Motivation

• Reason or reasons for behaving or acting in a

particular way

• Motivation is the human psychological aspect.

• Motivation is the process of encouraging the

individuals to do the assigned job according to
the best of their ability.
• “Motivation means a process of stimulating
people to action to achieve desired goals.”

• “Motivation is a general term applying to the

entire class of drives, desires, needs, wishes,
and similar forces that induce an individual or
a group of people to work.”
 Motivation
Equilibrium
Energizes Behavior
Drives
Compulsions
Deprivation/
Satisfaction Need
Disequilibrium Directs Behavior
Goals
Organization of Effort
Reaching Equilibrium
Drive

Sustains Behavior
Maintaining motivation
Persistance
Ability to change course
Importance of Feedback
 Features of Motivation
• Psychological process
• Continuous process
• Complex and unpredictable
• Pervasive function
• Influence the behavior
• Concentrated on whole individual
• Positive or negative
 Importance of motivation
• Profitable operation
• High level of productivity
• Best remedy for resistance for change
• Effective use of human resources
• Satisfaction of employees
• Minimize dispute and strikes
• Basis of coordination
• Stability of workforce
• Minimizes supervision
• Achievement of organizational goal
 Technique of Motivation
• Financial incentives
• Participation
• Delegation of authority
• Job security
• Job enlargement
• Job enrichment
• Job rotation
• Reinforcement
• Quality of work life
• competition
Motivation Theories
 A. Historical perspectives
a) Need Hierarchy Theory:

• Developed by Abraham Maslow in 1943

• People always have need, when one is relatively fulfilled, other

emerges in a predictable sequence.

• Classified need into five category from basis to the higher level

• Maslow’s theory maintains that a person does not feel a higher

need until the needs of the current level have been satisfied
Maslow’s Hierarchy of Needs
• Applying Maslow's needs hierarchy - business
management
– Physiological Motivation: Provide ample breaks for
lunch , pay salaries that allow workers to buy life's
essentials.
– Safety Needs: Provide a working environment which is
safe, relative job security, and freedom from threats.
– Social Needs: Generate a feeling of acceptance,
belonging by reinforcing team dynamics.
– Esteem Motivators: Recognize achievements, assign
important projects, and provide status to make
employees feel valued and appreciated.
– Self-Actualization: Offer challenging and meaningful
work assignments which enable innovation, creativity,
and progress according to long-term goals.
• Limitations and Criticism

– Maslow’s hierarchy makes sense but little

evidence supports its strict hierarchy. Research
has challenged the order imposed by Maslow’s
pyramid. As an example, in some cultures, social
needs are regarded higher than any others.

– Little evidence suggests that people satisfy

exclusively one motivating need at a time.
b) Herzberg's Motivation-Hygiene theory
Two Factor Theory

• Frederick Herzberg performed studies to

determine which factors in an employee's
work environment caused satisfaction or
dissatisfaction. He published his findings in
the 1959 book The Motivation to Work.
• There are two factors that may affect human
behavior i.e. Hygiene factor and Motivating
Factor
• The presence of Hygiene factor does not
motivate employee but its absence cause
dissatisfaction. These factors are necessary to
maintain minimum level of need satisfaction.
These bring employee to zero from negative
level.
• The presence of motivating factor causes high
level of motivation.
Motivating factor Hygiene factor
• Achievement • Company policy
• Recognition • Supervision
• Work itself • Relationship w/Boss
• Responsibility • Work conditions
• Advancement • Salary
• Growth • Relationship w/Peers
• Applying two factor theory in business
management:
– According to Herzberg: The job should have sufficient
challenge to utilize the full ability of the employee.
– Employees who demonstrate increasing levels of ability
should be given increasing levels of responsibility.
– If a job cannot be designed to use an employee's full
abilities, then the firm should consider automating the
task or replacing the employee with one who has a
lower level of skill. If a person cannot be fully utilized,
then there will be a motivation problem
• Limitation and criticism

– Critics consider Herzberg's two factor theory to be

simplistic - what motivates me may be a dissatisfier
for someone else

– Its for individuals, not as a homogeneous group with

one set of wants and needs

– Some factors may be within your control, some may

not
c) Theory X and Theory Y
• Douglas McGregor proposed two distinct
view of human motivation.
• Theory Y is based on carrot approach which
involves set of optimistic assumption about
human nature.
• Theory X is based on stick approach which
involves a set of pessimistic assumption
about the worker.
d) MCClelland’s Theory of Need (Achievement
Motivation Model)

• McClelland's Human Motivation Theory is also

known as Three Needs Theory, Acquired Needs
Theory, Motivational Needs Theory, and Learned
Needs Theory, Trio of Need.

• McClelland's Human Motivation Theory states

that every person has one of three main driving
motivators: the needs for achievement,
affiliation, or power.
• These motivators are not inherent; we develop them through
our culture and life experiences.

• Achievers like to solve problems and achieve goals. Those with

a strong need for affiliation don't like to stand out or take risk,
and they value relationships above anything else. Those with a
strong power motivator like to control others and be in charge.

• We can use this information to lead, praise, and motivate your

team more effectively, and to better structure your team's
roles.
• Power
– individual’s desire to control environment

• Affiliation
– need for friendship, acceptance, and belonging

• Achievement
– need for personal accomplishment
– closely related to egoistic and self-actualization needs
e) ERG Theory (Clayton Alderfer)

• Alderfer further developed Maslow’s hierarchy of need by

categorizing the hierarchy into his ERG
theory (Existence, Relatedness and Growth).

• Existence need are basic human need essential for human

survival. Relatedness need are concerned with
maintaining relation with other. Growth need are related
to personal growth, self-fulfillment, and realization of
one’s full potential.

• This theory argues that there is no rigid hierarchy needs.

People may operate more than one need at the same
time.
 Need Theories: A Comparison
Growth needs

5. Self-actualization needs
• Growth needs
4. Esteem needs
Deficiency Needs

3. Social needs • Relatedness needs

2. Safety needs
• Existence needs

1. Physiological needs

Maslow’s need hierarchy theory Alderfer’s ERG theory

4
 ERG Theory
(Aldefer)

Relatedness Needs

Existence Needs Growth Needs

Satisfaction/Progression

Frustration/Regression

Satisfaction/Strengthening
 B. Contemporary perspectives
a) Equity Theory
– Equity theory of motivation is propounded by
J. Stacy Adams.
– This theory focuses that motivation is outcome of
equity.
– Generally, individuals compare their job input and
outcomes with other and then respond either
they are in equity position or not.
– Equity theory of motivation focuses that input and
output ratio will help the individual to have an
idea being in a situation of equity or inequality
I. Input:
• (involves level of education, experience, effort of
job, ability, efficiency, time responsibility, position
required, special knowledge, etc.)
II. Outcomes:
• (in term of promotion, pay raise, status,
recognition, values, benefit, development, and
other incentives)
• There are four reference comparison an employee
can use:

– Self Inside:
• An employee’s experience in a different position inside his or
her current organization.
– Self outside:
• An employee’s experience in a situation or position outside
his or her 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.
• Individual compares his or her job inputs and
outcomes to that of other working in the same
organization or other organization and tries to
establish equity.
• Individual perceives what he gets from a job
situation in relation to what he or she puts
into it and then S/he compares his/her
outcomes input ratio with the outcome input
ratio of relevant other.
• In equity theory the comparison process involves the
following steps:
– Evaluation of self
– Evaluation of other
– Comparison of self with other
– Feeling of equity or inequality
– Action to reduce inequality
• Change in input (increase or decrease effort)
• Change in outcome (demand for more incentives compare to
relevant person)
• Distort in perception of self (can work a lot harder than every one
else)
• Distort perception of others ( relevant person is not desirable as
earlier thought it was)
• Choose a different relevant person (select other comparable
person)
• leave the field (quit the job)
b) Expectancy Theory
• propounded by Victor Vroom
• One of the widely accepted motivation theory
• This theory focuses that willingness of an individual
to act in a certain way depends on the fulfillment of
his/her expectation followed by the outcomes.
• It emphasizes that an employee will be motivated to
devote a high level of effort when he believes that
effort will lead to a good performance appraisal and
that appraisal will provide good reward.
c) Reinforcement Theory
• propounded by B. F Skinner
• Emphasizes that individual behavior at work is
the outcome of its consequence.
• This approach to motivation argues that such
type of behavior which gives reward
consequence is likely to be repeated.
• Behavior which give punishment consequence is
less likely to be repeated.
• Focus of this theory is to modify the behavior of
the employees in the job.
• There are four types of reinforcement that can
result form behavior i.e.
– Positive reinforcement
– Avoidance
– Punishment
– Extinction
d) Goal setting theory:
• propounded by Edwin Locke
• This theory states that goal setting is essentially
linked to task performance
• It states that specific and challenging goals along
with appropriate feedback contribute to higher
and better task performance
• This makes the employee motivated who wants
to accomplish an even more challenging goal.
• Edwin Locke proposed five basic principles of
goal setting:
– Clarity
– Challenge
– Commitment
– Feedback
– Task complexity
 Application of Motivation Theories
• Employee Involvement
• Establishing pay structure
• Variable pay Programs
• Flexible Benefit
• Job Redesigning
• Alternative work Arrangement
 Motivation for Performance
• There is a close relationship between
motivation and performance.

• Motivated employees devote their duties

according to their best of ability.

• Job performance is the outcome of motivation

and ability of employees.
 Motivation for Performance
• Motivation Performance

• Motivation Performance
 Relation of Reward-Motivation-
Performance

• Extrinsic
Employee Motivation High performance
• Intrinsic
 Concept of Job Satisfaction
• Job satisfaction is the amount of overall positive
feeling that individuals have towards their job.

• Job satisfaction is an individual’s general attitude

towards his/her job.

• Job satisfaction is a set of favorable and

unfavorable feeling with which employee view
their work.
 Arnold and Feldman Model of Job
Satisfaction
• Expectation
• Actual job condition
• Discrepancies
• Employee job satisfaction
 Different dimensions of job satisfaction

• Mentally challenging work

• Equitable reward
• Supporting work condition
• Supportive colleagues
• Personality job fit
 Effects of job satisfaction on Employees’
performance
• The effect of job satisfaction on employees’
performance is studies in term of:
– Productivity
– Absenteeism
– Employee turnover
– Organizational citizenship