Motivation Process and Theories

Needs ---------Drives--------Incentives
Deficiency----Action---------------goal
 Definition of Motivation
The processes that account for an
individual’s intensity, direction, and persistence of
effort toward attaining a goal.
Components of Motivation:
1. Intensity– How hard a person tries?
2. Direction– Effort directed and consistent with,
organizational goals.
3. Persistence—How long a person can maintain
effort.
 2 Categories of Motivation Theories
EARLY THEORIES CONTEMPORARY THEORIES
Needs Hierarchy theory Cognitive Evaluation Theory

Theory X and Theory Y Goal-Setting Theory

Hygiene-motivation/ two factor theory Self-Efficacy Theory

McClelland’s Theory of Needs Reinforcement Theory

Equity Theory
Expectancy Theory
 Early Theories of Motivation
Hierarchy of Needs Theory: (Abraham Maslow)
Five needs:
1. Physiological– Hunger, thirst, shelter, and other bodily needs.

2. Safety—Security and protection from physical and emotional harm.

3. Social– Affection, belongingness, acceptance, and friendship.

4. Esteem— internal factors--Self-respect, autonomy, achievement.

External factors—status, recognition, and attention.

5. Self-actualization—drive to become one is capable of becoming–

growth, achieving one’s potential and self-fulfillment.
A hierarchy of Five Needs-

Self-actualization
Esteem
Social
Safety
Physiological
 Theory X and 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 can
exercise self-direction.
 TWO-FACTOR THEORY
A theory that relates extrinsic factors to job
satisfaction and associates intrinsic factors with
dissatisfaction. Also called motivation-hygiene
theory.
extrinsic Factors:
Company policy and administration,
Relationship with supervisor, Working conditions,
Salary, Relationship with peers, Personal Life,
Relationship with subordinates, status, Security.
 Two-factors
intrinsic factors:
I. Growth,
II. Advancement,
III. Responsibility,
IV. Work itself,
V. Recognition,
VI. Achievement.
 McClelland’s theory of Needs
A theory which states that achievement, power, and
affiliation are three important needs that help explain
motivation:
Need for Achievement (nAch)—the drive to excel, to
achieve in relationship to a set of standards, and to strive to
succeed.
Need for Power (nPow)– The need to make others behave
in a way in which they would not have behaved otherwise.
Need for Affiliation (nAff)– The desire for friendly and close
interpersonal relationship.
 Contemporary Theories of Motivation
The following theories are considered as the
contemporary (recently developed or representing
current state of thinking in explaining employees
motivation) theories of motivation:
1. Cognitive Evaluation Theory.
2. Goal-Setting Theory.
3. Self-Efficacy Theory.
4. Reinforcement Theory.
5. Equity Theory.
6. Expectancy Theory
 Cognitive Evaluation Theory
A theory that states that allocating
extrinsic rewards for behavior that had been
previously intrinsically rewarding tends to
decrease the overall level of motivation.
Self-Concordance: the degree to which a
person’s reasons for pursuing a goal is consistent
with the person’s interests and core values.
 Goal-Setting Theory
A theory that says that specific and difficult
goals, with feedback, lead to higher
performance.

Management by Objective (MBO)– A program

that encompasses specific goals, participatively
set, for an explicit time period, with feedback on
goal progress. (implementation of the theory)
 Overall organizational
XYZ Company
objective

Divisional Objectives
Cascading of objective
Consumer Products Division Industrial Products Division

Departmental Objectives Producti Sales Custome Marketin Research Develop-

on r Service g ment

Individual Objective =same = == == == == == === == === == =====

= == === == ===
 Self-Efficacy Theory
An individual’s belief that he or she is
capable of performing a particular task. (self-
confidence).
The higher your self-efficacy, more
confidence you have in your ability to succeed in
a task. In difficult situations, people with low
self-efficacy are more likely to lessen their effort
or give up altogether, while those with high self-
efficacy will try harder to master the challenge.
 Self-Efficacy Theory (continues)
How to increase your confidence?
Four Ways (Albert Bandura).
1. Enactive mastery– Gaining relevant experience. If you are
successful in past you have more confidence to do well in future.
2. Vicarious modeling– When you see other one doing that job,
you will become more confident. Example-your friend losses
weight, when you consider someone like you.
3. Verbal persuasion– when someone verbally convince you that
you ability to do well.
4. Arousal– leads to energized state, which drives the person to
complete the task. The person gets psyched up and perform
better.
 Reinforcement Theory of Motivation
A theory that says that behavior is a function of
its consequences.
CONTRADICTION:
---------The cognitive theory proposes that individual’s
purposes direct his actions.
--------- The behavior in environmentally caused there
no need to consider internal cognitive events– this
result of consequences or reactions we have in
different situations.
“Strictly speaking it is not theory of motivation”.
 Equity Theory of Motivation
A theory that says that individuals compare their
job inputs and outcomes with those of others and then
respond to eliminate any inequities.
FOUR COMPARISONS:
1. Self-inside– with in organization experiences
2. Self-outside–experiences of his previous
organization.
3. Other-inside– with other employees inside.
4. Other-outside– with other individual or group of
individuals outside of the organization.
 Equity– consequences of inequity
Six choices the employees have:
1. Change their inputs (exert less effort)
2. Change their outcomes (reduce productivity).
3. Distort perception of self – previously I work moderately
but now I am working a lot harder than everyone else.
4. Distort perceptions of others – my job is not desirable as it
was previously I thought.
5. Choose a different referent – I am not making as my
brother is doing but I am working better than my dad as
he was doing when in my age.
6. Leave the field (quit the job)
 Preposition– inequitable pay
A. Given payment by time, over rewarded employees will
produce more than well equitably paid.
B. Given payment by quantity of production, over rewarded
employees well produce fewer, but higher-quality, units
than well equitably paid employees.
C. Given payment by time, under rewarded employees will
produce less or poorer quality of output.
D. Given payment by quantity of production, under
rewarded employees will produce a large number of
low-quality units in comparison with equitable paid
employees.
Organizational Justice Theory of Motivation
Organizational Justice
An overall perception of what is fair in the workplace,
composed of distributive justice, procedural justice and
interactional justice

Distributive Justice – Procedural Justice – Interactional Justice

Perceived fairness of The perceived – The perceived
the amount and fairness of the degree to which an
allocation of rewards process used to individual is treated
among individuals. determine the with dignity,
distribution of concern, and
rewards. respect.
 Expectancy Theory of Motivation
A theory that says that the strength of a tendency to act in a
certain way depends on the strength of expectation that the act
will be followed by a given outcome and on the attractiveness of
that outcome to the individual.
The theory focuses on 3 relationships:
1. Effort-performance relationship. Effort leads to performance.
2. Performance-reward relationship. Attainment of desired
outcome or amount of reward.
3. Rewards-personal goals relationship. The degree to which
rewards satisfy the personal goals of employee and
attractiveness of potential rewards for individual.
 Expectancy Theory of Motivation
3 leading questions
1. If I give a maximum effort, will it be
recognized in my performance appraisal?
Yes/no will produce different effect.
2. If I get a good performance appraisal, will it
lead to organizational rewards? Yes/no will
produce different effect.
3. If I am rewarded, are the rewards ones that I
find personally attractive? Yes/no will
produce different effect.