EHS302 OB2 Motivation

Motivation
UNIT-II
Organizational Behavior
Motivation
 Motivation is the processes that account for

an individual’s intensity, direction, and
persistence of effort toward attaining a
goal.
Theories of Motivation
 Hierarchy of Needs Theory

 Two Factor Theory
 Expectancy Theory
Hierarchy of Needs Theory
 The best known theory of motivation is Abraham
Maslow’s Hierarchy of Needs.
 Maslow’s Theory based on the Hierarchy of Human

Needs
 Under this theory, human needs fall into five

fundamental categories in a predictable order of
priorities.
Maslow’s
Hierarchy of 5.Self
Needs Actualiz
ation Strength
Needs of Needs
4.Esteem Needs
3.Social Needs
2.Safety Needs
1.Physiological Needs
Maslow’s Hierarchy of Needs: Physiological
Needs
 Physiological Needs are the basic needs for sustaining
human life.
 The need for food, shelter, water, clothes etc.
 These needs include:
 Food
 Shelter
 Clothing
 Air
 Water
 Rest
Organizational Behavior etc.,.
Maslow’s Hierarchy of Needs: Physiological
Needs
Maslow’s Hierarchy of Needs: Safety or Security
Needs
The need for physical security, financial
security and health
These needs include:
Psychological fear of loss of job
Security of job
Pension for old age
Insurance cover for life
Organizational BehaviorProperty
Maslow’s Hierarchy of Needs: Safety or Security
Needs
Maslow’s Hierarchy of Needs: Social Needs
The need for love and belonging
These needs include:
Friends
Relationships
Interaction with employees & superiors
Family
Affection
Maslow’s Hierarchy of Needs: Social Needs
Maslow’s Hierarchy of Needs: Esteem Needs
 The need for recognition from others and self esteem
 These needs include:
Self respect
Self confidence
Status
Reputation
Recognition
Appreciation
Achievement
Desire for success
Maslow’s Hierarchy of Needs: Esteem Needs
Maslow’s Hierarchy of Needs: self actualization
 The need to understand & reach one’s true potential
 It is the desire to become what one is capable of
becoming
 The needs include:
Personal growth
Self fulfilment
Morality
Creativity
Acceptance of facts
Lacks prejudice
Examples of how needs are met or satisfied in an
Need Level
organization
By receiving a minimal level of pay that enables a
Physiological Needs worker to buy food and clothing and have adequate
housing
By receiving job security, adequate medical benefits,
Security Needs
and safe working conditions
By having good relations with co-workers and
supervisors, being a member of a cohesive work
Social Needs
group and participating in social functions such as
company picnics and holiday parties
By receiving promotions at work and being
Esteem Needs
recognized for accomplishments on the job
Self Actualization By using one’s skills and abilities to the fullest and
Needs
Organizational Behavior striving to achieve all that one can on a job
Maslow’s Hierarchy of Needs
Two Factor Theory
 It is also called Herzberg Motivation-Hygiene
Theory
 Two factors are:

Job dissatisfaction
Job satisfaction
Two Factor Theory
Dissatisfaction
Less More
(Hygiene Factors)
Satisfaction
Less (Motivational More
Factors)
Two Factor Theory
 Dissatisfaction is the results of the hygiene
factors. These factors, if absent or inadequate,
cause dissatisfaction, but their presence has little
effect on long-term satisfaction.
 Satisfaction which is mostly affected by the

motivational factors. Motivation factors help
increase the satisfaction but aren’t that affective
on dissatisfaction.
Two Factor Theory
• Hygiene Factors • Motivational
Factors
 Salary and Benefits  Achievement
 Company Policies and  Recognition
Administration
 Relationships with co-  Responsibility
workers
 Working Environment  Promotion
 Job Security  Growth
 Fringe Benefits
 Work Itself
Two Factor Theory
Employees Employees not

Employees
dissatisfied dissatisfied
Hygiene Motivationa satisfied and
and Factors and l Factors
motivated
unmotivated unmotivated
Job
Herzberg’s Two Job Satisfaction
Dissatisfaction
Factor Theory
Improving the
Influenced by motivator factors Influenced by
Hygiene Factors increases job Motivator
satisfaction Factors
 Salary & Benefits
 Working  Achievement
conditions
Improving the  Recognition
 Policies and Rules hygiene factors  Personal Growth
 Job Security decreases job  Responsibility
dissatisfaction
Expectancy Theory
 How expectancy theory relates to the work
environment?
 How expectancy theory relates to being a

manager?
Expectancy Theory
 The expectancy theory says that individuals have different set
of goals and can be motivated if they have certain
expectations.
 In other words, if people expect a positive and desirable

outcome, they will usually work hard to perform at the level
expected of them.
Expectancy Theory
 This theory is about choice, it explains the processes

that an individual undergoes to make choices.
 Expectancy theory is a motivation theory first
proposed by Victor Vroom
 Vroom realized that employee’s performance based
on individual factors, such as personality, skills,
knowledge, experience and abilities.
How does it differ from other motivational theories?
 Maslow and Herzberg concentrate on needs, but

Vroom focuses on outcomes.
 Whereas Maslow and Herzberg look at the
relationship between internal needs and the
resulting effort expended to fulfill them, Vroom
separates effort, which arises from,
motivation, performance, and outcomes.
Expectancy Theory
 Employees will be motivated to exert a high level

of effort when they believe it will lead to a good
performance appraisal, that a good appraisal

will lead to organizational rewards(outcome)
such as bonuses, salary increases, or promotions,
and that the rewards will satisfy the employees
personal goals.
Expectancy Theory
1 Individual 2 3
Individua Organization Personal
Performanc
l Effort al Rewards Goals
e
Expectancy Theory
 Therefore, the theory focuses on three relationships:
1. Effort-Performance Relationship: The probability perceived by the

individual that exerting a given amount of effort will lead to performance
2. Performance-Reward Relationship: The degree to which the individual

believes performing at a particular level will lead to the attainment of a
desired outcome
3. Rewards-Personal Goals Relationship: The degree to which

organizational rewards satisfy an individual’s personal goals or needs and
the attractiveness of those potential rewards for the individual.
Application of Motivation
Motivating by Job Design:

Job Characteristics Model
Alternate Work Arrangements
Employee Involvement
Rewarding Employees
Application of Motivation: Job Characteristics Model(JCM)
 Developed by J.Richard Hackman and Greg Oldham.

 Job Characteristics Model: A mode that proposes that
any job can be described in terms of five core job
dimensions.
1. Skill Variety
2. Task Identity
3. Task Significance
4. Autonomy
5. Feedback
Application of Motivation: Job Characteristics Model
Core Job Definition Example
Characteristi
cs
Skill Variety The degree to • Computer Science
which a job Engineer must be able to
requires a variety develop software and
of different expert in computer
activities. programming languages.
• The ability to develop and
interpret technical plans.
Characteristic
s
Task The degree to • Tailors will have high task

Identity which a job identity if they do
requires everything related to
completion of a making a suit ( Measuring
whole and the client, selecting the
identifiable piece fabric, cutting and sewing
of work, that is, it, and altering to fit )
doing a job from • Event Manager
beginning to end
with a viable
outcome.
Characteristi
cs
Task The degree to • Medical Researchers
Significance which a job has a working on a cure for a
substantial impact deadly disease probably
on the lives or recognize the importance
work of other of their work to the world
people at large.
Core DefinitionJob Characteristics
Job of Motivation:
Application Example Model
Characteristic
s
Autonomy The degree to • A furniture repair person
which a job may act highly
provides autonomously by freely
substantial scheduling his day’s work
freedom and and by freely deciding
discretion to the how to tackle each repair
individual in job confronted.
scheduling the
work and in
determining the
procedures to be
Organizational Behavior used in carrying it
out.
Characterist
ics
Feedback It refers to the • Telemarketing
extent to which the representatives regularly
job allows people receive information about
to have information how may calls they make
about the per day and the number
effectiveness of and values of the sales
their performance made.
How can jobs be Redesigned?
Job Redesign Techniques:
 Job Rotation: The periodic shifting of an
employee from one task to another.
 Job Enrichment: The vertical expansion of jobs,
which increases the degree to which the worker
controls the planning, execution, and evaluation
of the work.
 Job Enlargement: The horizontal expansion of
jobs, redesigning jobs by increasing the number of
tasks performed at same level.
Employee Job Standard Tasks: Drill Holes, Assemble Parts
Job Enlargement Job Enrichment(more

(more tasks at same responsibility to the
level of same number of tasks):
responsibility): Task 1: Drill Holes,
Tasks: Drill Assemble Parts
Holes, Task 2: Ordering
Assemble Parts, Material, Planning Work
Testing Parts Load
Application of Motivation: Alternate Work
Arrangements
These are likely to be especially important for a
employees caring for a sick or aging relative.
 Flextime
 Job Sharing
 Telecommuting
Application of Motivation: Alternate Work Arrangements
 Flextime, short for

Flexible Work Time
Some discretion over
when worker starts and
leaves.
Employees must work a
specific number of
hours per week but are
free to vary their hours
of work within certain
limits.
 Job Sharing
Two or more individuals split a traditional job.
It allows two or more individuals to split a
traditional 40 hour a week job (5 Working
First Person Second Person
Days).
8:00 a.m. to Noon 1:00 p.m. to 5:00 p.m.
Two Could Work Full but Alternate Days
 Telecommuting
 Working from home at least two days a week on a

computer that is linked to the employer’s office.
 For example: telemarketers, customer service
representatives, reservation agents (these people
spend the majority of their time on computers)
Application of Motivation: Employee Involvement
A participative process that uses the input of employees

and is intended to increase employee commitment to an
organization’s success.
 Engage workers in decisions that affect them and
increase their autonomy and control over their work
lives, they will become more motivated, more
committed to the organization, more productive and
more satisfied with their jobs.
Examples of Employee Involvement

Programs:
Participative Management
Representative Participation
Participative Management:
 Subordinates share a significant degree of decision-
making power with superiors
 Required conditions:
 Issues must be relevant
 Employees must have the competence and knowledge
to make useful contribution
 All parties must act in good faith
 Outcome: Only a modest influence on productivity,
motivation, and job satisfaction

Representative Participation:
Workers
 participate in organizational decision making through a small group
of representative employees.
The
 two most common forms are: Work Councils and Board Membership
Works
 Councils are groups of elected employees who must be consulted
when management make decisions about employees
Board
 representatives are employees who sit on a company’s board of
directors and represent employees interests.
Outcome:
 These groups dominated by management.
Application of Motivation: Using Rewards to Motivate Employees
Bases a portion of the pay on a given measure of performance

Piece-Rate Pay – workers are paid a fixed sum for each unit
of production completed
Merit-Based Pay – pay is based on individual performance
appraisal ratings
Bonuses – rewards employees for recent performance
Skill-Based Pay – pay is based on skills acquired instead of
job title or rank – doesn’t address the level of performance
Application of Motivation: Using Rewards to Motivate Employees
 Profit-Sharing Plans – It distributes compensation based on

some established formula designed around a company’s
profitability.
 Gainsharing – it is a formula based group incentive plan that
uses improvements in group productivity
 Employee Stock Ownership Plans (ESOPs) – plans in which
employees acquire stock, often at below-market prices
 Employee
Organizational Behavior Recognition Programs- Employee of the month

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EHS302 OB2 Motivation

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Motivation

 Motivation is the processes that account for

 Hierarchy of Needs Theory

 Maslow’s Theory based on the Hierarchy of Human

 Under this theory, human needs fall into five

 Two factors are:

 Satisfaction which is mostly affected by the

Employees Employees not

 How expectancy theory relates to being a

 The expectancy theory says that individuals have different set

of goals and can be motivated if they have certain

 In other words, if people expect a positive and desirable

 This theory is about choice, it explains the processes

 Maslow and Herzberg concentrate on needs, but

 Employees will be motivated to exert a high level

performance appraisal, that a good appraisal

1. Effort-Performance Relationship: The probability perceived by the

2. Performance-Reward Relationship: The degree to which the individual

3. Rewards-Personal Goals Relationship: The degree to which

Motivating by Job Design:

 Developed by J.Richard Hackman and Greg Oldham.

Task The degree to • Tailors will have high task

Job Enlargement Job Enrichment(more

 Flextime, short for

 Working from home at least two days a week on a

A participative process that uses the input of employees

Examples of Employee Involvement

motivation, and job satisfaction

Bases a portion of the pay on a given measure of performance

 Profit-Sharing Plans – It distributes compensation based on

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