Motivation

Unit IV
What is Motivation??
• The term motivation is derived from the Latin word ‘movere’,
referring to movement of activity
• Motivation is associated with the word 'motive' which means needs,
desires, wants or drives within the individuals.
• It is the process of stimulating people to actions to accomplish the
goals.
• It is influenced by the satisfaction of needs that are either necessary
for sustaining life or essential for wellbeing and growth. 
Definition - Motivation
• "Motivation is generally considered to be an internal state that
initiates and maintains goal directed behavior" (Mayer, 2011).
• "Motivation is dependent on four dynamic perceptual components:
attention, relevance, confidence and satisfaction" (Huang, Huang, &
Tschopp, 2010).
• "Motivation can be defined as everything that drives and sustains
human behavior" (Gard, 2001).
Key elements of Motivation
• Intensity : concerned with how hard a person tries
• Direction : consistent with organization’s goals
• Persistence : how long a person can maintain their effort
Motivation cycle
Motivation cycle
• A need is lack or deficit of some necessity. The condition of need
leads to drive.
• A drive is a state of tension or arousal produced by a need. It
energises random activity.
• When one of the random activities leads to a goal, it reduces the
drive, and the organism stops being active.
• The organism returns to a balanced state.
Types of Motives
• There are two types of motives : biological and psychosocial.
• Biological motives are also known as physiological motives as they are
guided mostly by the physiological mechanisms of the body.
• Psychosocial motives, on the other hand, are primarily learned from
the individual’s interactions with the various environmental factors.
Types of Motivation
• Intrinsic motivation and Extrinsic motivation
• Positive motivation and Negative motivation
 Intrinsic Motivation
• Arise from the self-generated factors that influence people’s behaviour
• Not created by external incentives
• It can take the form of motivation by the work itself when individuals feel
that their work is important, interesting and challenging and provides
them with a reasonable degree of autonomy (freedom to act),
opportunities to achieve and advance, and scope to use and develop their
skills and abilities.
• Deci and Ryan (1985) suggested that intrinsic motivation is based on the
needs to be competent and self-determining (that is, to have a choice).
Intrinsic Motivation
Hackman and Oldham (1974) emphasized the importance of the core
job dimensions as motivators, namely
• skill variety,
• task identity,
• task significance,
• autonomy and
• feedback.
Extrinsic Motivation
• Extrinsic motivation occurs when things are done to or for people to
motivate them.
• These include rewards, such as incentives, increased pay, praise, or
promotion; and punishments, such as disciplinary action, withholding
pay, or criticism.
• Extrinsic motivators can have an immediate and powerful effect, but
will not necessarily last long
 Positive Motivation
• While positive motivation is expecting a reward, negative motivation is
avoiding pain or punishment.
• It is the reward based motivation which tires to create willingness to
perform better.
• It improves performance, increase mutual cooperation and develops trust
between employees and management.
• Positive motivation may take the form of monetary, nonmonetary or both.
Examples Monetary Incentive:- pay increment, cash reward, bonus payment,
leave with pay, profit sharing scheme, retirement benefit and Non monetary
Incentive:- promotion, participation in decision-making ,recognition,
autonomy or freedom to work, challenging work.
Negative Motivation
• Negative motivation means the act of forcing employees to work by
means of threat and punishment. It involves disciplinary actions.
• Examples: Monetary: - fines, penalties, pay cut,
• Non-monetary:- demotion, threat of dismissal from job, transfer to
remote areas, and group rejection.
• This is not good practice. However, sometimes manager may be
compelled to use this technique with a view to prevent them from
undesirable behavior.
Employee Performance
• Employee performance is a set of employee work behaviors in
carrying out basic tasks and functions that contribute, either
positively or negatively in achieving organizational goals measured
through the following indicators:
1. mastering tasks that must be carried out,
2. employee efforts in completing their duties,
3. mastering the process of implementing employee duties, and
4. taking professional action for the success of the task
 Engagement
• Employee engagement is the extent to which employees feel passionate
about their jobs, are committed to the organization, and put discretionary
effort into their work. Employee engagement drives performance.
• Three psychological conditions for engagement. That are
a) Psychological meaningfulness: feeling worthwhile and valuable when
work is challenging and creative;
b) Safety: employing oneself without fear of negative consequences to
self-image, career;
c) Availability: possessing the physical, emotional and psychological
resources required to employ oneself in the role performance
Relationship between Motivation,
Performance and Engagement
• According to Sequeira, employees can be motivated to work with many
things, such as a sense of achievement, recognition, enjoy work, promotion
opportunities, responsibilities, and opportunities for personal growth.
• Employee motivation and performance are directly tied to the applied
management style and on the principle of positive or negative
reinforcement.
• Employee performance depends on knowledge, work conditions and their
motivation to work.
• The employee motivation depends on stimuli, which are present in the
individual’s environment or used by other people in order to reach desired
change in individual’s behavior
Relationship between Motivation,
Performance and Engagement
• High performance of employee is supported by high employee
engagement, high job motivation, and as well as high job satisfaction.
• Employee engagement positively and significantly influenced
employee performance.
• Job motivation has a positive effect on employee performance.
• There is a positive effect of job satisfaction on employee
performance. Also, work motivation has a direct effect on employee
performance.
Content theories
• Content theories focus on WHAT, while process theories focus on
HOW human behaviour is motivated. Content theories are the earliest
theories of motivation. Within the work environment they have had
the greatest impact on management practice and policy, whilst within
academic circles they are the least accepted.
• Content theories are also called needs theories: they try to identify
what our needs are and relate motivation to the fulfilling of these
needs. The content theories cannot entirely explain what motivate or
demotivate us.
• The main content theories are: Maslow’s needs hierarchy, Alderfer’s
ERG theory, McClelland’s achievement motivation and Herzberg’s
two-factor theory.
Process theories
• Process theories are concerned with “how” motivation occurs, and
what kind of process can influence our motivation.
• The main process theories are: Skinner’s reinforcement theory, Victor
Vroom's expectancy theory, Adam’s equity theory and Locke’s goal
setting theory
Maslow’s Need Hierarchy Theory
• Maslow first introduced his concept of a hierarchy of needs in his
1943 paper "A Theory of Human Motivation" and his subsequent
book Motivation and Personality. 
• The theory states that humans are motivated to fulfill their needs in
a hierarchical order.
Maslow’s
Need
Hierarchy
Theory
Maslow’s Need Hierarchy Theory
• According to Maslow, individuals are motivated by unsatisfied needs.
• As each of these needs is significantly satisfied, it drives and forces
the next need to emerge.
• Maslow grouped the five needs into two categories - Higher-order
needs and Lower-order needs.
• The physiological and the safety needs constituted the lower-order
needs. These lower-order needs are mainly satisfied externally.
• The social, esteem, and self-actualization needs constituted the
higher-order needs. These higher-order needs are generally satisfied
internally, i.e., within an individual. 
 Two factor theory
• It was developed by psychologist Frederick Herzberg
• According to the Two-Factor Theory, there are four possible combinations:
• High Hygiene + High Motivation: The ideal situation where employees are
highly motivated and have few complaints.
• High Hygiene + Low Motivation: Employees have few complaints but are not
highly motivated. The job is viewed as a paycheck.
• Low Hygiene + High Motivation: Employees are motivated but have a lot of
complaints. A situation where the job is exciting and challenging but salaries
and work conditions are not up to par.
• Low Hygiene + Low Motivation: This is the worst situation where employees are
not motivated and have many complaints.
Theory X and Y
• In the 1960s, social psychologist Douglas McGregor developed two
contrasting theories that explained how managers' beliefs about what
motivates their people can affect their management style.
• He labelled these Theory X and Theory Y. These theories continue to
be important even today.
• Theory X managers tend to take a pessimistic view of their people,
and assume that they are naturally unmotivated and dislike work.
• Theory Y managers have an optimistic, positive opinion of their
people, and they use a decentralized, participative management style.
Leadership
Definition
• "Leadership," says Peter Drucker, "is lifting a person's vision to higher
sights, raising a person's performance to a higher standard, and
building a personality beyond its normal limitations.“

• According to Alford and Beatty, “Leadership is the ability to secure

desirable actions from a group of followers voluntarily without the use
of coercion”.
Power
• Power is broadly defined as the ability of an individual to exercise
some form of control over another individual.
5 Sources of Power
1. Reward power- reward positive outcomes
2. Coercive power- penalize negative outcomes
3. Legitimate power-use of position to influence
4. Referent power- effect of charisma/ personality
5. Expert power- due to competence, knowledge and expertise
Leadership and Power
• In organizational settings, leaders must exert power to achieve
individual, team, and organizational goals.
• Leaders must be able to influence
• their followers to achieve greater performance;
• their superiors and peers to make important decisions; and
• stakeholders to ensure the vitality of the organization.
Authority
• Barnard  defines authority as the character of communication by
which an order is accepted by an individual as governing the actions
that individual takes within the system.
Barnard : Authority will be accepted only if
 Individual can understand the order
 Individual believes the order is consistent with the purpose of the
organization
 Individual sees the order as compatible with his or her personal
interests.
 Individual is mentally and physically able to comply with the order.
Types of Authority
• Line Authority
• Staff Authority
• Functional Authority
Line Authority
• The most fundamental authority within an organization
• Reflects existing superior-subordinate relationships
• Consists of the right to make decisions and to give order to
subordinates.
• In general, it pertains to matters directly involving management
system production, sales, finance etc.
• Result with the attainment of objectives
Staff Authority
• Consists of the right to advise or assist those who possess line
authority as well as other staff personnel
• Improves the effectiveness of line personnel to perform their
required tasks
• Line and Staff personnel must work together closely to maintain
the efficiency and effectiveness of the organization
• Understand the organizational mission, have specific objectives
• Realize that they are partners in helping the organization reach its
objectives.
Functional Authority
• Consists of the right to give orders within a segment of the
organization
• Usually assigned to individuals to complement the line or staff
authority they already possess
• Covers only specific task areas
• Operational only for designated amounts of time
 Authority Leadership

Formal power that comes from one’s title, role or Interpersonal influence that comes from one’s
position within a hierarchy personal attributes

The ability to administer extrinsic motivators (i.e. raise,

The ability to trigger intrinsic motivation in others
bonus, award)

Securing the obligatory effort of others Evoking the discretionary effort of others

A set of continuous responsibilities during the entirety

Moments of accountability that one chooses
of one’s tenure

Resides within the position and transfers to whoever Resides in between people and can be channeled by
holds it anyone

Enforces rules, procedures and policies as determined Maximizes Individual-Environment Fit in order to
by the organization produce alignment and happiness

Comes with tangible benefits (e.g. perks and Produces intangible rewards in others (e.g. meaning,
privileges) growth)

Unidirectional from person with authority to

Multi-directional among people regardless of status
subordinates
S.No Line Authority
1 Right to decide and command
2 Contributes directly to the accomplishment of
organizational objectives
3 Relatively unlimited and general
4 Flow downward from a superior to subordinate
5 Creates superior and subordinate relation
6 Exercise control
7 Makes operating decision
8 Bears final responsibility for results
9 Doing functions
10 Provides channel of communication
Staff Authority
Right to provide advice, assistance and
information
Assist line in the effective accomplishment of
organization objectives
Relatively restricted to a particular function
May flow in any direction depending upon the
need of advice
Extension of line and support line
Investigates and reports
Provides idea for decision
Does not bear final responsibility
Thinking function
No channel of communication is created
Characteristics of Leader
• Organized • Knowledgeable • Discrete
• Fearless • Predictable • Informed
• Respects the work of • Understanding • Graceful
others • Accessible • Has authority
• Induces a feeling of • Provides • People-oriented
satisfaction opportunities
• Personality traits
• Promotes the interests • Guides • Honest and
of subordinates • Willing to listen
• transparent
Frank
• Genuine
• Respects individuals
Skills
• The ability to use power effectively and in a responsible manner
• The ability to comprehend that human beings have different
motivation forces at different times and in different situations
• The ability to inspire
• The ability to act in a manner that will develop a climate conductive
to responding to and arousing motivations.
• Fundamental understanding of People
• Ability to inspire followers to apply their full capabilities to a project.
Nature of Leadership
• Personal Quality of a person
• It is a process of influencing others
• It requires motivation of subordinates
• It requires the confidence of the followers.
• Varying Leadership style.
• Leadership is a continuous process.
Functions of Leader
• Give service • Negotiate
• Serve the interests of both • Accept responsibility
organization and employee • Achieve results
• Use aggressive decision making
• Take risks
• Make things happen
• Inspire, delegate and trust people
• Strategic planning
Approaches to Leadership / Theories
• Trait Approach
• Behavioral Approach
• Ohio State University Model
• Managerial Grid
• Contingency Approach
• Leader - Continuum
Trait Theory
• The possession of certain traits that society sees as leadership traits
• It was once believed that people were born with these certain traits
• Focuses on the leaders and not the followers
• Emphasizes that having a leader with a certain set of traits is crucial to
having effective leadership
Trait Theory
• Proactive vs. Reactive • Well Educated
• Flexible/Adaptable • Open to Change
• A Good Communicator • Interested in Feedback
• Respectful • Evaluative
• Quiet Confidence • Organized
• Enthusiastic • Consistent
• Open-Minded • Delegator
• Resourceful • Initiative
• Rewarding
Behavioral Theories
• In response to the early criticisms of the trait approach,
theorists began to research leadership as a set of
behaviors. 
• Behavioral theory says that leadership takes a strong
personality with a well-developed positive ego, and self
confidence is essential
• Focuses on the behaviors of the leaders as opposed to
their mental, physical or social characteristics
• Managerial Grid & Role theory
• Managerial Grid – Blake and Mouton
Behavioral Theories
Behavioral Theories – Managerial Grid
The Managerial Grid is based on two behavioral dimensions:
• Concern for People – This is the degree to which a leader considers
the needs of team members, their interests, and areas of personal
development when deciding how best to accomplish a task.
• Concern for Results – This is the degree to which a leader emphasizes
concrete objectives, organizational efficiency and high productivity
when deciding how best to accomplish a task.
Behavioral Theories – Managerial Grid
• Impoverished Management – Low Results/Low People
• Country Club Management – High People/Low Results
• Middle-of-the-Road Management – Medium Results/Medium People
• Team Leadership – High Production/High People
• Authority-Compliance Management (Produce or Perish) – High
Results/Low People
Contingency Theories
• Contingency theory assumes that different situations call for different
characteristics, and no single optimal psychological profile of a
leader exists
• Fiedler’s contingency theory
• Hersey-Blanchard Situational theory
• Path Goal theory
• Vroom-Yetten-Jago Decision making model of leadership
Fiedler’s Contingency Theory
Hersey Blanchard Situational Leadership
Theory
Transactional Leadership Theories
• Transactional theories, also known as exchange theories of
leadership, are characterized by a transaction made between the
leader and the followers. In fact, the theory values a positive and
mutually beneficial relationship
Leader Member Exchange Theory
Transformational Leadership Theories
• The Transformational Leadership theory states that this process is by
which a person interacts with others and is able to create a solid
relationship that results in a high percentage of trust, that will later
result in an increase of motivation, both intrinsic and extrinsic, in both
leaders and followers
THANK YOU