MOTIVATION

Unit-6
Concept of Motivation
• Motivation is the psychological process of creating willingness to
work and cooperate for the achievement of organizational goals.
• Motivation encourages employees in different ways like working
harder, showing positive attitude towards the job and organization and
show the self directed behavior to attain goals. 
Work Motivation Theories
Slideshare.com
A. Content theories of Motivation: They explain the dynamics of human needs, such as
why people have different needs at different times.
• Maslow’s Hierarchy of Need Theory
• Herzberg’s Two-Factor Theory
• Alderfer’s ERG Theory
• McClelland’s Theory
• McGregor’s Theory X and Theory Y
B. Process theories of Motivation: These theories describe the process through which
needs are translated into behavior.
• Adam’s Equity Theory
• Victor Vroom’s Expectancy Theory
• Locker’s goal setting theory
1. Maslow’s hierarchy need theory
 
Herzberg’s Two-Factor Theory of Motivation

• In 1959, Frederick Herzberg, a behavioural scientist proposed a two-factor theory or the

motivator-hygiene theory. According to Herzberg, there are some job factors that result in
satisfaction while there are other job factors that prevent dissatisfaction.
Herzberg classified these job factors into two categories-
a) Hygiene factors- Hygiene factors are those job factors which are essential for existence
to prevent disatisfaction. These do not lead to positive satisfaction for long-term. But if
these factors are absent / if these factors are non-existant at workplace, then they lead to
dissatisfaction. For e.g.: Pay, Fringe benefits, Physical working conditions, job security
etc.
b) Motivational factors- According to Herzberg, the hygiene factors cannot be regarded as
motivators. The motivational factors yield positive satisfaction. These factors are
inherent to work. These factors motivate the employees for a superior performance. For
e.g.: Recognition, Sense of achievement, Growth and promotional opportunities etc.
3. Alderfer’s ERG Theory
He re-categorized Maslow’s hierarchy of needs into three simpler and
broader classes of needs:
• Existence needs- These include need for basic material necessities. In short,
it includes an individual’s physiological and physical safety needs.
• Relatedness needs- These include the aspiration individual’s have for
maintaining significant interpersonal relationships (be it with family, peers or
superiors), getting public fame and recognition. Maslow’s social needs and
external component of esteem needs fall under this class of need.
• Growth needs- These include need for self-development and personal growth
and advancement. Maslow’s self-actualization needs and intrinsic component
of esteem needs fall under this category of need.
4. McClellands Theory of Needs

David McClelland and his associates proposed McClelland’s theory of Needs

/ Achievement Motivation Theory. This theory states that human behaviour is
affected by three needs - Need for Power, Achievement and Affiliation.
• Need for achievement is the urge to excel, to accomplish in relation to a set of
standards, to struggle to achieve success.
• Need for power is the desire to influence other individual’s behaviour as per
your wish. In other words, it is the desire to have control over others and to be
influential.
• Need for affiliation is a need for open and sociable interpersonal
relationships. In other words, it is a desire for relationship based on co-
operation and mutual understanding.
Theory X and Theory Y
In 1960, Douglas McGregor formulated Theory X and Theory Y suggesting two aspects of human
behaviour at work: one of which is negative, called as Theory X and the other is positive, so called
as Theory Y. According to McGregor, the perception of managers on the nature of individuals is
based on various assumptions.
Assumptions of Theory X
• An average employee naturally does not like work and tries to escape it whenever possible.
• Since the employee does not want to work, he must be persuaded, compelled, or warned with
punishment so as to achieve organizational goals. A close supervision is required on part of
managers. The managers adopt a more autocratic style.
• Many employees rank job security on top, and they have little or no aspiration/ ambition.
• Employees generally dislike responsibilities.
• Employees resist change.
• An average employee needs formal direction.
Theory X and Theory Y
Assumptions of Theory Y
• Employees can perceive their job as relaxing and normal. They exercise their
physical and mental efforts in an inherent manner in their jobs.
• Employees can use self-direction and self-control if they are dedicated and sincere
to achieve the organizational objectives.
• If the job is rewarding and satisfying, then it will result in employees’ loyalty and
commitment to organization.
• An average employee can learn to admit and recognize the responsibility.
• The employees have skills and capabilities. Their logical capabilities should be
fully utilized. In other words, the creativity, resourcefulness and innovative
potentiality of the employees can be utilized to solve organizational problems.
 Vroom's expectancy theory
Vroom realized that an employee's performance is based on
individuals factors such as personality, skills, knowledge, experience
and abilities. The theory suggests that although individuals may have
different sets of goals, they can be motivated if they believe that:
• There is a positive correlation between efforts and performance,
• Favorable performance will result in a desirable reward,
• The reward will satisfy an important need,
Motivation= V *E*I (Valence, Expectancy, and Instrumentality)
Vroom's expectancy theory

The theory is based upon the following beliefs:

• Valence
Valence refers to the emotional orientations people hold with respect to
outcomes [rewards]. The depth of the want of an employee for extrinsic
[money, promotion, time-off, benefits] or intrinsic [satisfaction] rewards).
Management must discover what employees value.
•  Expectancy
Employees have different expectations and levels of confidence about what
they are capable of doing. Management must discover what resources, training,
or supervision employees expects or need.
Vroom's expectancy theory

• Instrumentality
The perception of employees as to whether they will actually get what
they desire even if it has been promised by a manager. Management
must ensure that promises of rewards are fulfilled and that employees
are aware of that.
Equity Theory
• As per this motivation theory, an individual’s motivation level is
connected to his perception of equity, fairness and justice practiced
by the management. Higher is individual’s perception of fairness,
greater is the motivation level and vice versa. While evaluating
fairness, employee compares the job input (in terms of contribution)
to outcome (in terms of compensation) and also compares the same
with that of another peer of equal cadre/category. D/I ratio (output-
input ratio) is used to make such a comparison.
EQUITY THEORY
Ratio Comparison Perception
O/I a < O/I b Under-rewarded (Equity Tension)
O/I a = O/I b Equity
O/I a > O/I b Over-rewarded (Equity Tension)
Goal setting theory of Motivation
• In 1960’s, Edwin Locke put forward the Goal-setting theory of
motivation. This theory states that goal setting is essentially linked to
task performance. It states that specific and challenging goals along
with appropriate feedback contribute to higher and better task
performance.
• In simple words, goals indicate and give direction to an employee
about what needs to be done and how much efforts are required to be
put in.
Goal setting theory of Motivation
Goal setting theory has certain eventualities such as:
• Self-efficiency- Self-efficiency is the individual’s self-confidence and faith that
he has potential of performing the task. Higher the level of self-efficiency,
greater will be the efforts put in by the individual when they face challenging
tasks. While, lower the level of self-efficiency, less will be the efforts put in by
the individual or he might even quit while meeting challenges.
• Goal commitment- Goal setting theory assumes that the individual is committed
to the goal and will not leave the goal. The goal commitment is dependent on the
following factors:
• Goals are made open, known and broadcasted.
• Goals should be set-self by individual rather than designated.
• Individual’s set goals should be consistent with the organizational goals and vision.
Motivation and Job performance
• The level of performance of an employee is a function of his abilities,
motivation and opportunity to do. The relationship can be stated as
follows.
P = f (A + M + OD)
• Where P= Performance, f= function, A= ability, M= motivation, and
OD = Opportunity to do.
• To reach high level of performance, an employee must want to do the
job (motivation), must be able to do the job (ability), and must have
the materials, resources, and equipment to do the job.
Concept of Frustration
• Frustration in simple term refers to a feeling of annoyance (displeasure) that occur
when something does not go as per the plan. Frustration is an emotion that occurs
in situations where a person is blocked from reaching a desired outcome. In
general, whenever we reach one of our goals, we feel pleased and whenever we
are prevented from reaching our goals, we may succumb to frustration and feel
irritable, annoyed and angry. Typically, the more important the goal, the greater
the frustration and resultant anger or loss of confidence.
Causes of Frustration
• Environment: The workplace environment and natural environment both may
frustrate the employees. For example, there may be break down in machinery, no
canteen facilities, a wet rainy day or a hot sunny day may prevent the employees
to perform their duties efficiently.
• Co-workers: Co-workers may be a major source of frustration. They may place
barriers in the way of goal attainment by delaying work, withholding work inputs,
poor presentation of work, affecting its quality, etc.
• Employee Himself: The employee himself is rarely recognized as a source of
frustration. The employee may set higher goals than his abilities.
• Management: Management may act as the source of frustration; they may block
the promotion of an employee due to change in organization’s promotional
policies.
Meaning of Job Satisfaction
• Job satisfaction can be defined as an employee’s attitude towards the
job. It is not same as motivation; rather it is concerned with the
attitude and internal state of an individual regarding a particular job.
It could, for example, be associated with a personal feeling of
achievement, and hence, shaped or determined by pay, supervisory
style, and age factors. If the existing job fails to provide psychological
or physiological need of an individual, satisfaction from the job might
be low.
Factors influencing Job Satisfaction
• a) Pay: Salary and wages play the most important role as a determinant of level of job
satisfaction. It is the primary determinant, especially when it is perceived fair and
equitable compared to others and relative to employees own effort and contributions.
It is also considered a symbol of achievement and a means to satisfy ego needs.
• b) Work itself: Work itself plays a major role in determining the level of job
satisfaction. Satisfaction is determined to the extent to which the job provides an
employee with interesting tasks, learning opportunities, higher responsibility, task
variety etc.
• c) Promotions: It is a higher source of Job satisfaction for executives than lower level
employees. Unlike above two factors it has moderate impact on job satisfaction.
Promotion is generally associated with high salary, less supervision, more challenging
work, increased responsibilities, and more freedom and so on.
Factors influencing Job Satisfaction
• d) Supervision: Another moderately important source of job satisfaction is supervision.
Subordinate oriented and participation oriented supervision style promotes high job
satisfaction among employees as against autocratic or task centered style.
• e) Work group: Technically capable and socially supportive work group also help to increase
the level of job satisfaction. It serves as a social, moral and emotional support system for
employees. It is also a moderate determinant of job satisfaction like promotion and
supervision. In many cases people join or leave the job because of this factor.
• f) Working Conditions: Because employees spend so much time in their work environment
each week, it's important for companies to try to optimize working conditions. Such things
as providing spacious work areas rather than cramped ones, adequate lighting and
comfortable work stations contribute to favorable work conditions. Providing productivity
tools such as upgraded information technology to help employees accomplish tasks more
efficiently contributes to job satisfaction as well.
Importance of Motivation
• 1. Increased productivity: Motivation increases the productivity of the employees. It utilizes the
ability, potentiality and efficiency of the employees. Once the employees are motivated, they do the
work whole heartedly and ultimately increase the productivity of the employees and organization. 
• 2. Develops positive attitude: The motivated employees always develop positive attitude towards
the organization and this brings good result. Therefore, to develop positive attitude towards the
organization, the organization must do the activities which can motivate the employees. The de-
motivated employees develop negative attitude towards the organization and they are not actively
involved in realizing the organizational goal. So, to develop positive attitude motivation is a must.
• 3. Utilizes the resources:
• Motivation helps in utilizing the resources. The motivated employees never let the resources go for
wastage. They utilize the resources in optimum. They always work hard for the betterment of the
organizational development and try to give maximum satisfaction from the minimum resources. 
Importance of Motivation
• 4. Stops absenteeism and turnover: When the employees are motivated, they are much
satisfied with the organization. Because of this, there is low absenteeism and turnover. They
stay in the organization for the longer time. When organizations do not do any activities for
motivation, then there is high turnover and absenteeism. The high absenteeism and turnover
create problems which do not help in realizing the goal of an organization.
• 5. Creates willingness: Motivation creates willingness amongst the employees to do the
work honestly. It creates willingness by giving different financial and non financial
incentives. In the hope of getting incentives the employees do the work effectively and
efficiently. So, to create willingness, employees must be motivated. 
• 6. Facilitates organizational change: Change is a must for organizational and personal
development. Through motivation one can bring change in the resistivity to change behavior
of the employees. This help in accepting the organizational change. Therefore, motivation is
important to accept the organizational change.