Theories of Motivation

Theories of Motivation
Early (Content) Theories
“Emphasis on what
motivates individuals”
Contemporary (Process)
Theories
“Emphasis on actual
process of motivation”

1. Maslow’s Hierarchy of 1. Cognitive

Needs Evaluation Theory
2. ERG Theory of Alderfer 2. Goal-Setting Theory
3. Gregor’s Theory X and 3. Self-Efficacy Theory
Theory Y 4. Reinforcement Theory
4. Herzberg’s Two- 5. Equity Theory
Factor Theory 6. Vroom’s Expectancy
5. McClelland’s Theory of Theory
Needs
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Behavioural Theories

• Each reward or element of compensation/ reward has a

behavioural objective and seeks to fulfill a
need( physiological or psychological) and achieve a goal.

• Two groups of motivation theories

Content theories

Process theories
 Maslow’s Hierarchy of Needs

Higher-Order
Needs
Satisfied
internally
Lower-Order
Needs
Satisfied
externally

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Maslow’s Need Hierarchy Theory
•Proposed by Abraham Maslow.
•There are 5 levels of needs.
•Needs are arranged in order of importance
•Lower level needs must be met first.
•Each level must be at least minimally satisfied before a higher level
need occurs
•Only unmet needs motivate

Hierarchy of Needs Theory

There is a hierarchy of five needs —physiological, safety,
social, esteem and self-actualization; as each need is
substantially satisfied, the next need becomes dominant
ERG Theory (Clayton Alderfer)

There are three groups of core needs: existence, relatedness, and growth.
Core Needs

Existence: provision of basic material requirements.

Relatedness: desire for relationships.
Growth: desire for personal development.
 Comparison of
Hierarchy of Needs & ERG Theories

SA
Esteem Growth
Love (Social) Relatedness
Safety & Security
Existence
Physiological
Theory X and Theory Y (Douglas McGregor)
Theory X
Negative view of human-beings: Assumes that
employees dislike work, lack ambition, avoid
responsibility, avoid leading and prefers to be led and
supervised; must be directed and
coerced to perform
Theory Y
Positive view of human-beings: Assumes that
employees like work, seek responsibility, are capable of
making decisions, exercise self-direction and self-
control; Commitment to goals and objectives is a
function of rewards available, especially
appreciation and recognition
He believed that assumptions of Theory Y were more valid; and,
prescribed ideas such as Participative decision-making, Responsible
& Challenging job assignments, etc. to motivate employees
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Hertzberg's Two-Factor Theory
• Proposed by Frederick Hertzberg.
• Also known as Motivation- Hygiene theory.
Hygiene factors avoid
job dissatisfaction

•Company policy &administration

• Supervision
• Interpersonal relations
• Working conditions
• Salary
• Security

Motivation factors
increase job satisfaction
•Achievement
• Achievement recognition
• Work itself
• Responsibility
• Advancement
• Growth
Satisfaction is affected by motivators and dissatisfaction by
hygiene factors.
• Hygiene factors/ extrinsic factors are related to lower level
needs

• Motivating factors/ intrinsic factors relates to higher

level needs
 David McClelland’s
Theory of Needs / Acquired Needs Theory
Need for Power
The need to make others behave in a way that they would
not have behaved otherwise; the desire to control others,
to influence their behavior, or to be responsible for others
nPow

Need for Need for Affiliation

nAch nAff
The desire for
maintaining friendly
The drive to excel, to and close personal
achieve in relation to relationships
a set of standards, to
strive to succeed

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Content Theories: Summary
Maslow Alderfer Herzberg McClelland
Masl

Self-Actualization
Need for
Growth Motivators Achievement
Esteem

Need for Power

Affiliation Relatedness

Hygiene Need for Affiliation

Security Factors
Existence
Physiological

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 Self-Efficacy Theory
Theory asserts that motivation and performance are in
part dependent on the degree to which the individual
believes he/she can accomplish the task
Self-efficacy refers to a person’s belief in his/her ability to
perform a given task
Those who have high self-efficacy are more likely to try hard
and exhibit high levels of commitment (persistence) on a
given task; they are more likely to succeed as a result
Self-efficacy interacts with goal setting in so far as
people with higher self-efficacy
tend to set more challenging goals
 Ways to increase Self-Efficacy are:
1. Enactive Mastery - Relevant Past Experience
2. Vicarious Modeling – Seeing someone else
does the task
3. Verbal Persuasion - Someone convincing the
individual of possessing necessary skills
4. Arousal – An energized state / mood
 Reinforcement Theory
The assumption that behavior is a function of its consequences

Concepts:
Behavior is environmentally caused
Behavior can be modified (reinforced) by
providing (controlling) consequences
Reinforced behavior tends to be repeated
Various Reinforcement schedules are in use
•Contradictory to Goal-setting theory which is a cognitive
approach (individual’s purposes direct his behaviour)
• Theory ignores feelings, expectations, attitude, etc. of a
person to affect his behaviour
Equity Theory
• Put forward by John Stacey Adams
• According to this theory an employee who perceives
inequity in his or her rewards seeks to restore equity.
• The theory emphasizes equity in pay structure of
employees remuneration.
• When the employees perceive inequity it can result in lower
productivity, higher absenteeism and increase in turnover
Dimensions of equity
• Internal equity
Employees should feel that pay differentials are
fair, given the corresponding differences in job
responsibilities
• External equity
Jobs are fairly compensated in comparison to
similar jobs in the Labour market
• Individual equity
It ensures equal pay for equal job
Expectancy Theory

• Proposed by Victor Vroom

• Also Known as V-I-E Theory

• The strength of a tendency to act in a certain way depends on

the strength of an expectation that the act will be followed by

a given outcome and on the attractiveness of that outcome to the individual.

Expectancy Theory of

Motivation: Key Constructs

• Valence - value or importance placed on a particular

reward/outcome

• Expectancy - belief that effort leads to performance

• Instrumentality - belief that performance is related to

rewards/ or the belief that first level of outcome will lead to second level of outcome

Individual Effort- >individual Performance ->Organizational Rewards-> Personal Goals

• Effort performance relationship
• Performance-Reward relationship
• Rewards- personal goals relationship
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YOU………