MOTIVATING OTHERS

DEFINITIONS

Motivation is a process that starts with a physiological or

psychological deficiency or need that activates a behaviour or a drive
that is aimed at a goal or incentive.

Motivation is what makes people to do things.

In Industrial setting, it meansTo make the subordinate act in a desired manner

Needs are created whenever there is a physiological or psychological

imbalance.

Drives are usually set up to alleviate needs

Incentives will tend to restore physiological or psychological balance
and will reduce or cut off drive

BASIC MOTIVATION PROCESS

Needs

Drives

Incentives

TYPES OF MOTIVES

Primary Motives: Unlearned and Physiologically based e.g., Hunger,

Thirst, Sex etc.

Secondary Motives: Social and Psychological e.g., need for

achievement, need for power

General Motives: Unlearned but not physiologically based , e.g.,

curiosity, activity, affection

CHARACTERISTICS OF SECONDARY MOTIVES

Secondary needs are strongly conditioned by experience.

Vary in type and intensity among people.
Are subject to change within any individual.
Work in groups rather than alone
Are often hidden from conscious recognition.
Are vague feelings instead of specific physical needs
Influence behaviour

COMMON INDICATORS OF DEMOTIVATION

Absenteeism
Labour Turnover
Accident
Wastage of Materials
Indiscipline, Frustration, Unrest
Defiant or violent behaviour
Non-cooperation, strike, gherao, abusive and violent demonstration

DIAGNOSING WORK PERFORMANCE PROBLEMS

Performance = Ability X Motivation (Effort)

Where,
Ability = Aptitude X Training X Resources
Motivation = Desire X Commitment

Aptitude refers to the native skills and abilities a person brings to a

job.

THEORIES OF MOTIVATION

Content Theories: Attempt to determine what it is that motivates

people, concerned with types of incentives or goals that people strive
to attain

Process Theories: Explain how and why workers select behaviours

and how they determine whether their choices were successful

MASLOWS NEED HIERRCHY THEORY OF MOTIVATION

Five Groups of Needs

Physiological/ Bodily Needs: Hunger, thirst, sleep, sex, comfortable
temperature
Physiological needs are preeminent in importance, when they are
thwarted

Safety needs: Security and protection from physiological and

emotional harm- protection from danger, threat & deprivation

Social Needs: Need for belonging, for association, foe acceptance, by

ones fellows, for giving & receiving friendship and love

 Esteem/Ego Need:
1. External Esteem Factors: Need for status, recognition, appreciation,
Attention, Respect
2.Internal Esteem Factors: Need for self respect, self confidence,
autonomy, achievement, adequacy, knowledge, independence and freedom

Need for Self-Actualisation: Need for self-fulfillment, realising ones

own potentialities, for continued self-development; becomes
everything what one is capable of being

NEED HIERRCHY THEORY OF MOTIVATION

Human needs arrange themselves in a hierarchy of prepotency

As soon as one of his needs are satisfied, another appears in its place
As the lower order needs are satisfied, higher order needs emerge
Higher order needs cannot be satisfied unless lower order needs are
fulfilled

A satisfied need is not a motivator of behaviour

ALDERFERS ERG THEORY

E- Existence needs are concerned with survival and psychological

well-being

R- The relatedness needs stress the importance of interpersonal

relationships

G- The growth needs are concerned with the individuals intrinsic

desire for personal development.

Needs are lying on a continuum

More than one need may be operative at the same time.
A lower level need may not be fulfilled before a higher level need
become motivating

Deprivation is not the only way to activate a need

Frustration in attempting to satisfy a higher level need can lead in
regression to a lower level need

HERZBERGS TWO- FACTOR THORY

Psychologist Frederick Herzberg developed the theory in the 1950s

Based on research on engineers and accountants
Subjects were asked two questions -When did you feel particularly good about your job-What turned you
on?

-When did you feel exceptionally bad about your job What turn you
off?

Employees named different types of conditions for good and bad

feelings

Opposite of satisfaction is not dissatisfaction, it is No Satisfaction

Different factors related to job satisfaction and job dissatisfaction
Extrinsic and Intrinsic factors are the two kinds of motivators
MOTIVATORS

Reported good feelings were generally associated with job

experiences and job content

Motivators- Achievement, Recognition, Work itself, Responsibility,

Advancement
HYGIENE FACTORS

 Reported bad feelings were generally associated with the surroundings

or peripheral aspects of the job- the job context

Company Policy & Administration, Supervision, Salary, Working

Condition, job security

Prevent job dissatisfaction, but do not lead to satisfaction

Job enrichment is an outgrowth of Herzbergs theory

It is vertically expanding jobs to allow workers greater responsibility
in planning and controlling their work.

McCLELLANDS THEORY OF NEEDS

David McClelland & his associates focus on three needs

Achievement, Power & Affiliation

Need for Achievement- An internal impetus to excel

Need for Affiliation- A drive to relate with people
Need for Power- A drive to influence people and situation

CHARACTERISTICS OF THE HIGH n-ach PERSONS

 Moderate risk taking

Need for immediate feedback
Satisfaction with accomplishment
Preoccupation with task

DEVELOPING ACH-MOT

Periodic Feedback
Provide good models of achievement
Moderate challenge and difficulty

EXPECTANCY THEORY (VIE THEORY)

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 Developed by Victor Vroom

Motivation is a function of anticipated values from an activity and the
probability of it being accomplished.

Motivation is a product of three factors Valence X Expectancy X

Instrumentality

V-Valence- Amount of ones desire for a goal

I- Instrumentality- Ones estimate of probability that performance will
result in receiving the reward

E- Expectancy- Ones estimate of probability that effort will result in

successful performance, probability of connection between effort and
performance

It is possible to foster connection between work and outcome through

improved communication.

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PORTER AND LAWLERS PERFORMANCE- SATISFACTION MODEL

Porter and Lawler refined and extended Vrooms model

Satisfaction leads to performance and vice versa.
Effort exerted on a task determined by the value of reward, and effortreward probability.

Performance is determined by effort, abilities and role perception.

Satisfaction is a function of perceived and actual rewards.

EQUITY THEORY

Developed by J. Stacy Adams

Major input into job performance & satisfaction is the degree of
equity (or inequity) that people perceives in the work situation

Inequity occurs when a person perceives that the ratio of his output to
input and the ratio of a relevant others outcomes to inputs are
unequal.

Persons Outcomes

Others Outcomes

=
Persons Inputs

Others Inputs

Input variables- Age, Sex, Education, social status, how hard the
person works
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 Outcome variable- Pay,status, promotion and intrinsic interest in jobs

If the persons perceived ratio is not equal to others, he will strive to
restore the equity.

When employees perceive an inequity, they can make one of six

choices:

Change their input

Change their outcome
Distort perception of self
Distort perception of others
Choose a different referent
Leave the field

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EQUITY THEORY

Deals with Distributive justice: Perceived fairness of the amount of allocation of

rewards among individuals

Procedural justice: The perceived fairness of the process used to

determine the distribution of rewards
IMPROVING EMPLOYEE MOTIVATION

Goal Setting- Goals must be SMART i.e., Specific, Measurable,

Achievable but Challenging, Realistic, Time-bound & Timely
feedback about progress

Establish moderately difficult goals that are understood and accepted.

Recognise individual difference
Reward Management
Link reward to performance
Use reward and discipline appropriately to extinguish acceptable
behaviour and encourage exceptional performance.

Distribute rewards equitably

Provide timely reward and honest feedback on performance.

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DESIGNING HIGHLY EFFECTIVE JOBS

Enrich Jobs through Job enlargement and Job enrichment

Motivating Potential Score (MPS) =
(Skill Variety+ Task Identity+ Task Significance)/3 x Autonomy x
Feedback

Skill Variety- The degree to which the job requires the person to do
different things and involves the use of a number of different skills,
abilities and talents

Identity of the task: This involves a complete module of work; the

person can do the job from the beginning to the end with a visible
outcome

Significance of the task: Importance of the job, impact on others- both

internal and external to the organisation

Autonomy: Amount of Freedom

Feedback: The degree to which the job provides the person with clear
and direct information about job outcomes and performance

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