Motivation: Rahul R Lexman B A T C H: 7 A & 7 B Xime, Kochi

MOTIVATION
RAHUL R LEXMAN
BATCH: 7A & 7B
XIME,KOCHI
Motivation
 Motivation can be defined as the process of arousing and
sustaining goal-directed behavior.
 It is the force that determines the : Intensity,

Direction and Persistence of effort towards the
attainment of goals.
 Performance = Motivation * Ability * Opportunity to Perform

MOTIVATION:
What Motivates Employees?
MOTIVATING FACTORS IN WORK SETTINGS COULD BE:
 Salary/Benefits
 Involvement & Participation
 Development/Training
 Work Environment
 Co Employees
 Leadership
 Image Of The Company
 Work Life Balance
 Equity/Fairness
 Feedback
 Career Opportunities
9/17/2019
Motivation theories
Content Theories Process theories
 Focus on identifying  Emphasize on identifying

what are the causes for how and why are people
motivation and specific motivated and the reasons
behaviors. to chose to behave in a
chosen behavioral pattern.
Examples: Maslow’s Theory
of needs, Herzberg’s 2 factor Examples: Vroom’s
theory, McClelland theory of Expectancy theory, Adam’s
needs Equity Theory
1. Maslow’s Hierarchy of Needs
SA
Esteem
Social
Safety & Security
Physiological
2. Alderfer’s ERG Theory
SA
Growth
Esteem
Relatedness
Social
Safety & Security

Existence
Physiological
3. McGregor’s Theory : Theory X &Y
THEORY X:
Managers assume their
subordinates/employees to be:
 Naturally indolent
 Lack ambition, dislike responsibility,
and prefer to be led
 Inherently self-centered and
indifferent to organizational needs
 Naturally resistant to change
 Gullible, not bright, ready dupes
THEORY Y (Assumptions)
 Experiences in organizations result in passive
and resistant behaviors; they are not inherent
 Motivation, development potential, capacity for
assuming responsibility, readiness to direct
behavior toward organizational goals are
present in people
 Management’s task—arrange conditions and
operational methods so people can achieve their
own goals by directing efforts to organizational
goals
4. McClelland’s Need Theory:
Need for Achievement:
A manifest (easily perceived) need that
concerns individuals’ issues of
excellence, competition, challenging
goals, persistence, and overcoming
difficulties.
Need for Power:
A manifest (easily perceived) need that
concerns an individual’s need to make an
impact on others, influence others,
change people or events, and make a
difference in life.
Need for Affiliation:
A need that concerns an individual’s
need to establish and maintain warm,
close, intimate relationships with other
people.
Motivational Need Theories
Maslow Alderfer McClelland

Self-actualization Growth Need for
Higher Esteem Achievement
Order self Need for
Needs interpersonal Power
Belongingness
(social & love) Relatedness Need for
Affiliation
Lower Safety & Security

Order interpersonal
physical
Needs Existence
Physiological
5.Herzberg’s Two-Factor Theory
• Company policy & Motivation factors

administration increase job satisfaction
• Supervision
• Interpersonal relations
• Working conditions
• Achievement
• Salary
• Achievement recognition
• Status
• Work itself
• Security
• Responsibility
• Advancement
Hygiene factors avoid • Growth
job dissatisfaction
SOURCE: Adapted from Frederick Herzberg, The Managerial Choice: To be Efficient or to Be Human. (Salt Lake City: Olympus, 1982). Reprinted by permission.
6. Adams’s Theory of Inequity
Inequity - The situation in which a person perceives he or she is
receiving less than he or she is giving, or is giving less than he or
she is receiving
Person Comparison Other
Equity Outcomes = Outcomes

Inputs Inputs
Negative Outcomes < Outcomes
Inequity Inputs Inputs
Positive Outcomes > Outcomes

Inequity Inputs Inputs
Equity sensitive I prefer an equity ratio equal
to that of my comparison
other
I am comfortable with an
equity ratio less than that of
Benevolent my comparison other
I am comfortable with an
Entitled equity ratio greater than
that of my comparison other
Strategies for Resolution of Inequity
 Alter the person’s outcomes

 Alter the person’s inputs
 Alter the comparison other’s outputs
 Alter the comparison other’s inputs
 Change who is used as a comparison other
 Rationalize the inequity
 Leave the organizational situation
7.VICTOR VROOM’S Expectancy Theory
 Expectancy - belief that effort leads to

performance
 Instrumentality - belief that performance is

related to rewards
 Valence - value or importance placed on a

particular reward
M= E *I*V
Expectancy Model of Motivation
Effort
Effort Performance Reward
Perceived effort– Perceived Perceived

performance performance– value of reward
probability reward probability
“If I work hard, “What rewards “What rewards

will I get the job will I get when do I value?”
done?” the job is well done?”
Porter-Lawler Model
8.GOAL SETTING THEORY: Edwin Locke
The theory suggests that managers and subordinates

should set goals on a regular basis with an aim of helping
individuals to achieve the goals and to also tie rewards
directly based on goal achievement.
Characteristics of goals :
 S-Specific
 M-Measurable
 A-Achievable/Attainable
 R-Realistic
 T-Time bound
JOB SATISFACTION:
The extent of positive feelings or attitudes that individuals have
towards their jobs.
Job Characteristics Model (Hackman & Oldham)
According to this model, Job satisfaction of employees can be

achieved through focusing some of the job related factors
such as:
 TASK VARIETY
 TASK IDENTITY
 TASK SIGNIFICANCE
 FEEDBACK
 AUTONOMY
9/17/2019
Sources of Job Satisfaction
 Organizational Factors:
Wages/Salaries/Career development opportunities
 Work environmental Factors:

Supervisory style/Work group/Working conditions/Culture
 Factors related to the Work itself:

Job Content/Scope/Task variety and significance/Autonomy
 Personal Factors:
Personal Attributes-Personality, Attitude/Age/Tenure
8-21
MPS
 The core dimensions of the job characteristics model

(JCM) can be combined into a single predictive index called
the motivating potential score (MPS).
 Evidence supports the JCM concept that the presence of a set

of job characteristics does generate higher and more
satisfying job performance.
8-22
JOB REDESIGN
JOB ROTATION:
Shifting of jobs and tasks in a job environment having
routine jobs to avoid monotony and boredom
JOB ENLARGEMENT:
Increase in the number of tasks and scope of work in the same level.
Quantitative in nature. Also called as HORIZONTAL LOADING
JOB ENRICHMENT:
Deliberate upgrading of responsibility and challenges at work.
Qualitatative in nature. Also called as VERTICAL LOADING
9/17/2019
QUALITY OF WORK LIFE:
Degree to which work in an organization contributes to material and
psychological well being of its members.
 Top Management Support

 Job Security
 Job Design
 Flexible Work Schedules
 Participative Management
 Career Growth Opportunities
 Praise/Recognition
 Power/Authority
 Job Satisfaction
9/17/2019
MORALE:
Mental conditions that determine attitudes of individuals and groups
in a work setting
High Employee morale leads to:

 Commitment
 Involvement
 Higher productivity
 Greater Motivation
 Better Team work
Low Employee morale leads to:
 Grievances &Conflicts
 Frustration
 Decrease in productivity
THANK YOU

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MOTIVATION

 It is the force that determines the : Intensity,

 Performance = Motivation * Ability * Opportunity to Perform

MOTIVATING FACTORS IN WORK SETTINGS COULD BE:

Content Theories Process theories

 Focus on identifying  Emphasize on identifying

Safety & Security

Safety & Security

Maslow Alderfer McClelland

Lower Safety & Security

• Company policy & Motivation factors

Equity Outcomes = Outcomes

Positive Outcomes > Outcomes

 Alter the person’s outcomes

 Expectancy - belief that effort leads to

 Instrumentality - belief that performance is

 Valence - value or importance placed on a

Perceived effort– Perceived Perceived

“If I work hard, “What rewards “What rewards

The theory suggests that managers and subordinates

Job Characteristics Model (Hackman & Oldham)

According to this model, Job satisfaction of employees can be

 Work environmental Factors:

 Factors related to the Work itself:

 The core dimensions of the job characteristics model

 Evidence supports the JCM concept that the presence of a set

 Top Management Support

High Employee morale leads to:

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