Chapter-5

Motivation
“Human beings are reciprocal. If you treat them
well, they’ll treat you well, and if you treat them
bad, they’ll treat you bad.”
-----------------------Karen Oman
 DEFINING MOTIVATION
• Work motivation is the set of internal and
external forces that cause an employee to
choose a course of action and engage in certain
behaviors.
• The three key elements of motivation are-
-Intensity
-Direction and
-Persistence
 Intensity- It describes how hard a person tries.

 Direction- High intensity is unlikely to lead to

favorable job-performance outcomes unless the
effort is channeled in a direction that benefits
the organization. Therefore, the quality of effort
as well as its intensity should be considered.

 Persistence- Finally motivation has a persistence

dimension. This measures how long a person
can maintain effort. Motivated employees stay
with a task long enough to achieve their goal.
 A MODEL OF MOTIVATION

Environment Opportunity

Needs and
Tension Effort Performance Rewards
drives

Goals and
Ability
incentives

Need satisfaction

Figure- A Model of Motivation

• A manager’s job is to identify employees’ drives
and needs and to channel their behavior, to
motivate them, toward task performance.
• Internal needs and drives create tensions that
are affected by one’s environment.
• Results occur when motivated employees are
provided with the opportunity (such as the
proper training) to perform and the resources
(such as the proper tools) to do so.
• When an employee is productive and the
organization takes note of it, rewards will be
distributed.
• If those rewards are appropriate in nature,
timing and distribution, the employee’s
original needs and drives are satisfied.
• At that time, new needs may emerge and the
cycle will begin again.
 MOTIVATIONL DRIVES
• The study of David C. McClelland revealed that
people’s motivational drives reflect elements of
the culture in which they grow up- their family,
school, and books.

• McClelland’s research focused on the drives for-

-Achievement
-Affiliation and
-Power
  Achievement motivation
• A drive to accomplish objectives and get ahead.
• Achievement-oriented employees work harder
when they perceive that they will receive
personal credit for their efforts.
• They take responsibility for their actions and
results, control their destiny, seek feedback and
enjoy being part of a winning achievement.
• As managers, they tend to expect that their
employees will also be oriented toward
achievement.
  Affiliation motivation

• A drive to relate to people on a social basis.

• People with affiliation motives work better when
they are complimented for their favorable
attitudes and cooperation.
• They tend to select friends and likable people to
surround them.
• They receive inner satisfactions from being with
friends.
  Power motivation
• A drive to influence people, take control, and
change situations.
• Power-motivated people make excellent managers
if their drives are for institutional power instead of
personal power.
• Institutional power is the need to influence others’
behavior for the good of the whole organization.
• If an employee’s drive are toward personal power,
that person tends to lose the trust and respect of
employees and colleagues and be an unsuccessful
organizational leader.
 HUMAN NEEDS
• Basic physical needs (Primary needs)
-food
-water
-sleep
-air etc.
• Social and psychological needs (Secondary needs)
-self-esteem
-sense of duty
-competitiveness
-belonging and receiving affection
 Maslow’s Hierarchy of needs
Lower-order needs (Primary)-

 Basic survival and include physiological needs

for food, air, water, and sleep.
 Safety (freedom from a dangerous work
environment) and economic security
(comfortable retirement plan)
Higher-order needs (Secondary)-
 Love, belonging and social involvement
(friendship and compatible associates)
 Esteem and status (one’s feelings of self-worth
and of competence)
 Self-actualization (one is capable of becoming,
using one’s skills to the fullest, and stretching
talents to the maximum)
Interpreting the hierarchy of needs-
• Employees are more enthusiastically motivated
by what they are currently seeking than by
receiving more of what they already have.
• Today’s managers need to-
-identify and accept employee needs
-recognize that needs differ among employees
-offer satisfaction for the particular needs
currently unmet
-realize that giving more of the same reward may
have a diminishing impact on motivation
 Herzberg’s two-factor model
Maintenance and motivational factors
• The presence of hygiene factors brings
employees only to a neutral state. The factors
are not strongly motivating and they are called
maintenance factors.
• The absence of motivational factors is strongly
dissatisfying and these factors are called
motivators or satisfiers.
High negative Neutral High
positive
feelings
feelings
(Absence) Maintenance factors (Presence)

(Absence) Motivational factors (Presence)

Job content and context
• Motivational factors (employee’s performance
and the personal recognition and growth) are
mostly job-centered; they relate to job content.
• Maintenance factors are mainly related to job
context, because they are more related to the
environment surrounding the job.
• It shows employees are motivated primarily by
what they do for themselves.
Intrinsic and extrinsic motivators
• Intrinsic motivators- These are internal rewards
that a person feels when performing a job.
Intrinsic factors such as advancement,
recognition, responsibility and achievement.

• Extrinsic motivators- These are external rewards

that occur apart from the nature of work. These
may include supervision, pay, company policies,
retirement plans, working conditions.
 Alderfer’s E-R-G model
• Existence needs- which combine physiological
and security factors.

• Relatedness needs- these involve being

understood and accepted by people above,
below, and around the employee at work and
away from it.

• Growth needs- these involve the desire for

both self-esteem and self-actualization.
  The expectancy model

• Developed by Victor H. Vroom

• Motivation is a product of three factors

Valence X Expectancy X Instrumentality= Motivation

Valence (how much one wants a reward)

• Valence refers to the strength of a person’s
preference for receiving a reward.
• It may be positive as well as negative
• When a person prefers not attaining an
outcome, valence is a negative figure.
• If a person is indifferent to an outcome, the
valence is 0.
• The total range is from -1 to +1

Strong Indifference Strong

avoidance
preference
-1 0 +1
Expectancy (performance probability)
• It means one’s estimate of the probability that
effort will result in successful performance.
• Its value range from 0 to 1.

Low probability High Probability

0 +1
Instrumentality
• It represents the employee’s belief that a
reward will be received once the task is
accomplished.
• Its value range from 0 to 1.

Low probability High Probability

0 +1
 Indivi Organ
Indivi dual izatio Pers
dual perfor nal onal
effort manc rewar goals
e ds
1. Effort-performance relationship
2. Performance-reward relationship
3. Rewards-personal goals relationship

*IfI give a maximum effort, will it be recognized in my

performance appraisal?
**If I get a good performance appraisal, will it lead to
organizational reward?
***If I am rewarded, are the rewards attractive to me?
 The equity model
• J. Stacy Adam’s equity model theory states
that employees tend to judge fairness by
comparing the outcomes they receive with
their relevant inputs and also by comparing
this ratio with the ratios of other people.
Inputs Outcomes
-job effort -Actual pay and benefit
-education -Social rewards
-seniority -Psychological rewards
-performance
One’s own outcomes Other’s
outcomes
=
One’s own inputs Other’s inputs
Five key parts-
1. People hold beliefs about their inputs and
outcomes.
2. People compare themselves to a referent other.
3. People form beliefs about other’s inputs and
outcomes.
4. People compare their input/outcome ratio with
other’s input/outcome ratios.
5. Perception of inequity motivate behavior to
restore equity.
Possible reactions-
1. overpayment/overreward
2. Underpayment/underreward
3. Equitable payment
 Type of inequity Possible overreward Possible underreward
reactions reactions reactions

Internal, Physical Work harder Lower productivity

Internal, Psychological Discount the reward Inflate value of the

reward

External, Physical Encourage the referent Bargain for more;

person to obtain more possibly quit

External, Psychological Change the referent Change the referent

person person