's hierarchy of needs. Alderfer suggested that needs
could be classified into three categories, rather than five. These three types of needs are
existence, relatedness, and growth. Existence needs are similar to Maslow's physiological and
safety need categories. Relatedness needs involve interpersonal relationships and are comparable
to aspects of Maslow's belongingness and esteem needs. Growth needs are those related to the
attainment of one's potential and are associated with Maslow's esteem and self-actualization
needs.

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The ERG theory differs from the hierarchy of needs in that it does not suggest that lower-level
needs must be completely satisfied before upper-level needs become motivational. ERG theory
also suggests that if an individual is continually unable to meet upper-level needs that the person
will regress and lower-level needs become the major determinants of their motivation. ERG
theory's implications for managers are similar to those for the need’s hierarchy: managers should
focus on meeting employees' existence, relatedness, and growth needs, though without
necessarily applying the proviso that, say, job-safety concerns necessarily take precedence over
challenging and fulfilling job requirements.

Description of ERG Theory

Clayton Alderfer extended and simplified Maslow's Hierarchy into a shorter set of three needs:
Existence, Relatedness and Growth (hence 'ERG'). Unlike Maslow, he did not see these as
being a hierarchy, but being more of a continuum.  

Existence
At the lowest level is the need to stay alive and safe, now and in the foreseeable future. When
we have satisfied existence needs, we feel safe and physically comfortable. This includes
Maslow's Physiological and Safety needs.

Relatedness
At the next level, once we are safe and secure, we consider our social needs. We are now
interested in relationships with other people and what they think of us. When we are related,
we feel a sense of identity and position within our immediate society. This encompasses
Maslow's Love/belonging and Esteem needs.

Growth
At the highest level, we seek to grow, be creative for ourselves and for our environment. When
we are successfully growing, we feel a sense of wholeness, achievement and fulfillment. This
covers Maslow's Self-actualization and Transcendence.

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EXPECTANCY THEORY

In the early 1960s, Victor Vroom applied concepts of behavioral research conducted in the 1930s
by Kurt Lewin and Edward Tolman directly to work motivation. Basically, Vroom suggested
that individuals choose work behaviors that they believe lead to outcomes they value. In deciding
how much effort to put into a work behavior, individuals are likely to consider:

 Their expectancy, meaning the degree to which they believe that putting forth effort will
lead to a given level of performance.
 Their instrumentality or the degree to which they believe that a given level of
performance will result in certain outcomes or rewards.
 Their valence, which is the extent to which the expected outcomes are attractive or
unattractive.

All three of these factors are expected to influence motivation in a multiplicative fashion, so that
for an individual to be highly motivated, all three of the components of the expectancy model
must be high. And, if even one of these is zero (e.g., instrumentality and valence are high, but
expectancy is completely absent), the person will have not motivation for the task. Thus,
managers should attempt, to the extent possible, to ensure that their employees believe that
increased effort will improve performance and that performance will lead to valued rewards.

In the late 1960s, Porter and Lawler published an extension of the Vroom expectancy model,
which is known as the Porter-Lawler expectancy model or simply the Porter-Lawler model.
Although the basic premise of the Porter-Lawler model is the same as for Vroom's model, the
Porter-Lawler model is more complex in a number of ways. It suggests that increased effort does
not automatically lead to improved performance because individuals may not possess the
necessary abilities needed to achieve high levels of performance, or because they may have an
inadequate or vague perception of how to perform necessary tasks. Without an understanding of
how to direct effort effectively, individuals may exert considerable effort without a
corresponding increase in performance.

Individual

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 Effort

Individual
Performance

Organizational
Reward

Personal Goals

From this model we can get:

A. Effort-performance relationship

B. Performance-reward relationship

C. Reward-personal goals relationship

EQUITY THEORY

Equity theory suggests that individuals engage in social comparison by comparing their efforts
and rewards with those of relevant others. The perception of individuals about the fairness of
their rewards relative to others influences their level of motivation. Equity exists when
individuals perceive that the ratio of efforts to rewards is the same for them as it is for others to
whom they compare themselves. Inequity exists when individuals perceive that the ratio of
efforts to rewards is different (usually negatively so) for them than it is for others to whom they
compare themselves. There are two types of inequity—under-reward and over-reward. Under-
reward occurs when a person believes that she is either puts in more efforts than another, yet

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receives the same reward, or puts in the same effort as another for a lesser reward. For instance,
if an employee works longer hours than her coworker, yet they receive the same salary, the
employee would perceive inequity in the form of under-reward. Conversely, with over-reward, a
person will feel that his efforts to rewards ratio is higher than another person's, such that he is
getting more for putting in the same effort, or getting the same reward even with less effort.
While research suggests that under-reward motivates individuals to resolve the inequity, research
also indicates that the same is not true for over-reward. Individuals who are over-rewarded often
engage in cognitive dissonance, convincing themselves that their efforts and rewards are equal to
another's.

According to the equity theory, individuals are motivated to reduce perceived inequity.
Individuals may attempt to reduce inequity in various ways. A person may change his or her
level of effort; an employee who feels under-rewarded is likely to work less hard. A person may
also try to change his or her rewards, such as by asking for a raise. Another option is to change
the behavior of the reference person, perhaps by encouraging that person to put forth more effort.
Finally, a person experiencing inequity may change the reference person and compare him or
herself to a different person to assess equity. For managers, equity theory emphasizes the
importance of a reward system that is perceived as fair by employees.

Equity can be measured:

Employees Reward Other rewards

______________ Compared to _____________
Employees input Others input

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Conclusion

Motivation is an important part in the entire progress of an effective management. Every workers
of higher level or lower level of management has the ability to perform their duty neatly and
effectively. But lack of proper motivation technique keeps them away from showing their
caliber. Proper motivation and utilization of the motivating technique can help an organization to
achieve their set target or goal. The term motivation is internally linked with the human needs,
which are explained by the social searchers, like physiological, security, social, esteem and self-
actualization as well as with the special motivating factors like-money, positive reinforcement,
participation and job enrichment. These motivational techniques are most affective, where
motivation is more important in production. Motivation technique of Square Textiles Ltd is much
more effective as they concentrate on their employees & it has a great positive impact on their
production.

References:

1. Organizational Behavior by Stephen P. Robbins (Latest Edition) Prentice Hall of India,

New Delhi
2. Course Teacher Lecture
3. Square Textiles Ltd. Website
4. www.scribd.com
5. Maslow, A.H. (1943). "A theory of human motivation"
6. Internal source of Square Textiles Ltd.
7. Internet

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