MOTIVATION

CONCEPTS
Is the result of the interaction
between an individual and a
situation.
MOTIVATION
 Is the process that accounts for an
individual’s intensity , direction and
persistence of effort toward attaining goal.
 Is the willingness to do something and is
conditioned by this action’s ability to satisfy
some need for the individual.
 Is a process that starts with a need that
activates a behavior or a drive that is aimed
at a goal or incentive.
 HIERARCHY OF NEED THEORY

Esteem needs: external factor- status, recognition and attention

internal factor- self-respect, autonomy and achievement
ALDERFER’S ERG THEORY

 E- Existence ( physiological + security need)

 R- Relatedness( social + external esteem
need).
 G- Growth ( internal esteem need + self
actualization need).
THEORY X AND THEORY Y
 Theory X, managers believe that employees
inherently dislike work and therefore be
directed or even coerced into performing it.
 Theory Y, managers assume that employee
can view work as natural as rest or play ,
therefore the average person can learn to
accept, and even seek responsibility.

Theory X assumes lower order need dominates

individual where as in Theory Y assumes
higher order need dominantes.
HERZBERG’S TWO FACTOR
THEORY
 Believing that an individual’s relation to
work is basic and that one’s attitude towards
work can very well determine success or
failure.
VIEW
 Traditional view
Satisfaction -------------Dissatisfaction
HERZBERG’S VIEW
Motivators
Satisfaction------------No satisfaction.
Hygiene Factors
No dissatisfaction------Dissatisfaction.
MC CLELLANDS THEORY OF
NEEDS
 N Ach-is the drive to excel.
 -doing better than competitors.
 -attaining or supervising a difficult goal.
 -solving a complex problem.
 -carrying out a challenging assignment
successfully.
 -set moderately challenging goals.
 nPow-need to make others behave in a way
in which they would not have behaved
otherwise.
 -controlling people and activities.
 -being in position of authority over others.
 -gaining control over resource and
information
 nAff-is the desire for friendly and close
interpersonal relationships.
 -being accepted as a part of a group or team.
 -working with people who are cooperative
and friendly.
 -maintaining harmonious relationship and
avoiding conflicts.
RESEARCH INSIGHTS
 Relying on extensive amount of research
prediction of the relationship between
achievement need and job performance.
 When jobs have a high degree of personal
responsibility and feedback ,an intermediate
degree of risk , high achievers are strongly
motivated.
 nAch does not necessarily make some one a
good manager especially in large organization .
High achievers are personally interested in how
well they do and do not influence others to do
well.
 NAff and nPow tend to be closely related to
managerial success, the best managers are
high in need for power and low in need for
affiliation.

High power motive may be a requirement for

Managerial effectiveness.
SELF- DETERMINATION THEORY
 Theory that is concerned with the beneficial
effects of intrinsic motivation and the harmful
effects of extrinsic motivation.

 Extrinsic rewards that are verbal(receiving praise

from supervisor or co worker) or tangible
rewards(money) can actually have a different
effects on individual’s intrinsic motivation .That is
verbal rewards increase intrinsic motivation where
as tangible rewards undermine it . When people
are told they will receive a tangible reward , they
count on it and focus more on reward than the
task.
SELF -CONCORDANCE
 The degree to which a person’s reason for
pursuing a goal is consistent with the person’s
interest and core values.
Example-If individuals pursue goals because of an
intrinsic interest, they are likely to attain their
goals and are happy even if they do no attain
them ,because the process of striving towards
them is fun . In contrast, people who pursue
goals for extrinsic reason (money , status) are
less likely to attain their goals and are less happy
even when they do achieve them , reason being
the goals are less meaningful to them.
OB RESEARCH SUGGEST THAT
 People who pursue work goals for intrinsic
reasons are more satisfied with their jobs,
feel like they fit into their organization
better and may perform better.
 Implications for you—

Choose your job carefully.

 Employees who feel that what they do is
within their control and a result of free
choice are likely to be more motivated by
their work and committed to their
employers.
GOAL SETTING THEORY
 A theory that says that specific and difficult
goals with feed back, lead to higher
performance.
 Intentions to work toward a goal are a major
source of work motivation that is a goal tells
an employee what needs to be done and how
much effort will need to be expended.
MBO

 A program that encompasses specific goals

participatively set, for an explicit time
period , with feedback on goal progress.
REINFORCEMENT THEORY

 A theory that says behavior is a function of its

consequences, Social learning.
 Any consequences that ,when immediately
following a response, increases the
probability that the behavior will be
repeated.
 Processes of social learning:

Attentional processes
Retention processes
Motor reproduction processes
Reinforcement processes
SELF EFFICACY THEORY
 An individuals belief that he or she is capable
of performing a task.
 The higher your self-efficacy ,the more
confidence you have in your ability to succeed
in a task.
 Four ways to increase self-efficacy:

1. Enactive mastery.
2. Vicarious modeling
3. Verbal persuasion
4. Arousal leads to an energized state which
drives a person to complete a task.
EQUITY THEORY

 A theory that says that individuals compare

their jobs inputs and outcomes with those of
others and then respond to eliminate any
inequities.
 Organizational justice: Perceived fairness of
the amount and allocation of rewards among
individuals.
1. Distributive justice
2. Procedural justice
3. Interactional justice
EXPECTANCY THEORY
 The key to Expectancy theory is the
understanding of an individual’s goals and
linkage between effort and performance,
between performance and rewards and the
rewards and individual goal satisfaction.

Individual effort---Individual performance

Individual performance---organization reward
Organization reward-------personal goals.