Motivation

• What is Motivation?

• Motivation refers to the willingness of individual members to set and

accept challenging goals and to take responsibility, their involvement
in work, and their job satisfaction. It is a process that begins with a
physiological or psychological need or deficiency which triggers
behavior or a drive that is aimed at a goal or an incentive.
 Motivation
• MacLeod and Clarke (2009) argue that employee motivation is
significant to organizations because highly engaged and motivated
employees are the key to increased workplace performance and
employee job satisfaction. Workplace behavior is determined by
employee motivation. An individual’s performance is a result of their
level of motivation combined with their ability.
• Performance = function (ability × motivation)
 Importance of Motivation
• 1) Motivated employees are always looking for better ways to do a job: This
statement can apply to corporate strategies, and to production workers. When
people actively seek new ways of doing things, they usually find them. It is the
responsibility of managers to make employees look for better ways of doing their
jobs. An understanding of the nature of motivation is helpful in this context.
• 2) A motivated employee, generally, is more quality-oriented: This is true whether
we are talking about a top manager spending extra time on data gathering and
analysis for a report, or a clerk taking extra care when filing important
documents. In either case, the organization benefits, because individuals in and
outside the organization see the enterprise as quality conscious. A clear
understanding of the way motivation works, helps a manager make his employees
quality oriented.
 Importance of Motivation
• Highly motivated workers are more productive than apathetic workers: The
high productivity of Japanese workers and the fact that fewer workers are
needed to produce an automobile in Japan than elsewhere is well-known. 59
The high productivity of Japanese workers is attributable to many reasons,
Motivation but motivation is the main factor.
• Every organization requires human resources, in addition to financial and
physical resources for it to function: Three behavioral dimensions of human
resources are significant to the organization: (a) people must be attracted not
only to join the organization but also to remain in it; (b) people must perform
the tasks for which they are hired, and must do so in a dependable manner;
and (c) people must go beyond this dependable role performance and engage
in some form of creative, spontaneous, and innovative behavior at work
 Types of Motivation
• Intrinsic Motivation :
If a manager wants to get work done by his employees, he may either hold out a promise of
a reward for them for doing work in a better or improved way or instill fear into them to do
the desired work. In other words, he may utilize a positive or negative motivation. Both
these types are widely used by management. Positive motivation includes praise and credit
for work done, competition, pride, delegation of responsibility, appreciation, and pay.
Positive motivation leads to good team spirit, cooperation, and a feeling of happiness.
Negative motivation is based on force and fear. Fear causes people to act in a certain way
because they are afraid of the consequences if they don’t. Fear motivation is a “push”
mechanism. Imposition of punishment frequently results in frustration among those
punished and an unfavorable attitude to the job. Despite these demerits, negative
motivation has been used to achieve the desired behavior in some cases. There is no
management that has not used the negative motivation at some time or the other.
However, in recent years the trend has been toward the use of positive motivation
 Types of Motivation
• Extrinsic Motivation
Extrinsic motivation is concerned with external motivators which
employees enjoy — pay, promotion, status, fringe benefits, holidays,
retirement plans and health insurance schemes. By and large, these
motivators are associated with financial rewards. Intrinsic motivation,
on the other hand, is concerned with the feeling of having
accomplished something worthwhile, i.e., the satisfaction one gets
after doing one’s work well. Praise, responsibility, recognition, esteem,
power and status are examples of such motivation.
Theories of Motivation
 Maslow’s hierarchy of Needs

One of the often-cited theories of work motivation is Maslow’s

Hierarchy of Needs Theory. This motivational theory, developed by
Abraham H Maslow, says that humans have a hierarchy of needs and
they work their way up through these needs. As each need is satisfied,
they move on to the next.
 Maslow’s hierarchy of Needs
1.Physical: the lowest need is for the fundamental basics – food, clothing, and
shelter. These needs closely correlate to a person's salary.
2.Security: the need to feel safe. In the workplace, this could translate to a feeling
of job security and even simply needing to be in a safe work environment.
3.Social: the need to belong in a group. Humans are a social animal, they will
seek to form groups and want to feel like a valued member of that group.
4.Ego: to achieve recognition or status. Individuals will look to feed their ego or
boost their self-esteem by being successful in their job.
5.Self-actualization: once an individual has ticked all the other needs off, they
will move into a stage where they become more creative or growth-oriented
Maslow’s hierarchy of Needs
 McClelland's Three Needs Theory

• David McClelland's motivation theory of management suggests that each

person has three basic needs: the need for power, achievement, or affiliation.
In this employee motivation theory, McClelland says that a person's
particular need will have a significant impact on their behavior.
• Need for Power: this person is motivated by having a position of power or
control. They are typically strong leaders and are self-disciplined.
• Need for Achievement: this person is motivated by success or achieving
objectives. They thrive on challenging situations and typically set
themselves hard to reach goals and work to excel at them.
• Need for Affiliation: this person is at home in a group or collaborative
environment. They work well with others and seek out social interactions.
 Herzberg’s Motivation Theory

Herzberg’s Motivation Theory, which is also known as the Two-Factor

or Hygiene Theory is another one of the more renowned employees

motivation theories. It suggests that individuals have two categories of

needs when it comes to work – Hygiene and Motivators.

 Herzberg’s Motivation Theory

• Motivation factors: factors that are related to workplace satisfaction.

They cover intrinsic needs such as achievement, recognition, and
advancement. Motivation factors allow employees to be content in
their jobs and promote growth.
• Hygiene factors: factors that are not related to workplace satisfaction
but must be present in the workplace in order to prevent
dissatisfaction. Hygiene factors cover extrinsic needs such as pay
grade, workplace policy and relationships with their peers.
 Herzberg’s Motivation Theory

There is one key idea that one must keep in mind when using
Herzberg’s theory: intrinsic needs and extrinsic needs are distinct
things. An individual will not suddenly become satisfied with their job
if you suddenly change the environment or remove what is bothering
them. Similarly, an individual will not be suddenly satisfied with their
job if you make the work more enriching
 Pro Social behaviour

Prosocial behavior is the behavior that aims to help other people and is
strengthened by, among other things, parents' way of being educated or
by religion with strong norms that promote caring for others.

Prosocial behavior includes a wide range of actions such as helping,

sharing, comforting, and cooperating. The term itself originated during
the 1970s and was introduced by social scientists as an antonym for the
term antisocial behavior.
 Types of Pro-social behaviour
While prosocial behavior is often presented as a single, uniform
dimension, some research suggests that there are different types. These
types are distinguished based on why they are produced and include:
• Proactive: These are prosocial actions that serve self-benefitting
purposes.
• Reactive: These are actions that are performed in response to
individual needs.
• Altruistic: These include actions that are meant to help others without
any expectations of personal gain.
 Reasons - Pro Social
behaviour
Psychologists suggest that there are a number of reasons why people
engage in prosocial behavior.
Evolutionary influences: Evolutionary Psychologists often explain
prosocial behaviors in terms of the principles of natural selection. While
putting your own safety in danger makes it less likely that you will
survive to pass on your own genes, kin selection suggests that helping
members of your own genetic family makes it more likely that your kin
will survive and pass on genes to future generations. Researchers have
been able to produce some evidence that people are often more likely to
help those to whom they are closely related
 Prosocial behaviour
Personal benefits: Prosocial behaviors are often seen as being compelled
by a number of factors including egoistic reasons (doing things to improve
one's self-image), reciprocal benefits (doing something nice for someone so
that they may one day return the favor), and more altruistic reasons
(performing actions purely out of empathy for another individual).
Reciprocal behavior: The norm of reciprocity suggests that when people
do something helpful for someone else, that person feels compelled to help
out in return. This norm developed, evolutionary psychologists
suggest, because people who understood that helping others might lead to
reciprocal kindness were more likely to survive and reproduce.
 Prosocial behaviour
Socialization: In many cases, such behaviors are fostered during
childhood and adolescence as adults encourage children to share, act
kindly, and help others
 Factors affecting PSB

• Inborn natural tendency of human beings.

• Socialisation and cultural factors.
• Social responsibility, reciprocity & equity.
• Expected response and reaction of the receiver.
• Level of empathy in the individual indulging in PSB
• Presence of bystander