MOTIVATION

PRAGYAN PARAMITA DAS

ASST PROFESSOR,RCM,BBSR.
MOTIVATON-THE CONCEPT
 The word motivation is derived from the
word-”Motive” which means any idea, need,
emotion that prompts a man into action.
 Any behaviour of a man has a stimulus behind it.
Stimlus depend on the motive of the person
concerned.
 Motive is derived from the needs and desires.
 There is no universal theory that can explain the
factors influencing motives which controls man’s
behaviour. Generally different motives operates at
different times among different people and
influence their behaviour.
MOTIVATION-THE CONCEPT….
Need-Tensions-Efforts-Performance-

Goal & Incentives

Need satisfaction Rewards

THE CONCEPT…..
 Need is the starting point of motivation. An
unsatisfied need creates tension that
stimulates drives within an individual. These
drives generate a search behaviour to achieve
particular goal that satisfies the need an
dleads to reduction of tension. The action
taken by the individual will lead to reward
which satisfies the need and reduces tension.
 A/to-Rensis Likert-Motivation is the core of

management.
IMPORTANCE OF MOTIVATION

 To increase work efficiency

 To combine ability with willingness
 To reduce the rate of labour turnover
 To develop the leadership quality
 To account for an individual’s intensity,

direction, and persistence of effort toward

attaining a goal.
THEORIES OF MOTIVATION

Maslow’s Hierarchy of Needs Theory:

 The best-known theory of motivation is Abraham Maslow’s hierarchy of

needs .
 Maslow hypothesized that within every human being, there exists a
hierarchy of five needs:
 1. Physiological Needs -Includes hunger, thirst, shelter, and other bodily
needs.
 2. Safety Needs-Security and protection from physical and emotional
harm.
 3. Social Needs- Affection, belongingness, acceptance, and friendship.
 4. Esteem Needs-Internal factors such as self-respect, autonomy, and
achievement, and external factors such as status, recognition, and
attention.
 5. Self-actualization. Drive to become what we are capable of becoming;
 includes growth, achieving our potential, and self-fulfillment.charities, etc.
MASLOW’S THEORY…….
 When one need becomes substantially
satisfied, the next one becomes dominant. So
to motivate someone, according to Maslow,
we need to understand what level of the
hierarchy that person is currently on and
focus on satisfying needs at or above that
level.
MASLOW’S THEORY-
ORGANISATIONAL CONTEXT

 This model helps the managers to understand

and deal with issues of employee motivation at
the workplace. This model can be applied to
motivate people at all levels in the
organization.
 Managers who understand the need patterns
of their staff can help the employees to
engage in the kinds of work activities and
provide the types of work environment that
will satisfy their needs at work
MASLOW’S THEORY-
ORGANISATIONAL CONTEXT…..
 For instance, the employees love and belonging needs can
be fully satisfied by organizing yearly dinner , office week
end parties, creating recreation clubs or social clubs etc.

 The organisation has the potential to offer need

gratification for several different types of needs, and
mangers can motivate employees by giving appropriate
organizational support which will gratify individual’s needs.

 Thus, despite its drawbacks, Maslow’s theory offers

managers a good technique on understanding the motives
or needs of individuals and how to motivate organizational
members.
DIAGRAMMATIC REPRESENTATION OF
MASLOW’S THEORY
HERZBERG’S TWO-FACTOR THEORY OF
MOTIVATION
 Herzberg’s Two-Factor Theory is also called motivation-hygiene
theory. A theory that relates intrinsic factors to job satisfaction and
associates extrinsic factors with dissatisfaction.
 Hygiene Factors such as- company policy and administration,
 supervision, salary & wages, working condition, inter personal
relation with subordinates etc.
 Herzberg stated that improvement in the hygiene factors would
 only minimize dissatisfaction but not increase satisfaction and
motivation
 Motivating Factors such as-
 The presence of motivating factors always ensures job satisfaction
and happiness among the employees. They are: achievement,
recognition, responsibility, advancement, growth and the work itself.
These motivating factors are relating to the work content factors.
HERZBERG’S THEORY-ORGANISATIONAL
CONTEXT

 In Herzberg’s framework, these managerial reactions

have focused primarily on the hygiene factors
surrounding the job, which has resulted in bringing
individual to the theoretical “zero point” of motivation.
 The two-factor theory would predict that
improvements in motivation would only appear when
managerial action focused not only the factors
surrounding the job but on the increased levels of
challenge and opportunities for a sense of
achievement, advancement, growth and personal
development of employees.
ERG THEORY OF ALDERFER

 Alderfer proposed a modified version of

Maslow’s need hierarchy and labeled as ERG
theory.
 Alderfer’s ERG refers to three groups of core

needs –
 E-Existence,
 R-Relatedness
 G- Growth
ERG-THEORY…..
 Existence Needs:
 These needs are various forms of physiological needs, such as hunger,
thirst and shelter. In organizational settings, the need for pay,
benefits, and physical working conditions are included in this
category.
 This category is comparable to Maslow’s physiological and certain
safety needs.

 Relatedness Needs:
 These needs include interpersonal relationships with others in the
workplace.
 This type of needs in individuals depends on the process of sharing
and mutuality of feelings between others to attain satisfaction.
 This category is similar to Maslow’s safety, social and certain ego-
esteem needs.
ERG-THEORY…..
 Growth Needs:
 These needs involve a person’s efforts toward
personal growth on the job. Satisfaction of growth
needs results from an individual engaging in tasks
that not only require the person’s full use of his or
her capabilities, but also may require the
development of new capabilities. Maslow’s self-
actualization and certain of his ego esteem needs
are comparable to those growth needs.
ERG THEORY-ORGANISATIONAL
CONTEXT
 Alderfer has proposed two sets of views on individual’s
aspirations and fulfillment.
 Satisfaction-progression
 Frustration-regression.
 Satisfaction-progression is similar to Maslow’s model in
which once an individual’s basic needs are satisfied, he/she
will progress to the next level to satisfy the succeeding
higher level to have them satisfied.
 Alderfer proposed yet another view of individual’s
aspirations and fulfillment. If people eventually become
frustrated in trying to satisfy their needs at one level, their
next lower level needs will re-emerge and they will regress
to the lower level to satisfy more basic needs. This is called
as frustration-regression
ERG THEORY-ORGANISATIONAL CONTEXT

 For managers, ERG theory provides a more

workable approach to motivation in organization.
Because of the frustration-regression approach
component, it provides the manager with the
opportunity of directing employee behavior in a
constructive manner even though higher order
needs are temporarily frustrated.
 In summary, ERG theory argues that satisfied
lower-order needs lead to the desire to satisfy
higher-order needs; but multiple needs can be
operating as motivators at the same time and
frustration in attempting to satisfy a higher-level
need can result in regression to a lower level need
RELATION BETWEEN MASLOW & ERG THEORY
VROOM’S EXPECTANCY THEORY
 Canadian professor of psychology, Victor Vroom from
the Yale School of Management developed this theory.
He studied people’s motivation and concluded that, it
depends on three factors:
 Expectancy,
 Instrumentality
 Valence

Vroom used a formula to calculate the motivational force:

Motivational force = Expectancy x Instrumentality x
Valence
VROOM’S EXPECTANCY THEORY…..
 Expectancy:(Effort-Performance Probability):What employees expect
from their own efforts (expected outcome) and the relation to good
performance and outcomes (performance expectancy). Part of this
expectation is the level of difficulty he experiences, i. e. goal difficulty.

Organisational Context of Expectancy:

 An organisation can respond to that by finding out which factors can
motivate the employee to deliver his best possible performance. It’s
about the connection between performance and right sources of
motivation.
 Those factors can be facilities, training or support from a supervisor
who builds his employees’ confidence.
Vroom indicates that, in general, more effort leads to better
performance. Employees can be stimulated to make an effort by
offering them good rewards if they complete their task properly and
quickly.
VROOM’S EXPECTANCY THEORY…..

 Instrumentality (Performance-Reward Probablility) :

Each employee is an instrument that contributes to the
business results. It’s about the
employee’s performance ,being good enough to achieve
the desired outcome.
Organisational Context:
 An organisation can stimulate this by actually making

good on promises of additional rewards such as

bonuses or promotion.
 The employee has to believe that if he performs well,

appreciation will be shown for the results. Transparency

throughout the reward process is an important
condition for instrument
VROOM’S EXPECTANCY THEORY…..

Valence: (Reward Preference): It refers to the strength of an

individual’s preference for receiving a reward. The final result
that employees achieve is valued differently by each
individual. This value is based on their own basic needs.The
value attached to a goal or a reward is subjective as it varies
from person to person
Organisational Context:
It’s a good idea for an organisation to find out what an
individual employee values and what his personal needs are
like sources of motivation. One might value money, while
another values more days off.
VROOM’S EXPECTANCY THEORY…..

 Together, all the three factors form a

motivating force that makes the employee act
in a certain way.
 The individual effort, performance and

motivation are always interconnected.

 To properly motivate employees, Vroom

emphasised that it’s essential that there is a

positive correlation between effort and
performance.
VROOM’S THEORY- ORGANISATIONAL
CONTEXT
 According to Vroom’s theory, organisation can
expect employees will increase their efforts at work
when the reward has more personal value to them.
 They’ll be more aware of the fact that there is a link
between their effort and the results. It means that
both the organisation and the employee have to be
aware of the following three processes:
 Increased efforts will improve work performance
 Increased performance will lead to bigger rewards
 The offered reward will be appreciated by the
employee
PORTER-LAWLER MODEL
 This theory is an improvement over Vroom’s expectancy
theory.
 It is based on four assumptions about the behaviour of
employees in organisation:

 1.Behaviour is determined by a combination of factors in

the individual and in the environment.
 2.Individuals/employees make conscious decisions about
their behaviour in organisations
 3.Individuals have different needs, desires and goals
 4.Individuals decide between alternate behaviours on the
basis of their expectations that a given behaviour would
lead to a desired outcome.
PORTER-LAWLER MODEL’S STUDY ON
MANAGERS
 Porter and Lawler applied the theory on
managers to study the behaviour of
managers. Their study concluded that-
 A complex relationship exist btn job attitude

and job performance.

 There exist a strong correlation btn job-

satisfaction and job- performance.

ELEMENTS OF PORTER-LAWLER MODEL

 Effort: The amount of energy exerted by a person

on the job.
 Value of reward/ Valence: Outcome of a particular
behaviour.
 Effort-Reward Probability: Probabilty that different
rewards depend upon different degrees of efforts.
 Performance: Efforts lead to performance.
 Rewards: Performance leads to two types rewards:
Intrinsic rewards and Extrinsic rewards.
ELEMENTS OF PORTER-LAWLER MODEL …..

Intrinsic rewards: Sense of self actualisation

Extrinsic Rewards: Working conditions, status
satisfaction:T he extent to which actual rewards
meet perceived rewards.

Manager’s Steps to motivate Employees:

 Determine the reward valued by each individual

 Determine the desired performance

 Make the performance level attainable

 Link rewards to performance.

EQUITY THEORY
 Given by J.S.Adams.
 A/to this theory two variables are important;
 Input & Outcomes
 Depending on the input the employees invest, outcomes
or rewards he receives from the organisation.
 Employees compare their input-outcome ratios with his
colleagues.
 Such comparison enables him to conclude that ratios of
his input and outcome is balanced with his colleagues
and it gives him positive feelings of equity, fairness and
justice.
 If not balanced, a feeling of inequity is generated which
leads to dissatisfaction and conflict.
RATIO OF COMPARISON OF EQUITY THEORY

Person’s Outcomes Other’s Outcomes

Person’s Inputs = Other’s Inputs

When employee feels the ratio is balanced he/she

feels motivated. If not balanced, he feels he is
underpaid as comparison to others.
If he is paid significantly higher then others,
he/she feels over rewarded which may lead to
the feeling of either guilt, anxiety or a sense of
imbalance or uncomfort.
 MANAGER’S ROLE IN EQUITY THEORY

 Perceived equity can be achieved and any

imbalance can be checked by following steps:
 Changing Inputs
 Changing Outcomes
 Explaining/ Counselling the comparing

person (if the person has some wrong

perceptions)
 Making equity payment a company policy

allowing no biasness or change in the policy.

 All these theories helps managers &
organization to set up a good work
environment, enhancing motivation among
employees and changing organizational
policies if required to develop working
condition in a better way.
THE END