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06 – RAJKUMAR BAZAZ
15 – APEKSHA DOSHI
24 – NEENAD KADAM
33 – HARSHITA MAKIM
42 – TUSHAR PATIL
51 – MONIKA SARDA
60 – MONIKA WADHEL
MOTIVATION
Let’s get warmed up first….

What has motivated you to complete tasks in current or past jobs that you have
held?

How about de-motivating factors?

In a recent survey, 4,000 adults were asked if they could be more productive in
their jobs if they wanted to…..57% reported they could.

Is this a problem in today’s workforce?

 Equity Theory
Social comparison process where motivation is due to
perceptions of inequity

Person Comparison Inputs (e.g., Outcomes (e.g., $,

Other experience, effort, benefits, flexibility,
(forms a ratio of
skill, education) autonomy,
inputs to (can be a co-
responsibility,
outcomes and worker, yourself
promotion)
compares this in the past, an
ratio to a ideal)
comparison
other)
 Equity Theory

Assumes that people will strive to restore equity if they feel an imbalance exists.

Q: The basic belief then is what?

It involves Inputs and Outcomes…

Inputs = Contributions a person makes to the employment relationship.

• Personal effort
• Years/Kinds of education
• Training
• Prior work experience
• Age

Outcomes = Anything an employee views as being provided by their jobs or the organization.
• Pay
• Office with a window
• Company car
• Incentive plans
• Time off

What kinds of examples can you come up with to show an imbalance in this kind of motivational
theory?
Equity Theory Example
Overpayment (receiving
greater outcomes to inputs
compared to another)
Person: 50/75
Other: 50/50
Result:
Hourly work (salaried position :
Greater input (e.g., effort) to
reduce the perceive inequity
regarding the quantity and quality
of goods
Piece rate: Greater input to
produce better quality goods
Underpayment (receiving
less outcomes to inputs
compared to another)
Person: 50/50
Other: 50/75
Result:
Hourly work (salaried position):
Less input (e.g., effort) to produce
less number and poorer quality of
goods
Piece rate: Greater input to
produce more quantity of goods
but with less quality
 Inequity Options
Behavioral Options to reduce perceived inequity:
1) Change outcomes (e.g., ask for a raise)
2) Get other to change their inputs to outcomes (e.g., slow down their
rate of production
3) Find new work (e.g., quit the job, get a job transfer)

Cognitive Options to reduce perceived inequity:

Distort one’s own inputs or outcomes (e.g., “I’m not really working that
hard,” “I have a lot of free time”)
2) Distort the inputs or outcomes of others (e.g., he/she gets more money
than me but they have to live in Buffalo)
3) Change the comparison other
 What’s This Motivation Thing All About?
The key to motivating others lies in somehow arousing and channeling their desire to
produce.

But how exactly do we do that?

Can motives be directly observed? Can they be inferred from behavior?

Motivators are constantly changing…..

Motivators are complex and even more so are the complex manners in which
motivation can be explained.

Now let’s understand what McClelland wants to say…………….

The McClelland Studies
David McClelland believed that he could identify factors that
predisposed a person to strive for success. He also proposed that a
culture’s growth comes from the level of need achievement
inherent in its population.

What were these needs?

Need For Achievement

Need For Affiliation

Need For Power

 Need For Achievement/Affiliation/Power

The Achievement need determines how employees will respond to

challenges.

High achievers are driven by the prospect of performance-based

satisfaction rather than by monetary gain.

More likely to set watches ahead ten minutes than to be late.

May have problems getting along with co-workers…….why?

McClelland found that people with high needs for Affiliation tend to
be warm and friendly in their relationships. BUT, unless they are
balanced with some Power and Achievement, they can be seen as
ineffective in some settings…….why?
 15 Basics Employees Want From Work….
1. Good Supervision-
From a leader who can guide and direct their activity.

2. Clear Goals-
Expectations that are mutually agreed and understood.

3. Accurate and Timely Feedback-

Reflects their performance and helps them improve it.

4. Interesting Work-
Or at least the opportunity from time to time.

5. Challenges-
Helps them grow, tests their talents, stretches their abilities

6. Responsibility-
The chance to take on important tasks.
7. Recognition-
Praise, rewards and advancement

8. Respect-
For themselves as professionals and as individuals.

9. To Be Informed-
What’s going on in the company and department?

10. To Be Listened To-

By their supervisors and their co-workers.

11. To Be Treated Fairly-

In terms of recognition, responsibilities…..
12. To Be Given Opportunities For Growth and Advancement-
Within their department and throughout the company as well.

13. To Have Control Over Their Own Work-

The authority to take initiative and make decisions, within boundaries.
The opportunity to make mistakes.

14. To Participate In Decision-Making-

That affects them, their department and company.

15. To Be A Member Of An Efficient Team-

That offers support to each of its members.
Specific Areas of Motivational Opportunities For
Employees
1. Involvement

2. Challenge

3. Belonging

4. Respect

5. Recognition

6. Personal Growth and Opportunity

7. Training

8. Coaching

9. Performance Reviews

10. Discipline?………..really? How?