MOTIVATION

Motivation is the willingness to exert high

levels of effort toward organizational goals,
conditioned by the effort’s ability to satisfy
some individual need.
Process of Motivation

Unsatisfied need

Tension

Drives

search behavior

Satisfied needs

Reduction of tension
Maslow’s Hierarchy of Needs
 Alderfer’s ERG Theory
Alderfer proposes a hierarchy involving
three sets of needs:

Existence
Relatedness
Growth
 Herzberg View of Job Satisfaction

II. Herzberg’s Two-Factor Theory

No job High job
satisfaction Based on Motivators satisfaction
•Feeling of achievement
•Meaningful work
•Opportunities for advancement
•Increased responsibility
•Recognition
•Opportunities for growth
No job High job
dissatisfaction Hygiene Factors dissatisfaction
•Pay
•Status
•Job security
•Working conditions
•Employee benefits
•Policies and procedures
•Interpersonal relations
Contrasting Views of Satisfaction
and Dissatisfaction

Presence Absence
Factors characterizing events
on the job that led to extreme
job dissatisfaction

Factors characterizing events

on the job that led to extreme
job satisfaction

Comparison of
Satisfiers and
Dissatisfiers
McClelland’s Theory of Needs

Achievement
(n Ach)

Affiliation
(n Aff)

Power
(n Pow)
Vroom’s Expectancy Theory
 E P EXPECTANCY E O EXPECTANCY
Perceived probability of Perceived probability of
successful performance, receiving an outcome, given
Expectancy given effort performance Second-level
outcome
Theory First-level
outcome

Second-level
outcome

First-level Second-level
Effort
Effort Performance
Performance outcome outcome

Second-level
outcome

First-level Second-level
outcome outcome

Second-level
outcome
First-Level Outcomes
First-level outcomes resulting from behavior are those
associated with doing the job itself
– They include:
• productivity
• absenteeism
• turnover
• quality of production

Second-Level Outcomes
Those events (rewards and punishments) that the first-level
outcomes are likely to produce, such as:
• merit pay increases
• group acceptance or rejection
• promotion
• termination
Instrumentality
– The perception by an individual that first-level
outcomes (performance) are associated with second-
level outcomes (rewards)
Valence
– The preferences for outcomes as seen by the
individual

Expectancy
– The individual’s belief regarding the likelihood or
subjective probability that a particular behavior will be
followed by a particular outcome
– Easily thought of as a probability statement
Equity Theory

Referent
Referent
Comparisons:
Comparisons:
Self-inside
Self-inside
Self-outside
Self-outside
Other-inside
Other-inside
Other-outside
Other-outside
Equity Theory (cont’d)
 Equity Theory (cont’d)

Choices
Choicesfor
fordealing
dealingwith
withinequity:
inequity:
1.1. Change
Changeinputs
inputs(slack
(slackoff)
off)
2.2. Change
Changeoutcomes
outcomes(increase
(increaseoutput)
output)
3.3. Distort/change
Distort/changeperceptions
perceptionsof
ofself
self
4.4. Distort/change
Distort/changeperceptions
perceptionsofofothers
others
5.5. Choose
Chooseaadifferent
differentreferent
referentperson
person
6.6. Leave
Leavethe
thefield
field(quit
(quitthe
thejob)
job)
 The Porter-Lawler Model
• Since its original conception, the expectancy
theory model has been refined and extended
many times.
• Although conventional wisdom argues that
satisfaction leads to performance, Porter and
Lawler argued the reverse: If rewards are
adequate, high levels of performance may lead
to satisfaction.
• In addition to the features included in the original
expectancy model, the Porter-Lawler model
includes abilities, traits, and role perceptions.
The Porter-Lawler Model
 Text Books

• Fred Luthans, Organizational Behaviour, Tata

McGraw Hill Publication, Tenth Edition

• Stephen Robbins, Organizational

Behaviour,Prentice-Hall of India, Tenth Edition

• Steven L Mcshane, Mary Ann Von Glinow,

Radha R Sharma, Organizational Behavior, Tata
McGraw - Hill Publishing Company Limited, III
Edition
 Essential Readings
• Gordon Rouse (2004) Beyond Maslow's Hierarchy of needs: what do people
strive for? Performance Improvement; Nov/Dec 2004; 43, 10; ABI/INFORM
Global

• Kini R B & Hobson C J (2002) Motivational theories and successful Total

Quality Initiatives, International Journal of Management; Dec 2002; 19, 4;
ABI/INFORM Global

• Nohria N, Groysberg B & Eling Lee (2008) Employee Motivation: A powerful

new model, Harvard Business Review South Asia, July – August, 2008

• Osteraker M C (1999) Measuring motivation in a dynamic organization - A

contingency, approach, Strategic Change; Mar/Apr 1999; 8, 2; ABI/INFORM
Global

• Umashankar V & Kulkarni A, Employee Motivation and empowerment in

hospitality, rhetoric or reality - Some observations from India, Journal of
Services Research, Volume 2, Number 1 (April-September, 2002)