Motivation Process

Positive- impelling one to reach a certain goal

Positive Vs Negative
Negative- Driving one away from an unwanted situation
Basic - Basic or primary motives are unlearned
Types Basic vs Learned
Learned- learned or secondary motives include achievement, power, recognition, love.
Extrinsic- The motivation comes from outside
Extrinsic Vs Intrinsic
Intrinsic - It comes from inside the individual and is not done for external rewards
Concept High Performance Level
Importance Low Employee Turnover and Absenteeism
Acceptance of Organizational changes
Individual Every Individual has different needs
Organization Organization uses Legal Compliance/ Instrumental / Internalized motivation
Systems View of Motivation
Morale Job Characterstics Set of implementing principles for enriching jobs in organizational settings

Motivation Exogenous Variables A bad relationship with wife can impact motivation at work
Application Job satisfaction is pleasurable state or feeling in an individual with respect to his work
Job Satisfaction Herzberg’s Motivation Hygiene theory Presence of satisfiers such as recognition.

Three theories Need-Fulfillment theory A person is satisfied if he gets what he wants

people take the standards of significant
Social Reference group theory
others as a basis for making comparision

Motivation Theories
 Herzberg Two Factor Theory
Maslow's Hierachy of Needs

Acceptability of the hygiene factors by Managers to avoid

To ensure their people’s deficiency needs are met
Implication at Workplace
Create environment so that employees can develop their full potential
Wrong Order of Needs
Position and value of sex on the pyramid
Wrong to assume that only one motive is present at any point of time
Primary application to lower-level workers
Lack of Direct Cause-effect Relationship
employee dissatisfaction
Implication at Workplace Theory stresses upon job-enrichment
Concentration on the motivational factors can strengthen work-
quality.
Content Theories
Drew conclusions from a limited experiment
Too much importance on job enrichment but did not attach much importance to
Criticism Criticism pay, status and interpersonal relationships
Over-simplification of the true relationship between motivation and dissatisfaction.
Differences between satisfiers and motivators cannot be completely accepted

like to receive feedback

Need for Achievement ( n-ACH)
Do not like having external
events or other people interfere
Drive to control and influence others
place a high value on discipline Need for Power (n-POW)
group goals can become
zero-sum in nature
Perform best in a cooperative
Need for Affiliation McClelland Theory of Need
environment. Alderfer Hierarchy of Motivational
Need
Effective managers show high on achievement and power and
low on affiliation. Managers must recognize their employees’
Implication at Workplace
Strong n-affil 'affiliation-motivation' undermines a manager's multiple simultaneous needs.
Implication at Workplace
objectivity and affects their Decision making The frustration-regression principle impacts
workplace motivation

Complete security of job may create
lethargy among many employees
Participation of employees in the
decision-making process is very
difficult
Theory may not be applicable in
different cultures as based on
Japanese Culture.
McGregor's Theory X and Theory Y
Theory Z Content Theories - 2
Theory Y gives employees freedom and encourages self-control and participation
in decision making. Employees are able to take higher responsibility and if
Criticism accurately applied, such an atmosphere would end result in a boundless level of
Implication at Workplace motivation
Theory X encourages use of tight control and supervision. It implies that employees are
reluctant to organizational changes. Thus, it does not encourage innovation.
Theory views biological or genetic programming as the cause of motivation.
Instinctive Theory of Motivation
Learning/conditioning doesn't effect motivation
 Process Theories - 1

Adam's Equity Theory Vroom Expectancy Theory

New Perspective in Equity Theory

three types of individuals based on preference for Equity
Benevolent
output/input ratios of self < relevant others
Equity Sensitive
output/input ratios of self = relevant others
Entitles
output/input ratios of self > relevant others Work should be assigned to employees as per their skills
Rewards should match the performance
Organizational Justice
Rewards provided are deserved and wanted by the recipients Implications
Distributive
Vroom's expectancy theory works on perceptions- So
Fairness in terms of Reward reward provided may not motivate an employee if
Procedural perception of manager doesn't matches with employee

Fairness in terms of Procedure Criticism

Interactional Overpaid Theory is Additive and not multiplicative

Interpersonal Types of Inequalities Underpaid Theory won't work without active

participation by Managers
Related to treatment of employee Equity
Assumption that employer will definitely
Informational Change input
reward employee is wrong
Relates to sharing of key information Change Output
Having a unified management plan is difficult
Distort perception of Self as everyone's requirement are different
How Equity is re-established?
Distort perception of others does not describe the situational and
Choose a different Referent personal differences in a workplace.
Leave field
Equal Pay for Equal Work principle is based on this theory
explain why pay and conditions alone do not determine motivation
Implication
explains why people can be happy and motivated one day and not the other day
People measure their total output and Input and accordingly adjust for
purchasing power and local market conditions
Hackman and Oldham job characteristics
model

Edwine Locke's Goal Setting Theory

How Managers Implement Goal Setting

Management by Objective (MBO)
theory?

Clark Hull’s Drive Reduction Theory Process Theories - 2

Self Determination Theory

Reinforcement Theory
Cognitive Evaluation Theory
 Self-Efficacy Theory
Two New Ideas in Motivation

Individual Variables (Micro Motivation)

No single method of motivation Contingency Approach to Motivation
Social Variables ( Macro Motivation)

Based on proposition how

management practices affect the
individual behavior and growth. Process Theories - 3 Porter and Lawler Model of Motivation
In his view, the seven changes Argyris’s Theory of Motivation
taking place in an individual
personality make him/her a
mature one.

Described by Henry
Hawthorne Effect
A. Landsberg Three-Dimensional Theory of Attribution
 Morale is the capacity of a group of people to pull together persistently and consistently in pursuit of a
common purpose
Organization influences the worker’s attitudes to
The Organization
their jobs
Repeatitive/Routine job will make a worker feel bored The Nature of Work
Favourable Job Factors like Pay, working
The Level of Job Satisfaction
condition etc if satisfie an employee
Factors Affecting Morale
Nobody likes to be supervised all the time The Level of Supervision
Opportunities for the future tend to be bleak,
Worker’s Perception of Rewards System
morale will tend to be low
Relationship of an employee with his family
The Off the Job Activities of the Employee
and work group
Morale

Relation Between Morale and Productivity

Concept
Motivation
Motivation Theories

Motivation Vs Morale

Application
 Morale

Job Rotation
Job Enrichment
Work Design
Work Simplification
Job Enlargement Concept
Motivation
5-day work in a week instead of 6 day in a week
Compressed Week Motivation Theories
but keeping the number of hours same
A shorter week results in reduction of working
Shorter Week
hours
Arrive and leave as per employee ease Flexitime Work Schedule

Arrangement in which two people work part-time

Job Sharing
schedules to complete the work one person would do Application
Working from home through virtual devices Telecommuting
Establishing a Pay Structure What to Pay?
Design Reward
Variable Pay Programmes like Piece rate, ESOP etc. How to Pay?
Subordinates share a significant degree of decision-making power Participative
Employee Involvement
Participate in organizational decision making through
Representative
a small group of representative
Provides greater autonomy through the sharing of relevant information. Empowerment
Creating a good environment for the people working in an organization Quality of Life

Baba Kalyani, a high achiever, has
grown Bharat Forge, from a turnover of
3 crores to 16,000 crores.
Ratan Tata undertook a journey from his
house in Mumbai all the way to Friends
Society in Pune just to meet a former
employee which shows that he also has
high need for affiliation.
CEO of Tesla and SpaceX thinks and acts on
a larger, more cosmic scale than we are
accustomed to from entrepreneurs. He has
plans to colonize Mars and thinks AI may
turn humans into its pets. But beyond the
hype, his enormous net worth, and Twitter
presence clearly shows his need for Power.
TATA Motors provides its employees
with hygiene factors like particularly
good salary and perks, very good work
environment and freedom to
employees.
TATA motors provide its employees
with adequate motivational factors.
These factors include Learning Advisory
Council, Fast Track Selection etc., to
providing fast track growth
opportunities for the development and
growth of the employees .
Employees recruited in State Bank of India not
only get higher salary but also better
allowances when compared with the other
public sector banks like Bank of Baroda and
Punjab National Bank
Google has introduced the Objective Key
Result (OKR) formula for goal setting by
employees
Google offers a generous rewards and
recognition program based
Instrumentality
on the achievement of personal goals
set by each employee
Google also understands the motivational
effects of differentiating rewards.
McCllelands’ theory of needs
Need for
Achievement
Maslow’s need theory
Google provides its employees bicycles,
electric cars, health environment at office
Need for PHYSIOLOGICAL
etc to promote health and wellbeing of its
Affiliation
employees.
Kellogg's values the safety of all employees. The
SAFETY company is committed to providing a safe and
healthy work environment to prevent accidents.
Need for HBO’s Corporate Social Responsibility team
Power unites HBO employees, talent and non-profit
partners to make a difference on social issues,
BELONGING
connected to their industry, and their
communities. This makes employees feel that
the belong to a cause greater than themselves
Fodder Material
Southwest gives employees “permission” to go the
extra mile to make customers happy, empowering
them to do whatever is necessary to meet that
ESTEEM
vision. This makes employee feel that they are
Herzberg’s two factor theory asset for the company and enhances their self-
esteem
Google promotes employees to
spend 20% of their time pursuing
innovative ideas about which they
SELF- ACTUALIZATION are passionate which not only result
in innovate new products but also
helps people to realize their full
potential.
Adam’s equity theory Alderfer’s’ ERG theory
Google provides its employees bicycles, electric
Existence cars, health environment at office etc to
Vroom’s expectancy theory promote health and wellbeing of its employees.
The company fulfils relatedness needs by
Expectancy providing various levels of communication,
valuing employee feedback, and ensuring that
Relatedness
employees are facilitated to build satisfying
interpersonal relationships with other
employees and with senior management.
Google provides various opportunities for personal
Growth growth and development to enable its employees
to accomplish the growth needs level.
Valence