MOTIVATION IN ORGANIZATIONS

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 MOTIVATION

Motivationis a psychological feature that induces an

individual to act towards a desired goal.

It is the processes that account for an individual’s

intensity, direction, and persistence of effort towards
attaining a goal.

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 MOTIVATION: COMPONENTS

The processes that accounts for an

individual’s intensity, direction, and
persistence of effort toward attaining
a organizational goal
 Intensity
 Direction
 Persistence

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 TYPES OF MOTIVATION

 Primary motivation
 Unlearnt motivation.
 They are quite natural to people and animals.
 Example - hunger, thirst, sex, avoidance of pain, fear, aggression to protect
oneself, and so on are primary motivators.
 They are very powerful.
 Drive all people to take some actions.

 Secondary motivation
 Learnt motivation.
 Example – should come first in the class, win an election.
 Seen in only some people unlike primary motivation.

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 PUSH AND PULL MOTIVATION
 Push motivation
 Leads to internal changes.
 Example - you may feel hungry if your blood sugar or stored fat depletes.

 Pull motivation
 Leads to achieving external goals.
 Example - even if you are not hungry, some type of food may attract you
and you may eat it.

 Usually pull and push motivation work together.

 You feel hungry because of some internal changes.
 You prefer to eat some food either immediately or you may plan to reach
home before you have your food.

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 INTRINSIC & EXTRINSIC MOTIVATION

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 MOTIVATION PROCESS
OR

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 Theories of Motivation

Content Theories Process Theories

•Maslow theory of need •Vroom’s Expectancy Contemporary

hierarchy theory Theories
• Alderfer’s ERG) theory
• McClelland’s Need •Adam’s equity theory
theory • Goal Setting theory
• Herzberg’s theory of
Hygiene & Motivation
(also called Dual Factor
theory)
• McGregor’s X & Y
theory

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MASLOW’S HIERARCHY OF NEEDS
THEORY

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 MASLOW’S HIERARCHY
 Each individual has needs, or feelings of deficiency that
drive their behavior
 Once a need is satisficed, then it is no longer motivating

 Needs are in a hierarchy that an individual moves up as

they satisfy levels of needs
 Maslow referred the lower needs as “deficiency needs”
because their lack causes tension.
 We are driven to satisfy the lower needs but are drawn to
meet the higher ones.
 A satisfied need motivates people.

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 LEVELS OF NEEDS
 Physiological/Survival needs
 Food, Clothing, Shelter, Air
 Security
 Feel safe, absence of pain, threat, or illness
 Affiliation
 friendship, company, love, belongingness

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 NEED LEVELS (CONT.)
 Esteem Needs
 self-respect,
achievement, recognition, status
 cues a persons worth

 Self-Actualization
 personal growth, self-fulfillment, realization of full potential.

Where are YOU on the hierarchy???

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 ALDERFER’S ERG
 Consolidates Maslow into 3 categories
 Existence-physiological and security

 Relatedness-affiliation

 Growth-esteem and self-actualization

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 DOUGLAS MCGREGOR’S X & Y

 Inherent dislike for work and  View work as being as

will attempt to avoid it natural as rest or play
 Must be coerced, controlled
or threatened with  Will exercise self-direction
punishment and self-control if
committed to objectives

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 HERZBERG’S TWO FACTOR THEORY

 Some variable prevent job dissatisfaction and some

variables produce motivation
 Hygiene factors-basic needs that will prevent
dissatisfaction
 light, temperature, pay, parking
 Motivators
 when present cause high levels of motivation
 interesting work, advancement, growth, etc.

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 HERZBERG’S TWO-FACTOR THEORY

Not Dissatisfied Satisfied

Motivation Factors
• Quality of • Promotional
supervision opportunities
• Pay • Opportunities for
• Company policies personal growth
• Physical working
• Recognition
conditions
• Relationships • Responsibility
• Job security • Achievement

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Dissatisfied Not Satisfied
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 MCCLELLAND'S THEORY OF NEEDS
 Need for Achievement (nAch)
The drive to excel
 Need for Power (nPow)
The need to make others behave in a
way they would not have behaved
otherwise
 Need for Affiliation (nAff)
The desire for friendly and close
interpersonal relationships

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 MCCLELLAND'S HIGH ACHIEVERS

 High achievers prefer jobs with:

 Personal responsibility
 Feedback
 Intermediate degree of risk (50/50)

 High achievers are not necessarily good

managers
 High nPow and low nAff is
related to managerial success

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 MOTIVATION: CONTENT THEORIES

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 CONTEMPORARY THEORIES
OF MOTIVATION

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 CONTEMPORARY THEORIES OF
MOTIVATION

 Goal-Setting Theory
 Management by Objectives

 Equity Theory
 Reinforcement Theory
 Vroom’s Expectancy Theory

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 GOAL SETTING THEORY

 By Edwin A Locke (1968)

 Goal setting involves establishing
SMART goals.
 On a personal level, setting goals helps
people work towards their own
objectives.
 Goals are a form of motivation that
sets the standard for self-satisfaction
with performance.
 It is considered an “open” theory, so as
new discoveries are made it is
modified.
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 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!

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 MANAGEMENT BY OBJECTIVES
(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

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 EQUITY THEORY
 By Adam (1963)
 The Adam’s Equity Theory posits that people maintain a fair relationship
between the performance and rewards in comparison to others.
 The structure of equity in the workplace is based on the ratio of inputs to
outcomes.
 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.

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IT'S HARD FOR AN EMPLOYEE TO FEEL MOTIVATED IN THE 5-26
WORKPLACE IF HE OR SHE FEELS THEY WERE TREATED
UNFAIRLY.
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 EQUITY THEORY:
FORMS OF JUSTICE

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 VROOM’S EXPECTANCY THEORY

This theory was proposed by Victor. H. Vroom in 1964, who believed that
people are motivated to perform activities to achieve some goal to the extent
they expect that certain actions on their part would help them to achieve the
goal.
Vroom’s Expectancy Theory is based on the assumption that an individual’s
behavior results from the choices made by him with respect to the alternative
course of action, which is related to the psychological events occurring
simultaneously with the behavior. This means an individual selects a certain
behavior over the other behaviors with an expectation of getting results,
the one desired for.

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 VROOM’S EXPECTANCY THEORY

This theory is built around the concept of valence, instrumentality,

and Expectancy and, therefore, is often called as VIE theory.
The algebraic representation of Vroom’s Expectancy theory is:

Motivation (force) = Valence x Expectancy x Instrumentality

Valence – the degree to which a person values the reward, the results of success.

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 VROOM’S EXPECTANCY THEORY

1 2 Organizati- 3
Individual Individual Personal
onal
Efforts Performance Goals
Rewards

1. Effort-performance relationship
2. Performance-reward relationship
3. Rewards-personal goals relationship

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 IMPLICATIONS FOR MANAGERS
 Goal-setting, organizational justice, and expectancy theories
all provide practical suggestions for motivation
 Recognize individual differences

 Use goals and feedback methods

 Allow employees to participate in decisions that affect them

 Link rewards to performance

 Check the system for Equity and justice

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