UNIT III

MOTIVATION AND ITS APPLICATIONS

WHAT IS MOTIVATION
 MOTIVATION-DEFINITION
• Motivation as the processes that account for an
individual’s intensity, direction, and
persistance of effort towards attaining a goal.
(source: Robbins)
• An inferred process within an animal or an
individual that causes that organism to move
towards a goal.
• The psychological forces that determine the
direction of a person’s behavior, a person’s
level of effort, and a person’s level of
persistence.
 Motivational cycle

Need Drive

Relief Instrumental

Goal
THEORIES OF MOTIVATION
Abraham Maslow’s Hierarchy of
needs

Self
-Actualizatio
n
Esteem needs

Social
(Belongingness & love needs)
Safety needs

Physiological needs
 Order of needs as per Maslow

• LOWER ORDER NEEDS

Physiological + Safety Needs
(satisfied externally ,exp: pay, and tenure)

• HIGH ORDER NEEDS

Social + Self Esteem + Self Actualization
(internally within the person)
 Alderfer’s ERG Theory
• Existence Needs: Basic needs for human
survival such as the need for food, water,
clothing, shelter, and a secure and safe
environment.
• Relatedness Needs: The needs to have good
interpersonal relations, to share thoughts and
feelings, and to have open two-way
communication.
• Growth Needs: The needs for self-
development and creative and productive
work.
McGregor’s Theory
THEORY ‘X THEORY ‘Y

Negative Positive
 What is ‘X’ and ‘Y’
THEORY X THEORY Y

• The assumption that • The assumption that

employees dislike work, employees like to work,
are lazy, dislike are creative, seek
responsibility, and must responsibility, and can
be coerced( forced) exercise self-direction
Herzberg Motivation-Hygiene
Theory( two factor theory)
 Motivation factors

• Achievement
• Recognition
• Growth/Advancement
• Interest in the job
 Hygiene Factors
• Conditions
• Pay
• Status
• Security
• Company policies
 Druker’s Theory

According to Peter Drucker (1974) 'there is not one shred of

evidence for the alleged turning away from material rewards...
Antimaterialism is a myth, no matter how much it is extolled.' In fact,
they are taken so much for granted that their denial may act as a
de-motivator. 'Economic incentives are becoming rights rather than
rewards.'
A point to think about!!!
There is no doubt that we live in a money-
motivated world. Any amount of human
relations cannot compensate for a lack of
monetary reward. If the reward is right, good
human relations will give that extra zest to a
team, motivating them to give of their best
efforts. Insufficient monetary reward cannot be
compensated by good human relations.
Argyris Theory
Personality changes
According to Argyris, seven changes should take
place in the personality of individuals if they are to
develop into mature people over the years.

First, individuals move from a passive state as

infants to a state of increasing activity as adults.
Second, individuals develop from a state of
dependency upon others as infants to a state of
relative independence as adults.
Third, individuals behave in only a few ways as
infants, but as adults they are capable of behaving
in many ways.
Fourth, individuals have erratic, casual, and shallow
interests as infants but develop deeper and stronger
interests as adults.
Fifth, the time perspective of children is very short,
involving only the present, but as they mature, their time
perspective increases to include the past and the future.
Sixth, individuals as infants are subordinate to everyone,
but they move to equal or superior positions with others
as adults.
Seventh, as children, individuals lack an awareness of a
"self," but as adults they are not only aware of, but they
are able to control "self."
Argyris postulates that these changes reside on a
continuum and that the "healthy" personality develops
along the continuum from "immaturity" to "maturity.
Advice To You Future Managers
Do not assume that all workers are motivated by
the same needs or desires.
To determine what will motivate any given worker,
determine what needs that worker is trying to
satisfy on the job.
Make sure you have the ability to administer or
withhold consequences that will satisfy a worker’s
needs.
Structure work situations so that workers can
satisfy their needs by performing behaviors that
enable the organization to achieve its goals.
 Expectancy Theory
• A process theory about work motivation that
focuses on how workers make choices among
alternative behaviors and levels of effort.
• Two main questions are addressed:
– Do individuals believe that their inputs will result in a
given level of performance?
– Do individuals believe that performance at this level
will lead to obtaining outcomes they desire?
• Keys to the theory:
– Valence
– Instrumentality
– Expectancy
 Valence
• Definition: The desirability of an outcome
to an individual.
• Can be positive or negative:
– Outcomes with positive valence are
desirable.
– Outcomes with negative valence are
undesirable.
• Can vary in magnitude to indicate how
desirable or undesirable an outcome is.
 Instrumentality
• Definition: A perception about the extent to which
performance of one or more behaviors will lead to
the attainment of a particular outcome.
• Can be positive or negative. Range is from -1 to +1.
I = -1 means that the individual perceives that
performance will definitely not lead to the outcome.
I = 0 means that the individual perceives no link
between performance and outcome.
I = +1 means that the individual perceives that
performance is certain to lead to the outcome.
 Expectancy
• Definition: A perception about the
extent to which effort will result in a
certain level of performance.
• Range is from 0 to 1:
– 0 means that the individual believes there is
no chance that his/her effort will result in
performance.
– 1 means that the individual is certain that
his/her effort will lead to performance.
Insert Figure 6.3 here
 Equity Theory
• A process theory about work motivation that
focuses on workers’ perceptions of the fairness of
their work outcomes and inputs.
• According to equity theory, what is important to
motivation is the way a worker perceives his or
her outcome/input ratio compared to that of
another person.
• Outcome/input ratio is the relationship between
what a worker gets from a job (outcome) and
what the worker contributes to the job (input).
 How Equity Theory Works
• An individual compares his/her outcome/input ratio to
that of the referent to see if they are in balance:
Self Referent
Outcomes? Outcomes
Inputs = Inputs
• Overpayment inequity exists when a person perceives
that his/her outcome/input ratio is greater than the
ratio of the referent.
• Underpayment inequity exists when a person
perceives that his/her outcome/input ratio is less than
the ratio of the referent.
THANK YOU………
START MOTIVATING OTHERS
POSITIVELY