Motivation

Etymology
• According to Steers and Porter, motivation
originated from the Latin word “movere”
which means to move
Motivation
• Motivation is the internal and external
factors that stimulate desire and energy in
people to be continually interested and
committed to a job, role or subject, or to
make an effort to attain a goal.
• Motivating people is about getting them to
move in the direction which is required in
order to achieve a result.
• It is a goal directed behaviour.
Motivation
• Is a process of generating, directing and
moving a certain behaviour to achieve a
desired goal - ( Gerald Greenberg and
Robert Baron)
• “defined as the willingness to exert high
levels of effort towards organizational
goals”
Motivation
• Is the process by which a person’s efforts
are energized, directed and sustain
towards attaining a goal
– Energy – measure of intensity or drive
– Direction- toward organizational goals
– Persistence – exerting effort to achieve goals
• Motivation works best when individual needs are
compatible with organizational goals
Motivation
• Will to work
• Comes from enjoyment of work itself
and/or from desire to achieve certain goals
e.g earn more money or achieve
promotion
• Can be available thru financial methods
( salary, bonus )
• Or non financial ( praise )
Importance
• Helps organization to survive
• Motivated employees are more productive
• Increases the output of the firm
• Approach of belongingness of the firm
Types of Motivation
• Intrinsic motivation
– The self –generated factors that influence
people to behave in a particular way or to
move in a particular direction.
– These factors include responsibility,
autonomy(freedom to act), scope to use and
develop skill and abilities, interesting and
challenging work and opportunities for
advancement
Types of Motivation
• Extrinsic motivation
• What is done to or for people to motivate them
• This includes rewards, such as increased pay,
praise, or promotion,
• and punishments, such as disciplinary action,
withholding pay, or criticism
• Extrinsic motivation can have an immediate
and
• powerful effect, but it will not necessarily last
long.
Motivation Models
• Traditional model

• Human Relations model

• Human resource model

Traditional Model
• According to Frederick W. Taylor - “ Work
consist of simple, no particularly
interesting tasks. The only way to get
people to do them is to incentivize them
properly and monitor them carefully.”
WORK =
Taylor’s theory
• Managers should maintain close control
mand supervision over their employees
• Autocratic style of management
• Believe workers are lazy and are only
motivated by money
Human Relations Model
• According to Elton Mayo – emotional
factors were more important determinants
of productive efficiency than physical and
logical factors.
Mayo’s Theory
• Workers are not just motivated by money but
also by having their human and social needs
met.
• Increase motivation by:
– Better communication between managers and
workers
– Working in groups
– Greater manager involvement in employees lives
• In practice, business should introduce team
working and HR should look after employees
interests
Human Relations Model
• Demonstrate the importance of
understanding how the feelings, thoughts
and behavior of work-group members and
managers affect performance
• Workers are not just concerned with
money but could be better motivated by
having their social needs met while at
work
Human Resource Model
• The ingenuity of the average worker is
sufficient to outwit any system of controls
devised by management -- Douglas
McGregor
McGregor’s Theory X and Theory Y
• Theory X – assumes that workers have
little ambition, dislike work, avoid
responsibility and require close supervision
• Theory Y – assumes that workers can
exercise self direction, desire responsibility
and like to work
• Assumption: motivation is maximized by
participative decision making, interesting
jobs and good group relations
Theory X and Y

Theory X Theory Y
• People need close • People want
supervision independence in
• Will avoid work work
when possible • People seek
• Will avoid responsibility
responsibility • People are
motivated by self-
fulfilment
Theory X and Y

Theory X Theory Y
• Desire only • People naturally
money want to work
• People must be • People will drive
pushed to perform themselves to
perform
Other Model of motivation
• Herzberg’s Two Theory Principles
Herzberg’s Theory

• Job Satisfaction and job dissatisfaction are

created by different factors:
– Hygiene factors: extrinsic ( environmental)
factors that create job satisfaction
– Motivators: intrinsic (psychological) factors
that create job satisfaction
Maslow’s Theory
• Level of human needs to be fulfilled at
work
• Only once a lower level of need has been
fully met would a worker be motivated by
the opportunity of having the next need up
• A business should therefore offer different
incentives to help workers fulfill each need
Advantages of a well motivated workforce

• Better productivity
• Better quality of work
• Lower absenteeism
• Lower turnover
• Lower training and recruitment cost
Best Approach
• Depends on circumstances
– Whether workers are skilled or experiences
– Level of genuine motivation
– Whether quick decisions are needed etc.
• Best managers are those that are versatile
and can call upon right style at right time
Reasons Why People go to work
• To earn money
• For sense of achievement or job
satisfaction
• To belong to a group
• Sense of security
• Obtain a feeling of self-worth
Contemporary Theories of Motivation
• Self-Determination Theory
• Job Engagement
• Goal-Setting Theory
• Management by Objectives
• Self-Efficacy Theory
• Equity Theory
• Expectancy Theory
Self-Determination Theory
• Self-determination theory: People prefer to have
control over their actions so when they feel they
are forced to do something they previously
enjoyed motivation will decrease
– Cognitive evaluation theory: Proposes that the
introduction of extrinsic rewards for work (pay) that
was previously intrinsically rewarding tends to
decrease overall motivation
– Verbal rewards increase intrinsic motivation, while
tangible rewards undermine it
Job Engagement
• The investment of an employee’s physical,
cognitive, and emotional energies into job
performance
• In organizations where employees are
highly engaged
Higher levels of productivity
Fewer safety incidents
Lower turnover
Goal-Setting Theory
• Goals increase performance when the
goals are:
– Specific
– Difficult, but accepted by employees
– Accompanied by feedback (especially self-
generated feedback)
• Contingencies in goal-setting theory
– Goal Commitment – public goals better
– Task Characteristics – simple & familiar better
– National Culture –
Management by Objectives
(MBO)
• MBO: Converts overall organizational
objectives into specific objectives for work
units and individuals
• Common ingredients:
– Goal specificity
– Explicit time period
– Performance feedback
– Participation in decision making
Self-Efficacy or Social Learning Theory
• Individual’s belief that he or she is capable
of performing a task
• Self-efficacy increased by:
– Enactive mastery – gain experience
– Vicarious modeling – see someone else do
the task
– Verbal persuasion – someone convinces you
that you have the skills
– Arousal – get energized
Equity Theory
• Employees weigh what they put into a job
situation (input) against what they get from
it (outcome)
• They compare their input-outcome ratio
with the input-outcome ratio of relevant
others
Equity Theory
Expectancy Theory
• Three key relationships:
• 1. Effort-performance: perceived
probability that exerting effort leads to
successful performance
• 2. Performance-reward: the belief that
successful performance leads to desired
outcome
• 3. Rewards-personal goals: the
attractiveness of organizational outcome
(reward) to the individual
Expectancy Theory
The Millennial
• The most educated and culturally diverse
of any generation.
• They are notorious job hoppers who
dislikes bureaucracy and distrust
traditional hierarchies.
• What motivates them?
• How do you keep them engaged, earn
their trust and get the most out of them
What motivates millenial
• Explain the company vision
• Prioritize community service
• Develop in between steps and titles
• Give encouragement and regular feedback
• Offer flexibility
• Provide education and professional
development
• Give them time for personal projects
Conclusion
• Motivation is the drivers that drives
effective workforce that strives to achieve
the organizational goals by optimizing their
efficiency