Section 5

Motivation

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• Motivation in Organization

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 Motivation
The force within us that activates our behavior. It is a function of three

distinct components, Intensity, Direction, and Persistence.

Intensity Direction Persistence

The amount of The extent The extent to

mental and individual which the goal-

physical effort put determines and directed effort is

forth by the chooses efforts put forth over

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Steps in the Motivational Cycle

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 Types of Motives
• Conscious & Unconscious Motives
• Intrinsic vs. Extrinsic motivation
• Latent & Manifest motives
• Rational & Emotional motives
• Learned & Unlearned motives

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Conscious Vs. Unconscious Motives
• Conscious motives are motives we are aware
of, the reasons for our behavior are clear, and
these motives do not need to be aroused
• Sometimes we are unaware of the reason why
a particular behavior was undertaken; our
motivation is unconscious

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Motivation: Intrinsic vs. Extrinsic

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 Latent and Manifest Motives
• Manifest Motives
– Motives that the person is aware of and willing to
express
• Latent Motives
– Motives that the person is unaware of or unwilling
to recognize
– Harder to identify
– Require projective techniques to identify

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Latent and Manifest Motives

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 Rational Vs. Emotional Motivation

• Rationality implies people select goals based on

totally objective
• Emotion implies the selection of goals according
to personal or subjective criteria, such as pride,
fear, affection or status

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 Learned or Unlearned Motivation

-Biological motives are programmed into our nature

-They are unlearned
-For instance no one had to teach you to be
interested in eating
-Social motives are learned as a result of living in
human society

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 Motivation and Personality

Self-Esteem

The degree to which people like or dislike themselves

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 Motivation For High Self Esteem Employees

High self esteem

Believe in themselves and expect success.

Take more risks and use unconventional approaches.

Are more satisfied with their jobs than Low SEs.

They depend mainly on self motivation.

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 Motivation For Low Self Esteem Employees
Low self esteem
• Are more susceptible to external influences.
• Depend on positive evaluations from others.
• Are more prone to conform than high SEs.
• External motivation is very important for them
to enhance their performance

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 Strategies For Employee Motivation
1. Positive reinforcement
2. Effective discipline and punishment
3. Treating people fairly
4. Satisfying employee needs
5. Setting work related goals
6. Base rewards on job performance (avoid discrimination)
7. Restructuring jobs
8. Listen, listen , listen to your people

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 Positive Reinforcement

The process by which people learn to perform

behaviors that lead to the presentation of
desired outcomes

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 Positive Reinforcement (Cont’d)

• A behavior is strengthened by the occurrence of

pleasant consequences.
– A manager gives a subordinate a difficult assignment to
save expenses.
– The employee exerts great effort and completes it on
time .
– The manager reviews the work & the employee is given
25 % of the savings as a bonus.

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 Effective Discipline And Punishment

The process of decreasing undesirable behavior by

following it with undesirable consequences which is
intended to decrease or eliminate the occurrence of that
undesirable behavior.
It may be triggered either to due the performance of an
undesirable act or the non performance of a desirable act
(disobedience).

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 Rules of Effective Punishment

• Punishment is an effective behavioral change strategy

when it is:
– Quick
– Intense
– Fair
– Focused
– Private
– Informative
– Not followed by rewards

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 Treating People Fairly

Equity Theory
The essence of equity theory is that employees
compare their efforts and rewards with those of
others in similar situations.
Assessing Equity
Individual’s outcomes / Individual’s own input =
relational partner’s outcomes / relational partner’s inputs

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 Change Procedures To Restore Equity

1. Changing inputs
2. Changing outcomes
3. Changing attitudes
4. Changing the reference person
5. Avoid discrimination: Rewarding employees based
on non job performance standards

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 Restructuring Jobs

• Job Rotation
– An approach to management development
– An individual is moved through a schedule of designed jobs to give
him or her a breadth of exposure to the entire operation.
• Job Enlargement
– The practice of giving employees more tasks to perform at the same
level of responsibility and skills
• Job Enrichment (Delegation)
– The practice of giving employees more tasks to perform
that require higher levels of responsibility and skills
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Main Motivation Theories
• Maslow's Needs Hierarchy Theory
• Theory X and Theory Y
• McClelland's Human Motivation Theory
• Herzberg’s Hygiene-Motivator (Two-
Factor) theory

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 Maslow’s Hierarchy Of Needs
• Maslow formulated a widely accepted theory of human
motivation based on a universal hierarchy of needs
• Holds that individuals seek to satisfy lower-level needs before
higher-level needs emerge
• The lowest level of chronically unsatisfied need serves to
motivate behavior
• When that need is satisfied, a new and higher need emerges,
and so on…

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Maslow’s Hierarchy Of Needs (Cont’d)

Self-Actualization
(Self-fulfillment)

Ego / self esteem

(Prestige, status, self esteem)

Social / Belongings
(affection, friendship, belonging)

Safety and Security Needs

(Protection, order, stability)

Physiological Needs
(Food, water, air, shelter, sex)

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 Theory X and Theory Y
Douglas McGregor proposed two distinct views of human beings:
one basically negative, labeled Theory X, and the other
basically positive, labeled Theory Y.
• Theory X
– The assumption that employees dislike work, are lazy,
dislike responsibility, and must be coerced to perform.
• Theory Y
– The assumption that employees like work, are creative,
seek responsibility, and exercise self-direction.

Poor management practices are the reason why people do not have a positive attitude

towards work
© 2012 Edge for Training and Consultancy 27
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 Main Motivation Theories
McClelland’s
Needs Hierarchy
Learned Needs
Theory Need for
Self-

Actualization Achievement

Need for
Esteem
Power

Need for
Belongingness
Affiliation

Safety

Physiological

© 2012 Edge for Training and

Consultancy 28
 McClelland’s Learned Needs
People with high need for achievement:
•Pursue goals that are challenging yet attainable
through hard work, ability and persistence
•Easy to be achieved goals offer no challenge and hold
no interest for them because success would not be
rewarding
People with low need for achievement
•They set low goals which anyone can attain
•They are motivated more by their fear of failure than
by their hope and expectation of success
© 2012 Edge for Training and Consultancy 29
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 McClelland’s Learned Needs
Implications for Management
• High need for achievement - High achievers should
be given challenging projects with reachable goals.
They should be provided frequent feedback.
• High need for power - Management should provide
power seekers the opportunity to manage others.
• High need for affiliation - Employees with a high
affiliation need perform best in a cooperative
environment.

© 2012 Edge for Training and Consultancy 30

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 Main Motivation Theories
Needs Hierarchy McClelland’s Motivator--Hygiene

Theory Learned Needs Theory

Self- Need for

Actualization Achievement
Motivators
Need for
Esteem
Power

Need for
Belongingness
Affiliation

Safety Hygienes

Physiological

© 2012 Edge for Training and

Consultancy 31
 Herzberg’s two-factor theory
• Motivators • Hygiene factors
 Achievement  Supervision
 Recognition  Working Conditions &
 Meaningful Work Environment
 Responsibility  Salary
 Growth & Advancement  Social Relationships with
Work Group
 Status and Security on Job

© 2012 Edge for Training and Consultancy 32

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 Motivation by using Flex-Time
Non-traditional work schedule practice which
allows full-time employees to choose
their individual starting and quitting times within
certain limits.
Flextime periods usually precede or follow a core
time during which all employees must be present.

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 10 Great Ways To Motivate Employees

1. Personally thank employees for doing a good job one on one, in

writing, or both. Do it timely, often, and sincerely.
2. Take the time to meet with and listen to employees—as much as
they need or want.
3. Provide employees with specific and frequent feedback about their
performance. Support them in improving performance.

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 Great Ways To Motivate Employees (Cont’d) 10

4. Recognize, reward, and promote high performers; deal with low and
marginal performers so that they improve or leave.
5. Provide information on how the company makes and loses money,
upcoming products, and services and strategies for competing.
Explain the employee’s role in the overall plan.
6. Involve employees in decisions, especially those decisions that
affect them. Involvement equals commitment

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 Great Ways To Motivate Employees (Cont’d) 10

7. Give employees a chance to grow and develop new skills;

encourage them to be their best. Show them how you can help
them meet their goals while achieving the organization’s goals.
Create a partnership with each employee.
8. Provide employees with a sense of ownership in their work and
their work environment. This ownership can be symbolic (e.g.,
business cards for all employees, whether they need them to do
their jobs or not).

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 Great Ways To Motivate Employees (Cont’d) 10

9. Strive to create a work environment that is open, trusting, and fun.

Encourage new ideas, suggestions, and initiative. Learn from, rather
than punish for, mistakes.
10. Celebrate successes—of the company, of the department, and of
individuals. Take time for team- and morale-building meetings and
activities. Be creative and fresh.

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 Conclusion

What lies behind us and what lies before us are tiny

matters compared to what lies within us

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