1. MOTIVATION
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2. Objectives of the Chapter
Definition of motivation
Classifications of motives
The content theories of work motivation
The process theories of work motivation
The contemporary theories of work motivation
Motivation of performance through job design and goal setting
Application of goal setting to organizational system performance
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3. Definition of Motivation
Motivation is defined as “The willingness to exert high level of effort towards organizational goals, conditioned by efforts ability to satisfy some individual needs.”
Stephen P Robbins
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4. Elements of Motivation
Physiological/ Psychological deficiency
(NEED)
Individual behaves in a certain manner
(DRIVE)
Achieves a particular goal
(INCENTIVE)
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5. Classification of Motives:
Primary Motives
General Motive
Secondary Motives
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6. Primary Motives:
A motive is termed as a primary motive when it satisfies both the criteria. It is not earned, and it is physiological based.
Example: Hunger, thirst, sleep, sex, avoidance of pain
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7. General Motives:
A motive is considered to be a general motive if it is not learned, but is also not based on physiological need
The curiosity, manipulation and activity motives
The affection motive
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8. The Curiosity, Manipulation and Activity Motives
The motives of curiosity, manipulation and activity are very beneficial for a person, as they often result in innovations and better ways of doing things.
If individuals were restricted from satisfying these motives, there would be no improvement in the way things are done, which would result in stagnation.
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9. The Affection Motive:
Affection or love is a somewhat complex general motive.
The complexity arises due to that fact that love is similar to the primary motives in some ways, while in some other ways, it resembles secondary motives.
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10. Secondary Motives:
It is a motive that has been learned or acquired over time
The power motive
The achievement motive
The affiliation motive
The security motive
The status motive
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11. The Power Motive
The person’ drives to gain power and prove himself superior to others.
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12. Achievement Motive
The achievement motive is a person’ desire to perform excellently or to handle complex or competitive situations successfully.
David C. McClelland
Profile of High achievers:
Moderate degree of risk
Need for precise feedback
Satisfaction with accomplishment
Total dedication towards task
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13. Affiliation Motive
Employees especially those at the lower levels of the organizational hierarchy, have a strong desire to belong to and be accepted by other employees or the whole group
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14. Security Motive
Security motive is based largely on fear and is avoidance-oriented i.e., people try to avoid insecurity rather than attempt to achieve security
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15. Status Motive
Status is defined as the rank as person holds relative to others within a group. The status motive is extremely important
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16. The Content Theories of Work Motivation
The content theories of motivation attempt to identify and prioritize the needs and derives that motivate people at work.
The theories are:
Maslow’s Hierarchy of Needs
Herzberg’s Two-factor Theory of Motivation
Alderfer’s ERG theory
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17. Maslow’s Hierarchy of Needs
Abraham Maslow
Self actualization needs
Esteem needs
(Important projects,
Recognition, prestigious office location)
Social needs
(Good coworkers, peers, superiors, customers)
Safety or Security Needs
(Job security; benefits like life insurance; safety regulations)
Physiological needs
(Basic pay, Workspace, heat, water company cafeteria)
(Challenging projects,
Opportunities for innovation and creativity, training)
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18. Two-Factor Theory:
Herzberg’s classification of needs as hygienes and motivators.
Hygienes Factors (Needs): (physiological, safety, and social/existence and relatedness needs)
Extrinsic Factors: (Dissatisfaction, No Dissatisfaction)
Pay, Status, Job security, Fringe benefits, Policies and administrative practices, Human Relations
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19. TWO-FACTOR THEORY: Contd…
Motivator Factors (Needs): (esteem and self-actualization/growth needs)
Intrinsic Factors: (No Job Satisfaction, Job Satisfaction
Meaningful and challenging work, recognition for accomplishments, feeling of achievement, increased responsibility, opportunity for growth, opportunity for advancement
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20. Alderfer’s Erg Theory:
Clayton Alderfer
Existence needs – These are associated with the survival and physiological wellbeing of an individual.
Relatedness needs – These needs emphasize the significance of social and interpersonal relationship.
Growth needs – These needs are related to a person’s inner desire for personal growth and development.
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21. The Relationship between Maslow,s Hierarchy of Needs, Herzberg’s Two-Factor Theory and Alderfer’s ERG Needs
Self-actualization and fulfillment
Esteem and status
Belongings and social needs
Safety and
security
Physiological needs
Growth
Relatedness
Existence
Work itself Achievement
Possibility of growth
Responsibility
Advancement
Recognition
Status
Relations with supervisors Peer relations
Relations with subordinates
Quality of supervisions
Company policy and administration
Job security
Working conditions
Pay
Motivation factors
Hygiene factors
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22. The Process Theories of Work Motivation
The process theories of motivation deal with the cognitive antecedents that go into motivation or effort, and more specifically, with the way the cognitive antecedents of an individual relate to one another.
The theories are
Vrooms’ Expectancy Theory of Motivation
The Porter-Lawler Model
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23. Vrooms’ Expectancy Theory of Motivation
The theory is based on three variables – valence, instrumentality and expectancy – and is therefore commonly termed VIE theory.
Valence (V) denotes the strength of an individual’s preference for a particular outcome.
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24. Vrooms’ Expectancy Theory of Motivation Contd…
Instrumentality refers to the degree to which a first-level outcome would help in attaining the desired second-level outcome.
Expectancy is the probability that performing a specific action would produce a particular first-level outcome or effort.
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25. Vrooms’ Expectancy Theory
Goals and associated Outcomes (Direct and Correlated)
Person possessing preference Among Various outcomes
2nd level outcomes
1st level outcomes
Expectancy
Motivational force = Walence*Expectancy
Action
Outcome 1
Outcome 1a
Accompanied by perceived probabilities of various actions leading to Different outcomes
Outcome 1b
Outcome 1c
Feedback (Modification of preferences)
Net Valence or Values of all outcomes
(satisfaction –dissatisfaction)
*Walence + ΣValence x Instrumentality
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26. Relationships Identified In Vroom’s Expectancy Theory
Effort-performance relationship
Performance-reward relationship
Rewards-personal goals relationship
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27. The Porter-Lawler Model
Porter and Lawler tried to explore the complex relationship between motivation, satisfaction and performance, and pointed out that efforts put in by an employee did not directly result in performance.
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28. The Porter-Lawler Model contd…
1. Value of Reward
4. Abilities & Traits
8. Perceived Equitable Rewards
3. Effort
6. Performance
7.a Intrinsic Rewards
2. Perceived Effort Reward Probability
5. Role Perception
7b Extrinsic Rewards
9. Satisfaction
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29. The Contemporary Theories of Work Motivation
Equity Theory :
J. Stacy Adams
This theory states that the degree of equity or inequity perceived by an employee with reference to his work situation plays a major role in work performance and satisfaction.
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30. Equity Theory Contd… Equity theory represented schematically as:
Person’s Outcomes = Other’s Outcomes
Person’s inputs Other’s inputs
Inequity is represented as follows:
Person’s Outcomes < Other’s Outcomes
(or)
Person’s Outcomes > Other’s Outcomes
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31. Equity Theory Contd… Various referent comparison used by employees:
Self-inside
Self-outside
Other-inside
Other-outside
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32. Equity Theory Contd…
After comparing his position with that of his referent, if an employee perceives an inequity, he will make certain choices. The choices that an employee is likely to make are as described below:
Change in inputs
Change in outcomes
Distort perceptions of self
Distort perception of others
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33. Attribution Theory
Attribution theory deals with the cognitive processes of an individual, which help interpret his behavior as being caused by aspects pertaining to the relevant environment.
Harold H.Kelley
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34. Locus of Control Attributions
‘Locus of control’ refers to the chief source of factors that creates a result or gives rise to an outcome in the employee’s perceptions.
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35. Other Attributions Consensus: Behave in similar manner Consistency:
Pattern of behavior, which may be relatively stable or unstable
Distinctiveness:
Indicates whether a person’s behavior is similar for all tasks
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36. Other Emerging Theories
Control theory:
It reflects an individual’s ability to control his life and aspects associated with his job.
Agency theory:
The agency theory assumes that the interests of principals and agents sometimes conflict with each other.
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37. Motivation of Performance Through Job Design and Goal Setting:
“Job design” can be defined as the process of structuring tasks and responsibilities into a job in an attempt to make the job more meaningful, significant and satisfying.
The theory of goal setting as propounded by Locke, Wood and Mento is based on the principle that difficult goals stimulate performance and commitment.
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38. Motivation of Performance Through Job Design
Approaches to job design
Job engineering approach to job design
Job enlargement approach
Job rotation
Job enrichment
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39. Approaches to Job Design
Job engineering approach to job design:
Concerned with issues like plant layout, design of products, processes and tools.
Job enlargement approach:
Deals with the horizontal expansion of jobs
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40. Approaches to Job Design Contd…
Job rotation:
This approach involves the regular switching of jobs among employees.
Job enrichment:
The job enrichment approach carries out a vertical expansion of jobs.
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41. Quality of Work Life and Socio- Technical Approach to Job Design
QWL approach deals with the impact of work on the employees and on organizational effectiveness.
The sociotechnical aspect of job design aims at creating a harmonious interface between the human and technological aspects of work so as to enhance the quality of work life.
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42. Job Characteristics Approach to Job Design
The Job Characteristics approach identifies certain features of jobs that result in certain psychological states.
The core dimensions or characteristics of a job :
Skill variety
Task identify
Task significance
Autonomy
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43. Measuring Task Scope:
Task scope refers to a dimension for describing jobs at various levels of the organization.
Hackman and Oldham have developed a qualitative method
MPS = (Skill variety + task identify + task significance) x autonomy x feedback/3
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44. Redesigning Jobs Combination of tasks Vertical Loading of jobs
Introduction of an open feedback system
Formation of natural teams
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45. Motivating Performance Through Goal Setting:
A goal can be defined as the desired consequence of an action.
Performance enhancement through goal setting:
Goals should be specific
Goals should be difficult and challenging
Goals must be owned and accepted
Goals must have a specific time frame
Goals should be measurable
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46. Barriers to Effective Goal Setting
Lack of top management-support
Lack of Communication
Content of the goal
Technical incompetence
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47. Application of Goal Setting to Organizational System Performance
The theory of goal setting is usually implemented through a system called Management by Objectives, popularly known as MBO.
MBO refers to the process of setting goals and objectives through the participation of the management and he workers.
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48. The Process of MBO Consensus on key goals and objectives
Sketch a plan of action
Control of behavior
Periodic appraisal and reviews:
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49. Summary of The Chapter Definition of motivation
Classifications of motives
The content theories of work motivation
The process theories of work motivation
The contemporary theories of work motivation
Motivation of performance through job design and goal setting
Application of goal setting to organizational system performance
Chapter-7