1. MOTIVATION

3. Pike Place Market in Seattle, Washington (March 30, 1971 (1971-03-30))
Starbucks Corporation
Founded
Pike Place Market in Seattle, Washington (March 30, 1971 ( ))
Founder(s)
Jerry Baldwin Gordon Bowker Zev Siegl
Headquarters
Seattle, Washington, U.S.
Number of locations
17,009 (FY 2010)
Area served
50 countries
Key people
Howard Schultz (Chairman, President and CEO)

4. Motivation - Meaning
The word ‘Motivation’ is derived from the Latin Term ‘Movere’ which means ‘Move’.
Motivation is “the processes that account for an individual’s INTENSITY, DIRECTION and PERSISTENCE of effort towards attaining a goal” ( Stephen P. Robbins)
Motivation means to move. It includes three common characteristics:
It concerns with what activates human behavior
It involves what directs this behavior towards a particular goal.
Motivation concerns how this behavior is sustained or supported.

5. INTENSITY How hard a person tries.

6. DIRECTION Orientation towards goals

7. PERSISTENCE How long can maintain effort

8. Motivation has got three common characteristics:
1. It concerns with what activates human behavior
2. It involves what directs this behavior towards a particular goal
3. Motivation concerns how this behavior is sustained (supported)

9. Drive/Goal Directed Behavior
Motivation Process
Drive/Goal Directed Behavior
Need
Goal
Incentive/Relief

10. BASIC CHARACTERISTICS OF WORK MOTIVATION
Direction of behavior & is psychological
Level of effort
Level of persistence
Intrinsic and extrinsic motivation
Dynamic and situational
Not easily observed phenomenon
Motivation is goal oriented process
Motivation is influenced by social and cultural norms

11. THEORIES OF MOTIVATION
Theories categorized into two groups.
CONTENT THEORIES
Maslow’s Hierarchy of Needs Theory
ERG Theory
Two Factor Theory
McClelland’s Achievement Motivation Theory
PROCESS THEORIES
Expectancy Theory
Equity Theory

12. MASLOW’S HIERARCHY OF NEEDS
People are not merely controlled by mechanical forces (stimuli and reinforcement) or unconscious instinctual impulses of psychoanalysis.

13. LOVE, AFFECTION & BELONGINGNESS
SELF ACTUALIZATION
ESTEEM
LOVE, AFFECTION & BELONGINGNESS
SAFETY NEEDS
PHYSIOLOGICAL NEEDS

14. (Personal Growth, realization of potential) HIGHER LEVEL NEEDS
SELF ACTUALIZATION
(Personal Growth, realization of potential)
HIGHER LEVEL NEEDS
STATUS ( Titles, symbols,
Promotion etc)
SOCIAL NEEDS ( Formal or informal work
Groups, Teams etc)
SECURITY NEEDS ( Seniority plan, health insurance
employee assistance plan, pension etc)
LOWER LEVEL NEEDS
BASIC NEEDS ( PAY )

15. ERG THEORY ( Alderfer 1972) GROWTH RELATEDNESS EXISTENCE (Survival)
(Intrinsic Desire for Personal Development)
RELATEDNESS
(Interpersonal social relationship)
EXISTENCE
(Survival)

16. ERG THEORY &MASLOW’S THEORY
GROWTH
External Esteem &
Self Actualization
RELATEDNESS
Social Needs & Esteem Needs
EXISTENCE
(Physiological Needs & Safety Needs)

17. Difference Between ERG Theory and Maslow’s Theory
More than one need may be operative at the same time
If the gratification of a higher level need is stifled, the desire to satisfy a lower level need increases
ERG Theory does not assume that there exists a rigid hierarchy. A person can be working on growth even though existence or related needs are unsatisfied or all three need categories could be operating at the same time

18. HERZBERG’S TWO FACTOR THEORY
According to Herzberg , the factors leading to job satisfaction are separate and distinct from those that lead to job dissatisfaction.
He makes the following contention about satisfaction and dissatisfaction.

19. Contrasting Views of Satisfaction and Dissatisfaction
TRADITIONAL VIEW
SATISFACTION DISSATISFACTION
HERZBERG VIEW
SATISFACTION NO SATISFACTION
NO DISSATISFACTION DISSATISFACTION

20. Contrasting Views of Satisfaction and Dissatisfaction
DISSATISFACTION & DEMOTIVATION
EMPLOYEE NOT DISSATISFIED, BUT NOT MOTIVATED
POSITIVE SATISFACTION & MOTIVATION

21. Major Components of Herzberg Two Factor Theory
EXTRINSIC/HYGIENE
FACTORS
INTRINSIC/MOTIVATORS
FACTORS
Achievement
Recognition
Work itself
Responsibility
Advancement
Growth
Company Policy & Admn.
Relationship with supervisor
Working conditions
Personal Life
Status
Security
Supervision etc

22. Motivators are associated with long term positive effects in job performance
Hygiene factors consistently produced only short term changes in job attitude and performance
Satisfiers describe a person’s relationship with what he or she does and it relates to the tasks being performed
Dissatisfiers have to do with a person’s relationship to the context or environment in which he or she performs the job

23. McClelland's Theory Of Needs

24. McClelland's theory is based on TAT
McClelland identified three themes on such TAT stories, with each corresponding to an underlying need that he believes is important for understanding individual behavior.
These needs include:
Need for Achievement (nAch)
Need for Power (nPow)
Need for Affiliation (nAff)

25. nAch (High n Achievers)
Derive satisfaction from reaching goals
Feeling of successful task accomplishment
Immediate feedback on performance
Moderate risk takers
Work independently

26. High n Achievers Joint Walt Disney in 1996
Made turnaround for Disney’s ABC Family channel
Became President of ABC Television in 2004

27. High n Achievers
Indra Krishnamurthy Nooyi
CEO of Pepsi

28. nPow (High n Powerful) nPow
Derives satisfaction from his or her ability to control others
Actual achievement of goal is not very important but the means are of primary importance
Derive satisfaction from being in positions of influence and control

29. nPow (High n Powerful)

30. nAff (High n Affiliated)
Satisfaction from social and interpersonal activities
Strong interpersonal ties and to get close to people psychologically

31. nAff (High n Affiliated)

32. Assumptions of the theory
Individuals with a high need to achieve prefer job situations with personal responsibility, feedback, moderate risk
A high need to achieve does not necessarily leads to being a good manager, especially in large organizations as they are more interested in how well they do personally
The needs for affiliation and power tend to be closely related to managerial success. The best managers are high in their need for power and low in their need for affiliation

33. Goal Setting Theory (Locke & Latham 1990)
Challenging goals produce a higher level of output than do the generalized goals
More difficult the goal, the higher the level of performance
People do well when they get feedback
Goal serves as a motivator, because it causes people to compare their present capacity to perform with that required to succeed at the goal

34. Goal Setting Theory
There are four contingencies in goal setting theory:
Goal Commitment
Adequate self-efficacy
Task characteristics
National culture ( North American)

35. EQUITY THEORY (Adams)
Employees make comparisons of their job inputs and outcomes relative to those of others
If an individual feels that his input-output is equal to that of others, a state of equity exists
He will perceive the situation as fair
If ratio is unequal, the individual experience inequity

36. Referent comparisons used by employees
SELF-INSIDE
An employee’s experiences in a different position inside his or her current organization
SELF-OUTSIDE
An employee’s experiences in a situation or position outside his or her current organization
OTHER-INSIDE
Another individual or group of individuals inside the employee’s organization
OTHER-OUTSIDE
Another individual or group of individuals outside the employee’s organization

37. Crucial Issues in Equity Theory
Employees with short tenure in their current organizations tend to have little information about others
Employees with long tenure rely more heavily on co-workers for comparison
Upper level employees will make more other-outside comparisons

38. Choice in Inequity Change their inputs Change their outcomes
Distort perceptions of self
Distort perceptions of others
Choose a different referent
Leave the field

39. Organizational Justice
DISTRIBUTIVE JUSTICE
The perceived fairness of the way rewards are distributed among people
2. PROCEDURAL JUSTICE
Perceptions of the fairness of the procedures used to determine outcomes
3. INTERACTIONAL JUSTICE
The perceived fairness of the interpersonal treatment used to determine organizational outcomes

40. EXPECTANCY THEORY – Victor H. Vroom
VALENCY X EXPECTANCY MOTIVATION ACTION GOAL ACHIEVEMENT SATISFACTION

41. Determinants of Motivation
EXPECTANCY
The belief that one’s efforts will positively influence one’s performance
INSTRUMENTALITY
An individual’s beliefs regarding the likelihood of being rewarded in accord with his or her own level of performance
VALENCE
The value a person places on the rewards he or she expects to receive from an organization
OTHER DETERMINANTS
Skills, abilities, role perceptions, opportunity to perform etc

42. INSTRUMENTALLITIES EXPECTANCY OUTCOME 1A FIRST LEVEL OUTCOME OUTCOME 1
SECOND LEVEL OUTCOME
OUTCOME 1A
FIRST LEVEL OUTCOME
OUTCOME 1
OUTCOME 1B
MOTIVATIONAL FORCE
OUTCOME 2
OUTCOME 2A
OUTCOME 2B
OUTCOME 2C

43. Key Relationships in Expectancy Theory
Individual Effort Individual Performance Organizational Rewards Personal Goals

44. Three Key Relationships
EFFORT – PERFORMANCE RELATIONSHIP
PERFORMANCE – REWARD RELATIONSHIP
REWARDS – PERSONAL GOALS RELATIONSHIP

45. PERFORMANCE FORMULA
Performance of an employee is based on ABILITY, OPPORTUNITY AND MOTIVATION
Therefore
PERFORMANCE = f ( A X M X O )
Where A is ability
M is motivation
O is opportunity

46. PERFORMANCE IMPACT
ABILITY
PERFORMANCE
MOTIVATION
OPPORTUNITY