Fed Ex
Fed Ex
Fed Ex
Motivation
Outline
Motivation and various Motivation Theories
Readings
Robbins & Coulter: Chapter 16
Class Notes 1
2
Motivation
Motivation. The process by which a person’s efforts are energized, directed, and
sustained toward attaining a Goal
Self-
Actualisation Self-fulfillment, growth, learning
Internal: Self-respect, accomplishment, autonomy
Esteem
External: Attention, appreciation, status, recognition
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3
“Theory X & Theory Y” (1960) by McGregor
Managers hold either of the following two perceptions on their
employees:
• Theory X employees are incapable, responsibility avoiding, and
work avoiding, whenever possible. They need heightened
supervision, external rewards, and penalties
• Theory Y employees are motivated, willing to work without
supervision and are achievers. They need to be consulted,
delegated, and supported
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“Two Factors Theory” (1968) by Herzberg
In a work place, separate set of HYGIENE and MOTIVATION factors affect
employees’ Satisfaction and Motivation
• HYGIENE factors: Status, job security, salary, fringe benefits, work conditions, etc
• MOTIVATION factors: Intrinsic to work, rooted in responsibility, challenge, self-
actualization, professional growth, recognition, achievement, etc
2
Comparison of McGregor, Hertzberg, Maslow & 5
McClelland
6
“Goal-setting Theory” (1960) by Locke & Latham … 1/2
The proposition that specific Goals increase performance and that difficult Goals,
when accepted, result in higher performance than do easy Goals
• Goals can lead to Motivation
• Not all Goals provide a high level of Motivation
• To lead to a high level of Motivation, the Goals should follow 5 key principles:
1. Clarity. Goals be Clear & Specific Peak Performance at
Difficulty Level A
“Increase Sales” (not Clear)
“Increase Sales by 10% in the next quarter” (Clear)
Performance
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7
“Goal-setting Theory” (1960) by Locke & Latham … 2/2
− Feedback. Regular Feedback helps maintain momentum and keeps the Employee
on track towards the Goal
“I like the way you have done this”
“How about trying this strategy”
− Task Complexity. Tasks should not be so complex that the Employee does not
expect to achieve it (beyond the Employee’s Self-Efficacy; break a Complex task
into sub-tasks
“Increase Sales by 40% in the next year and do it 10% per quarter”
Self-Efficacy An individual’s belief that he or she is capable of performing a task
Goals
Achieved
Self Efficacy
8
“Reinforcement Theory” (1938) by Skinner
The theory that Behavior is a function of its Consequences
Reinforcers Those consequences that immediately follow a behavior, and increase/
decrease the probability that the behavior will be repeated
Rewards, Penalties, Appreciations, Condemnations, etc
Types of Reinforcers The Managers use the following Reinforces for controlling the
behaviour of the Employees:
Positive Reinforcement Giving a Positive response for Positive and required behaviour
Immediately praising an Employee for acting responsibly
Negative Reinforcement Rewarding an Employee by removing his Negative/
undesirable status for improved behaviour
Discontinuing suspension, restoring his rank, etc
Punishment Removing Positive consequences, ie applying Undesirable consequence
for showing Undesirable behaviour
Suspending an Employee for breaking the organizational rules
Extinction Absence of reinforcements, ie lowering the probability of undesired
behaviour by removing reward for that kind of behaviour; great care required
On not being appreciated, an Employee may feel he is not doing well
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9
“Equity Theory” (1963) by Adams
Weighted against one or
The theory that Employees compare their job’s Input- more Referrent Groups
Output (IO) ratios with that of relevant others and
then correct any Inequity
• Individuals are proportionally motivated by Equity
Inputs Outputs
(Fairness) and demotivated by lack of it
• Inequities in IO ratios lead to reactions; Negative Inequity • Effort • Recognition
→ lower productivity, reduced quality of output, • Loyalty • Reputation
• Hard work • Responsibility
increased absenteeism, or voluntary resignation; and vice • Commitment • Praise
versa • Skill • Stimulus
• Ability • Job security
Referrents The persons, systems, or selves against which • Adaptability • Sense of
• Flexibility achievement
individuals compare themselves to assess equity • Acceptance of • Sense of
Distributive Justice Perceived fairness of the amount and others advancement/
• Determination growth
allocation of Rewards among individuals • Enthusiasm
• Trust in
Procedural Justice Perceived fairness of the process used superiors
to determine the distribution of rewards • Support of
colleagues
• Personal
sacrifice
10
“Expectancy Theory” (1964) by Vroom
The theory that an individual tends to act in a certain way based on the
expectation that the act will be followed by a given Outcome and on the
attractiveness of that outcome to the individual. It includes three
variables or relationships – A, B & C:
Individual A Individual B Organisational C Individual
Effort Performance Rewards Goals
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Integrating Various Theories
• Motivation theories are mostly complementary; Expectancy Theory is the core, with a strong presence of
the Goals Setting theory in which the Goals direct Behaviour; both are affected by external factors
• Level of Individual Performance is determined not only by the
High
level of Individual Effort but also by the individual’s Ability to nAch
perform and by whether the Organization has a fair &
objective Performance Evaluation system
Equity
Performance Comparison
• Performance-Rewards linkage will be strong if the Evaluation
Individual perceives that Performance (rather Criteria
than some other criterion) is what is rewarded Equity
Theory
• Rewards-Goal linkage the Need Theories. Ability
Motivation would be high to the degree Expectancy
Theory
that the Rewards an individual received Individual Individual Organisational Individual
for his or her high Performance satisfied Effort Performance Rewards Goals
the Dominant Needs consistent with
Individual Goals Objective
Reinforcement
Performance
Theory
• High nAch’s motivation is personal Evaluation
System
Dominant
Needs
responsibility, feedback, and moderate risks. Reinforcement
With these available, he puts in the Effort to Needs
Theory
achieve his Goals. Performance appraisals,
Rewards, have now meaning for him
• Organization’s fair rewards system Reinforce Individual’s Goals
performance. Fair Rewards also help establish Equity Direct
which leads to good Individual Performance Behaviour