Professional Documents
Culture Documents
Motivation
Motivation
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Defining Motivation
The result of the interaction between the individual
and the situation.
The processes that account for an individual’s
intensity, direction, and persistence of effort
toward attaining a goal – specifically, an
organizational goal.
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Lakshya
Tu chal
Milkha Singh
The Dilemma –
https://www.youtube.com/watch?v=2-4FViY
VmSU&t=401s
The team
The end -
https://www.youtube.com/watch?v=psgjh9jFy
Ms 4
External and Internal
Motivation
External motivation is short term.
Internal motivation is long term; it comes
from within and translates to self-
motivation.
Become internally driven, NOT externally
driven.
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Advantages of External
Motivation
Gets the job done quickly.
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Disadvantages of External
Motivation
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Early Theories of Motivation
These early theories may not be valid, but they
do form the basis for contemporary theories
and are still used by practicing managers.
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1. Maslow’s Hierarchy of
Needs
There is a hierarchy of five needs. As each need is substantially
satisfied, the next need becomes dominant.
Assumptions
Self-Actualization Individuals cannot
Higher Order Esteem
move to the next
higher level until all
Internal needs at the
Social current (lower)
level are satisfied
Lower Order Safety
Must move in
External Physiological hierarchical order
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2. McGregor’s Theory X and Theory Y
Company
Growth
Policies
Extrinsic and Intrinsic and
Related to Related to
Salary Responsibility
Dissatisfaction Satisfaction
Work
Achievement
Conditions
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4. McClelland’s Three Needs Theory
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Contemporary Theories of Motivation
1. Self-Determination Theory
2. Goal-Setting Theory
– Management by Objectives (MBO)
3. Self-Efficacy Theory
– Also known as Social Cognitive Theory or Social
Learning Theory
4. Reinforcement Theory
5. Equity Theory
6. Expectancy Theory
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1. Self-Determination Theory
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2. Goal-Setting Theory
(Deci and Ryan, 1985)
Basic Premise:
That specific and difficult goals, with self-generated feedback, lead
to higher performance
Principles of GST
1. Clarity: Goals must be clear and specific.
2. Challenge: Goals should be sufficiently challenging to keep
employees engaged and focused .
3. Commitment: Employees need to understand and support the
goal they are being assigned from the beginning.
4. Feedback: Regular feedback should be provided throughout the
goal-achieving process.
5. Task complexity: Goals should be broken down into smaller goals.
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Implementation of Goal-Setting:
Management by Objectives
MBO is a systematic way to utilize goal-setting.
Goals must be:
Tangible
Verifiable
Measurable
Corporate goals are broken down into smaller,
more specific goals at each level of organization.
Four common ingredients to MBO programs:
Goal specificity
Participative decision making
Explicit time period
Performance feedback
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3. Victor Vroom’s Expectancy Theory
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