MOTIVATION

MOTIVATION IS….

“Anything that provides direction, intensity, and

persistence to behavior.”

“A willingness to exert effort toward achieving a

goal”
 What Is Motivation?

 Motivation
– Is the process by which a person’s efforts are energized,
directed, and sustained towards attaining a goal.
• Energy: a 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.
Defining
DefiningMotivation
Motivation

Motivation
The processes that account for an individual’s
intensity, direction, and persistence of effort
toward attaining a goal.

Key
KeyElements
Elements
1.
1. Intensity:
Intensity:how
howhard
hardaaperson
persontries
tries
2.
2. Direction:
Direction:toward
towardbeneficial
beneficialgoal
goal
3.
3. Persistence:
Persistence:how
howlong
longaaperson
persontries
tries
Definitions
 Fred Luthans- Motivation is a process that starts
with a physiological or psychological deficiency or
need that activates behavior or a drive that is aimed
at a goal or incentive.
 Stephen P Robbins- Motivation is the willingness to
exert high-level of effort toward organizational
goals, conditioned by the effort ability to satisfy
some individual need.
 Gray and Strake- The result of processes, internal or
external to the individual, that arouse enthusiasm
and persistence to pursue a certain course of action.
 Types of Reward
Intrinsic versus Extrinsic Rewards

 Intrinsic rewards (personal satisfactions) come

from the job itself, such as:
 pride in one’s work
 feelings of accomplishment
 being part of a work team

Extrinsic rewards come from a source outside

the job, mainly by management:

 money
 promotions
 benefits

7 VK
Hierarchy of Needs Theory (Maslow)
Hierarchy of Needs Theory
There is a hierarchy of five needs
—physiological, safety, social,
esteem, and self-actualization; as
each need is substantially
satisfied, the next need becomes
dominant.

Self-Actualization
The drive to become what one is capable of becoming.
Maslow’s Hierarchy of Needs
 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
 ERG Theory (Clayton Alderfer)
ERG Theory
There are three groups of core needs: existence, relatedness,
and growth.

Core
CoreNeeds
Needs Concepts:
Concepts:
Existence:
Existence:provision
provisionofofbasic More
material
basic Morethanthanone
oneneed
needcan
canbebe
materialrequirements.
requirements. operative
operativeatatthethesame
sametime.
time.
Relatedness:
Relatedness:desire
desirefor IfIfaahigher-level
relationships.
for higher-levelneed
needcannot
cannot
relationships. be fulfilled, the desire to
be fulfilled, the desire to
Growth: satisfy
satisfyaalower-level
lower-levelneed
Growth:desire
desirefor
forpersonal
personal increases.
need
development.
development. increases.
Theory X and Theory Y (Douglas
McGregor)
Theory X
Assumes that employees dislike
work, lack ambition, avoid
responsibility, and must be
directed and coerced to perform.

Theory Y
Assumes that employees like
work, seek responsibility, are
capable of making decisions,
and exercise self-direction and
self-control when committed to
a goal.
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.
MCGREGOR’S Theory X and Theory Y (Douglas McGregor)
 Two-Factor
Two-FactorTheory
Theory(Frederick
(FrederickHerzberg)
Herzberg)

Two-Factor (Motivation-Hygiene) Theory

Intrinsic factors are related to job satisfaction, while
extrinsic factors are associated with dissatisfaction.

Hygiene Factors
Factors—such as company policy and administration,
supervision, and salary—that, when adequate in a job,
placate workers. When factors are adequate, people will
not be dissatisfied.
Herzberg’s Two-Factor Theory
Content Theory
Area of Satisfaction
Motivators
Achievement
Recognition Motivators
Responsibility influence level
Work itself of
Personal growth
satisfaction.

Area of Dissatisfaction
Hygiene
Factors
Working conditions Hygiene factors
Pay and security influence level
Company policies
of dissatisfaction.
Supervisors
Interpersonal
relationships
Victor Vroom’s
EXPECTANCY THEORY
Expectancy Theory of Motivation
VALENCE
 Refers to the emotional
orientations which people
hold with respect to
outcomes [rewards]. The
depth of the want of an
employee for extrinsic
[money, promotion, free time,
benefits] or intrinsic
[satisfaction] rewards.
Management must discover
what employees appreciate.
EXPECTANCY
 Employees have different
expectations and levels of
confidence about what they
are capable of doing.
Management must discover
what resources, training, or
supervision the employees
need.
Expectancy Theory of Motivation
INSTRUMENTALITY
 The perception of employees
whether they will actually
receive what they desire,
even if it has been promised
by a manager/employer.
 Management must ensure that
promises of rewards are
fulfilled and that employees are
aware of that.
 Vroom suggests that an
employee’s beliefs about
Expectancy, Instrumentality,
and Valence interact
psychologically to create a
motivational force, such that
the employee will act in a way
that brings pleasure and avoids
pain.
EXPECTANCY

 Is the individual’s belief that effort will lead to the

intended performance goals.
 Expectancy describes the person’s belief that “I
can do this.” Usually, this belief is based on an
individual’s past experience, self-confidence, and
the perceived difficulty of the performance
standard or goal.
 Factors associated with the individual’s
expectancy perception are competence, goal
difficulty, and control.
 INSTRUMENTALITY

 Is the belief that a person will receive a desired outcome if the

performance expectation is met.
 Instrumentality reflects the person’s belief that, “If I accomplish
this, I will get that.”
 The desired outcome may come in the form of a pay increase,
promotion, recognition, or sense of accomplishment.
 Having clear policies in place—preferably spelled out in a
contract—guarantees that the reward will be delivered if
the agreed-upon performance is met.
 Instrumentality is low when the outcome is vague or uncertain,
or if the outcome is the same for all possible levels of
performance.
 VALENCE
  Isthe unique value an individual places on a particular
outcome.
 Valence captures the fact that “I find this particular
outcome desirable because I’m me.” Factors associated with
the individual’s valence are needs, goals, preferences,
values, sources of motivation, and the strength of an
individual’s preference for a particular outcome.
 An outcome that one employee finds motivating and
desirable—such as a bonus or pay raise—may not be
motivating and desirable to another (who may, for example,
prefer greater recognition or more flexible working hours).
 Expectancy Theory
Expectancy theory says that a persons motivation to behave in a way is determined by

1. Outcome the person sees as desirable

2. The persons belief that these desired outcome can be attained.

Expectancy Instrumentality Valence

 Expectancy Model of Motivation

Effort
Effort Performance Reward

Perceived effort– Perceived Perceived

performance performance– value of reward
probability reward probability

“If I work hard, “What rewards “What rewards

will I get the job will I get when do I value?”
done?” the job is well
done?”
 Expectancy
Strong probability that efforts extended will be successful

Valence Instrumentality
Moderate probability that performance
Strong desire for promotion
will lead to promotion

Motivation
Increased Drive

Action
•Greater Efforts
•Training Courses

Operation of Primary Outcome

Expectancy Model •Promotion
•Higher pay

Secondary Outcome
•Higher Status
•Recognition from associates
•Purchase of products and services that the
family wants

Renewed Drive ; Satisfaction

Tendency to continue to be motivated
 Managerial Implications of Expectancy Theory

 Determine the outcomes employees value.

 Identify good performance so appropriate behaviors can be
rewarded.
 Make sure employees can achieve targeted performance levels.
 Link desired outcomes to targeted levels of performance.
 Make sure changes in outcomes are large enough to motivate
high effort.
 Monitor the reward system for inequities.
 Reward people for desired performance, and do not keep pay
decisions secret.
 Design challenging jobs.
 Tie some rewards to group accomplishments to build teamwork
and encourage cooperation.
Employee Motivation – A Short Case Study

 LastNovember, I joined the CVS Caremark project at TCS in

Noida, India after a successful stint at TCS’ Bangalore office,
where I had worked as a trainee. I had always wanted to go
back to Delhi - my hometown - and live with my parents and
when I got a transfer to Noida which is just a few miles away.
I didn’t waste a single moment in saying yes to the
opportunity. Many of my friends were also moving out from
Bangalore at the same time which only made my decision
easier. I felt that the Caremark project offered better career
prospects, as it was a new project and we were offered to
work on the current technologies that were in demand in the
market.
 I was sure I would excel in my new position at Caremark, just as I had done
in my previous assignment. I joined as Assistant Systems Engineer on the
Caremark project with a handsome pay hike for becoming a confirmed
employee of the company. Since Caremark had international operations, there
was a chance that I could be sent to USA or the UK to work on projects there.
Knowing that this would give me a lot of exposure, besides looking good on
my resume, I was quite excited about the new job. I joined my boss, Ashish
Mehta's five-member team in charge of the Caremark project out of TCS’
office in Noida. I had met Ashish during the interview sessions, and was
looking forward to working under him. My team members seemed warm and
friendly, and comfortable with their work. I introduced myself to the team
members and got to know more about each of them. Wanting to know more
about my boss, I casually asked Shobha, one of the team members, about
Ashish. Shobha said, "Ashish does not interfere with our work. In fact, you
could even say that he tries to ignore us as much as he can." I was surprised
by the comment but decided that Ashish was probably leaving them alone to
do their work without any guidance, in order to allow them to realize their
full potential.
 AtTCS’s office in Bangalore, I worked for Sudhir Reddy –
someone I looked up to as a mentor. He was always guiding
but never interfering. Sudhir had let me make my own
mistakes and then learn from them. He had always
encouraged individual ideas, and let his team discover the
flaws, if any, through discussion and experience. He rarely
held an individual member of his team responsible if the
team as a whole failed to deliver - for him the responsibility
for any failure was collective. I remembered telling my
colleagues in Bangalore that the ideal boss would be
someone who did not interfere with his/her subordinate's
work. I wanted to believe that my new boss, Ashish, was the
non-interfering type. If that was the case then surely his
non-interference would only help me to grow.
 In my first week at work, I found the atmosphere at the office a bit dull.
However, I was quite excited nonetheless. The team had been assigned a new
project and was facing a few glitches with the new software. I thought about
the problem till late in the night and had come up with several possible
solutions. I could not wait to discuss them with the team and Ashish. I smiled
to myself when I thought of how Ashish would react when I told him that I
had come up with several possible solutions to the problem. I was sure he
would be happy with me having put in so much effort into the project, right
from day one. I was daydreaming about all the praise that I was going to get
when Ashish walked into the office. I waited for him to go into his
workplace, and after five minutes, requested a meeting with him. He asked
me to come in after ten minutes. When I went in, he looked at me blankly
and asked, "Yes?" Not sure whether he had recognized me, I introduced
myself. He said, "Ok, but why do you want to meet me?" I started to tell him
about the problems we were having with the software. But before I could
finish he told me that he was busy with other things, and that he would send
an email with the solution to all the members of the team by the end of the
day, and that we could then implement it immediately.
 I was somewhat taken aback. Ever the optimist, I thought that he had perhaps already
discussed the matter with the team. I left Ashish's office and went straight to where my
team members sat. I thought it would still be nice to bounce ideas off them and also to
see what solutions others might come up with. I told them of all the solutions I had in
mind. I waited for the others to come up with their suggestions but not one of them
spoke up. I was surprised, and asked them point-blank why they were so disinterested.

Sanjay, one of the team members, said, "What is the point in our discussing these
things? Ashish is not going to have time to listen to us or discuss anything. He will just
give us the solution he thinks is the best, and we will just do what he tells us to do; why
waste everyone's time?" I felt my heart sink. Was this the way things worked over here?
However, I refused to lose heart and thought that maybe, I could change things a little.
But as the days went by, I realized that Ashish was the complete opposite of my old
boss.

While he was efficient at what he did and extremely intelligent, he had neither the time
nor the inclination to groom his subordinates. His solutions to problems were always
correct, but he was not willing to discuss or debate the merits of any other ideas that his
team might have. He did not hold the team down to their deadlines nor did he ever
interfere. In fact, he rarely said anything at all! If work did not get finished on time, he
would just blame the team, and totally disassociate himself from them.
 Time and again, I found myself thinking of Sudhir - my old boss - and of how
he had been such a positive influence. Ashish, on the other hand, even
without actively doing anything, had managed to significantly lower my
motivation. I gradually began to lose interest in the work - it had become too
mechanical for my taste. I didn't really need to think; my boss had all the
answers. I was learning nothing new, and felt my career was going nowhere.
As I became more and more discouraged, my performance suffered. From
being someone with immense promise and potential, I was now in danger of
becoming just another mediocre ‘techie’.
 Questions :
 What, according to you, were the reasons for Rohit's
disillusionment? Answer the question using Maslow's
Hierarchy of Needs and Hertzberg’s Motivation Hygiene
Theory.
 What should Rohit do to resolve his situation?
 What can a team leader do to ensure high levels of
motivation among his/her team members?
https://www.youtube.com/watch?v=wkLalIxN8o8 1 Milkha

https://rsvid.info/milkha-singh/lpaok6pl1IjZbrs.html

https://www.youtube.com/watch?v=e0kxeASS1O8 3 Milkha

https://www.youtube.com/watch?v=OmT3vMNYsBs 4 Milkha