Motivati Derives fro

word
m Latin

on mover
whic
h
s
e
mean
To
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Motivation is the vital link between knowing and doing,

thinking and action, between competence and performance.
What is Motivation ?
Motivation is a psychological feature that induces an
individual to act towards a desired goal.

It is the processes that account for

an individual’s intensity, direction,
and persistence of effort towards
attaining a goal.
Key
KeyElements
Elements
1.
1. Intensity:
Intensity:how
howhard
hardaaperson
person
tries
tries
2.
2. Direction:
Direction:toward
toward
beneficial/avoidance
beneficial/avoidancegoal
goal
3.
3. Persistence:
Persistence:how
howlong
longaaperson
person
 Definition
The act of stimulating someone or oneself to get a desired
course of action. Michael J. Juicus

Stephen P Robbins defines motivation as “the willingness to

exert high level of effort towards organizational
goals,conditioned by the effort’s ability to satisfy some
individual need”.
Importance of Motivation
• High Performance
• Productive use of resources
• Low employee turnover and absenteeism rate
• Better quality orientation
• Achievement of goals
• Development of friendly relationships
• Increase efficiency and outputs
TYPES OF MOTIVATION
•Extrinsic
Motivation.
1. Salary.
2. Bonuses/Perks.
3. Organized activities.
4. Promotion/Grades.
5. Punishment/Layoffs

•Intrinsic
Motivation:
1. Learning and Growth
opportunity.
2. Social contact and
status.
3. Curiosity
Types of Motivation

Intrinsical
ly
Motivated
.

Extrinsica
lly
Motivated
.
 THEORIES
OF
MOTIVATION
Theories of Motivation
 Maslow’s Hierarchy of Needs
In the 1940s, the psychologist Abraham Maslow argued that there were five
levels of need. He said that these were hierarchical and that lower-tier needs
had to be satisfied before higher ones. The five levels (starting with the
lowest) are: physiological, safety, social, self-esteem, and self-actualization.

While it's a useful starting point, Maslow's theory doesn't fully reflect the
complexity of human motivation. Using the Hierarchy of Needs, our
physiological need for food would have to be met before we felt the need for
social relationships. In reality, these needs are usually not independent: you
can experience a need to belong (social) while you are looking for challenging
work (esteem).
 ERG THEORY
The need overlaps (in Maslow’s theory) set psychologist Clayton Alderfer
on the road to developing a model to explain the "simultaneous" nature of
Maslow's five needs. He published the ERG Theory of Motivation in a
1969 article, "An Empirical Test of a New Theory of Human Need."

In it, Alderfer compressed Maslow's hierarchy of needs from five to three:

● Existence
● Relatedness
● Growth

(Hence "ERG" – Existence, Relatedness and Growth.)

 ERG THEORY
• At the most basic level, people have existence needs. These encompass
Maslow's physiological and safety needs
• Next, are relatedness needs, where we fulfill our need for satisfying
interpersonal relationships. This level relates to Maslow's social tier
and to the external part of self-esteem needs – we feel good about
ourselves based on what others think about us.
• Finally, we reach the growth level. Here, we are looking for personal
growth and development by doing high-quality and meaningful work.
This equates to the internal part of Maslow's self-esteem needs and to
his self-actualization category.
ERG theory has three key differences from Maslow's:

1. It suggests that people can be motivated by needs from more than one
level at the same time. There is not necessarily a strict progression from
one level to the next.
2. It acknowledges that the importance of the needs varies for each person
and as circumstances change. Some people might put a higher value on
growth than relationships at certain stages of their lives.
3. It has a "frustration-regression" element. This means that, if a person's
needs remain unsatisfied at one of the higher levels, he or she will
become frustrated and go back to pursuing lower level needs.
 Herzberg's Two-Factor Theory
In 1959, Frederick Herzberg, a behavioural scientist proposed a two-factor
theory or the motivator-hygiene theory. The motivational factor relates to the
factors of growth, and the hygiene factor relates to the factors of survival or
maintenance.

Herzberg found out that some factors are likely to be constantly correlated with
work satisfaction, and on the other hand, some factors are likely to be constantly
correlated with job dissatisfaction.

Factors related to job satisfaction are motivational factors and are intrinsic in
nature, and factors related to job dissatisfaction are hygiene factors and are
extrinsic in nature.
 Herzberg's Two-Factor Theory
1. Hygiene Factors
● People are not motivated by hygiene or maintenance factors; rather they
help to avoid dissatisfaction and sustain the status quo.
● These factors are incapable of generating positive outcomes but surely
restrain negative results to happen.
● If these factors go absent in the organization, then it can give rise to
dissatisfaction and sustain a zero level of motivation.
● Hygiene factors protect the performance and productivity of employees but
do not stimulate growth in them. As a result, these are also known as
‘dissatisfiers’. These factors are derived from the external environment and
conditions, so belong to the category of external factors.
Herzberg's Two-Factor Theory
2. Motivational Factors
These factors result in a favourable effect on effectiveness, production,
satisfaction and motivation. So, when it comes to motivating
employees, the focus is more on motivational factors.
● Herzberg also claimed that the motivational factors of today will
become the hygiene factors of tomorrow. The reason is that as soon
as a need is met, it no longer affects behaviour.
● Also, because the motivation of an individual is also affected by an
individual’s personal attributes, so what is hygiene for one
individual can be another person’s motivation.
Herzberg's Two-Factor Theory
Note:The presence of hygiene factors does not satisfy the
employees but the ‘absence of hygiene factors definitely
causes dissatisfaction’ among employees.
And the absence of motivational factors does not cause any
motivation among employees, but the ‘presence of
motivational factors presence ensures motivation and
satisfaction’.
 McClelland’s Three Needs Theory

David McClelland built on Maslow’s work in his 1961 book, "The Achieving Society."
He identified three motivators that he believed we all have: a need for achievement, a
need for affiliation, and a need for power. People will have different characteristics
depending on their dominant motivator.

According to McClelland, these motivators are learned (which is why this theory is
sometimes called the Learned Needs Theory).

McClelland says that, regardless of our gender, culture, or age, we all have three
motivating drivers, and one of these will be our dominant motivating driver. This
dominant motivator is largely dependent on our culture and life experiences.
 McClelland’s Three Needs Theory
nAff is the motivation to establish and maintain friendly relationships with others. This
is similar to Maslow's social needs and Alderfer's relatedness needs. They prefer to
work with others rather than alone and in a cooperative work environment.

nPow is the need to control and influence the behavior of others. It involves taking
charge and making an impact. People with a high nPow tend to make more suggestions,
try to bring others around to their way of thinking, and seek positions of leadership.

nAch is the need to demonstrate high performance levels and high standards of
excellence. People who have a high nAch are motivated by opportunities for personal
improvement and self-success.

In addition, high nAch individuals desire challenging jobs over which they have
some control. In contrast, low nAch individuals are more satisfied with jobs that
have a high probability of success and involve little challenge.
 Theory X and Theory Y
In the 1960s, Douglas McGregor formulated Theory X and Theory Y
suggesting two aspects of human behaviour at work, or in other words, two
different views of individuals (employees):

1. Theory X relies on the authoritarian style of management, where the

managers are required to give instructions and keep a close check on each
employee. As it is assumed, the employees are not motivated, and they dislike
working.

2. Theory Y relies on the participative style of management, where the managers

assume that the employees are self-directed and self- motivated to accomplish the
organizational objectives. Thus, here the management attempts to get the maximum
output with least efforts on their part.
ASSUMPTIONS
 Process Thoeries of Motivation

Process theories of motivation try to explain why

behaviors are initiated. These theories focus on the
mechanism by which we choose a target, and the effort
that we exert to “hit” the target. There are four major
process theories:
(1) Reinforcement,
(2) equity,
(3) goal,
(4) expectancy.
 Reinforcement Theory

• Is primarily Skinner’s motivation theory: Behavior can

be controlled through the use of rewards.

• Called behavior modification and operant

conditioning
 Reinforcement Schedule
• Continuous Reinforcement
With a continuous method, each desired behavior is reinforced.
• Intermittent Reinforcement
the reward is given based on the passage of time or output. When the reward is based
on the passage of time, it is called an interval schedule. When it is based on output, it
is called a ratio schedule.
 Equity Theory of Motivation

• The equity theory of motivation was developed by J. Stacy

Adams in 1963.
• He proposed that employees seek to maintain a balance
between their inputs and outputs at work and they are
motivated when they believe they are receiving a fair reward for
their work.
• Adams' Equity Theory suggests that employees compare their
own inputs and outputs (e.g., effort and rewards) to those of
others, and when there is a perceived imbalance, they will act to
restore equity.
• It states that employees are motivated to keep their own perceived
fairness levels in balance with those around them.
• This means that if they feel they are being treated unfairly, they
will be less motivated to work hard.
 Equity Theory of Motivation
focuses on individual perceptions as to how fairly they
think they are being treated relative to others.

Inputs
•what you think you put into
the job

Outputs
•the rewards you could receive

Comparisons
•how inputs and outputs
compare to those of others
Equity Theory of Motivation
 VROOM’S Expectancy Theory of
Motivation
People are motivated by
how much they want Final
something, and how likely
they think they are to get Outco
it Which should lead to me
Victor Vroom (1978)
A level of
Valence
performan is the value or
ce importance a
worker
To reach assigns to the
Instrumentality possible
Work is the outcome or
expectation reward
Require that successful
d performance of
the task will
Expectancy lead to the
is the belief that a desired
particular level of effort outcome
will lead to a particular
level of performance
 Goal Setting Theory
Dr Edwin Locke and Dr Gary Latham spent many years researching the
theory of goal setting, during which time they identified five elements that
need to be in place for us to achieve our goals.

1. Clarity.
2. Challenge.
3. Commitment.
4. Feedback.
5. Task complexity.

Locke showed that clear goals and appropriate feedback motivate

employees. He highlighted that working toward a goal is also a major
source of motivation – which, in turn, improves performance.
 Goal Setting Theory
A person can be motivated by goals that are specific
and challenging, but achievable. (Edwin A.Locke -1968)

Create SMART
Goals
SPECIFIC
S
MEASUREABLE
M
A ACHIEVABLE
REALISTIC
R
T TIMEL
Y