Motivation at Work

WHAT IS MOTIVATION
 WHAT IS MOTIVATION?

 Is the result of an interaction between the person and a situation; it is not a

personal trait.

Motivation is the processes that account for an

individual’s intensity, direction, and persistence of
effort toward attaining a goal.

 The level of motivation varies both between individuals and within

individuals at different times.
THREE KEY ELEMENTS OF
MOTIVATION
• The three key elements of motivation are:

1. Intensity: concerned with how hard a person tries.

2. Direction: the orientation that benefits the organization.

3. Persistence: a measure of how long a person can

maintain his/her effort.
 MOTIVATION

that that
Motivation Some level
leads to results in
is the Choice of of job
psychological behavior performance
process

The Motivation-Behavior-Job Performance Sequence

 Theories of Motivation

Contemporary
Early Theories
Theories
 Maslow’s Herzberg’s
Hierarchy of Two-Factor
Needs Theory

McClelland’s
Theory of
Needs

EARLY THEORIES OF
MOTIVATION
 MASLOW’S HIERARCHY OF
NEEDS

SA
der
Esteem
or
ste
gh
hi

Social-Belongingness
o
tts
we
Lo

Safety & Security

Physiological
 MASLOW’S HIERARCHY OF
NEEDS THEORY
Needs were categorized as five levels of lower- to higher-
order needs.
 Individuals must satisfy lower-order needs before they can satisfy
higher order needs.
 Satisfied needs will no longer motivate.
 Motivating a person depends on knowing at what level that
person is on the hierarchy.
 Hierarchy of needs
 Lower-order (external): physiological, safety
 Higher-order (internal): social, esteem, self-actualization
HERZBERG’S TWO-FACTOR THEORY

Job satisfaction and job dissatisfaction are

created by different factors.
Hygiene factors: extrinsic (environmental) factors
that create job dissatisfaction.
Motivators: intrinsic (psychological) factors that
create job satisfaction.

Attempted to explain why job satisfaction does

not result in increased performance.
 CONTRASTING VIEWS OF
SATISFACTION-DISSATISFACTION
 CHOOSE YOUR TARGET

 You have a arrow and Five Targets Set in front of you.

 Target A – Within Arm’s Reach – Hit you will get Rs. 1000
 Target B – Bit Farther – Only 80% who try can hit. Hit,
You will get Rs. 2000
 Target C – Only Half People can hit – You will get Rs.
4000
 Target D – Very few people can hit – You will get Rs. 8000
 Target E – Impossible to achieve – You will get Rs. 16000
 MCCLELLAND’S THEORY
OF NEEDS
• The theory focuses on three needs:

1. Need for achievement (nAch): drive to excel, to achieve in relation to

a set of standards, to strive to succeed.

2. Need for power (nPow): need to make others behave in a way that
they would not have behaved otherwise.

3. Need for affiliation (nAfl): desire for friendly and close interpersonal
relationships.
CONTEMPORAR
Y THEORIES OF
MOTIVATION
 WHAT HAPPENED MS. RESHMA???

• She was working at the Blind People’s organization as a volunteer.

• She used to work for 15 hours a week reading out to visually
challenged children.
• She loved to doing it.
• 3 Months ago, organization hired Ms. Reshma for full-time at a salary
of Rs. 25000/p.m.
• She is doing the same work, she did before.
• She is not finding it as much fun.
SELF – DETERMINATION THEORY

 Proposes that people prefer to feel they have control over their actions.

 Research on self-determination theory has focused on ‘Cognitive

evaluation theory’.

 People paid for work feel less like they want to do it and more like they
have to it.

 Proposes that in addition to being driven by a need for autonomy,

people seek ways to achieve competence and positive connections to
others.
 SHOULD WE GIVE REWARD OR
NOT?
 Some caution in the use of use of Extrinsic rewards.

Pursuing goals from Intrinsic motives is more sustaining to human

motivation than are extrinsic rewards.

Extrinsic reward will reduce the intrinsic rewards.

Extrinsic reward -> Quantity of work, Intrinsic motivation >

Quality of work
GOAL-SETTING THEORY
 GOAL-SETTING THEORY

 Goals tell an employee what needs to be done and how much effort
is needed.

• Evidence suggests:

 Specific goals increase performance.

 Difficult goals, when accepted, result in higher performance

than do easy goals.

 Feedback leads to higher performance than does non-feedback.

 GOAL-SETTING THEORY

• Three other factors influencing the goals-performance

relationship:
1. Goal commitment
2. Task characteristics
3. National culture
 GOAL-SETTING THEORY

People differ in the way they regulate their thoughts and

behaviors.

Promotion focus
Prevention focus

It’s probably best to be both promotion and prevention

oriented.
 SELF-EFFICACY THEORY

• Self-efficacy theory is an individual’s belief that he or she is capable of

performing a task.

1. Enactive mastery
2. Vicarious modeling
3. Verbal persuasion
4. Arousal

• Also known as social cognitive theory and social learning theory.

 RELATIONSHIP BETWEEN
GOALS AND SELF-EFFICACY
 SOCIAL LEARNING THEORY

• Social-learning theory: we can learn through both

observation and direct experience.

Models are central, and four processes determine their

influence on an individual:

1. Attentional processes
2. Retention processes
3. Motor reproduction processes
4. Reinforcement processes
EQUITY THEORY
 EQUITY THEORY

When employees perceive an inequity, they can be

predicted to make one of six choices:

1. Change their inputs.

2. Change their outcomes.
3. Distort perceptions of self.
4. Distort perceptions of others.
5. Choose a different referent.
6. Leave the field.
 EQUITY THEORY

Distributive justice
• The perceived fairness of the amount and allocation of rewards
among individuals (i.e., who received what).
• Influences an employee’s satisfaction.

Procedural justice
• The perceived fairness of the process use to determine the
distribution of rewards (i.e., how who received what).
• Affects an employee’s organizational commitment.
EXPECTANCY THEORY
SIMPLIFIED EXPECTANCY MODEL
EXPECTANCY RELATIONSHIPS

 Expectancy (effort-performance linkage)

• The perceived probability that an individual’s effort will result in a certain
level of performance.
 Instrumentality
• The perception that a particular level of performance will result in the attaining
a desired outcome (reward).
 Valence
• The attractiveness/importance of the performance reward (outcome) to the
individual.
INTEGRATING CONTEMPORARY
THEORIES