1. MOTIVATION IN ORGANISATION by mohd anwar department of commerce govt. p.g college rajouri

2. Motivation Energizes Behavior Directs Behavior Sustains Behavior
Equilibrium
Energizes Behavior
Drives
Compulsions
Deprivation/
Disequilibrium
Satisfaction
Need
Directs Behavior
Goals
Organization of Effort
Reaching Equilibrium
Drive
Sustains Behavior
Maintaining motivation
Persistance
Ability to change course
Importance of Feedback

3. Motivation: Its Basic Components
Arousal
Direction
Maintenance
Goal
Good
impression
made
Compliment work Persist
Desire to
make a good
impression
Work extra hard Persist
Do special favors Persist 3

4. Need Theories: A Comparison
Growth needs
5. Self-actualization needs
Growth needs
4. Esteem needs
Deficiency Needs
3. Social needs
Relatedness needs
2. Safety needs
Existence needs
1. Physiological needs
Maslow’s need hierarchy theory
Alderfer’s ERG theory 4

5. ERG Theory (Aldefer) Relatedness Needs Existence Needs Growth Needs
Satisfaction/Progression
Frustration/Regression
Satisfaction/Strengthening

6. Discussion: Considering these theories, how might companies motive their employees
What types of incentives would motivate employees
How can employers satisfy employees’ needs
Would the same type of incentives or rewards satisfy all employees?

7. Goal Setting People’s Behavior is Guided by Intentions
Goals provide direction Specific goals are more effective
Goals mobilize behavior Difficult goals generate more effort
Feedback about goal attainment sustains behavior.

8. GOAL SETTING: SOME IMPRESSIVE EFFECTS
Percentage of Maximum Weight
Carried on Each Trip
Before
goal
After Goal
Four-Week Periods 50 60 70 80 90
100 1 2 3 4 5 6 7 8 9 10 11 12
Seven
Years Later 94
There was a dramatic
improvement in per-
formance after a goal
was set
Performance at the goal level
was sustained seven years after
the goal was first set 11

9. Goal Commitment Publically stated goals + High nAch Commitment to
Internal Locus of Control
Commitment to
Goals

10. Goal Setting Applications
Management by Objectives (MBO)
Performance review procedure by which employees and managers jointly make goals for next review period. They also work out the details for reaching those goals. Performance is regularly monitored.
Organizational Behavioral Management (OBM) (remember learning theory?)
Application of goal setting (or other behavioral science technology) to change the behavior of large units within the organization
Logging example

11. Theory 1: Exchange Theory
Distributive Justice:
Perceptions of how fairly
rewards are distributed
Theory 1: Exchange Theory
If Inputs = Outputs Satisfaction
Effort,
Motivation,
Performance,
Skills,
Expertise
Rewards
Bonus
Promotions
Pay Raise
Recognition O I
= 1

12. Theory 2: Equity Theory -- Compare I/O ratios to others
Self
Outcome
Input
Other
Outcome
Input
Satisfaction =

13. Examples of Equity 1. 2. Self 4 Other 4 Self 4 Other 8 3. 4. 5. Self 4

14. Examples of Inequity 1. Underpayment = Self O/I < Other O/I
Self Other
4 8
4 4
2. Overpayment = Self O/I < Other O/I
Example
Self Other
4 2
4 4

15. POSSIBLE REACTIONS TO INEQUITY: A SUMMARY
TYPE OF REACTION
Behavioral
(what you can do is...)
Psychological
(what you can think is...)
Type of Inequity
Overpayment Raise your inputs (e.g., work Convince yourself that your
inequity harder), or lower your outcomes outcomes are deserved
(e.g. work through a paid based on your inputs (e.g.,
vacation) rationalize that you work
harder than others and so
you deserve more pay)
Underpayment Lower your inputs (e.g., reduce Convince yourself that oth-
inequity effort), or raise your outcomes ers’ inputs are really higher
e.g., get a raise in pay) than your own (e.g., ration-
alize that the comparison
worker is really more quali-
fied and so deserves
higher outcomes) 14

16. Employee Theft: A Reaction to Underpayment
Employees of the factories in which there was a pay cut
Employees of the factories in which there was no pay cut
percentage of unaccounted for loss of property
Theft Rate 1 2 3 4 5 6 7 8 9
Before
Pay Cut
During
After
Theft rates were
identical before
pay was cut in
one of them.
Employee theft was
greatest in factories
whose employees
experienced a cut
in their pay.
identical after pay
was restored to
normal levels. 15

17. Procedural Justice
Perceived fairness of the processes by which organizational decisions are made
Voice: giving employees a say in how decisions are made
Error correction: allow opportunity for errors to be corrected
Consistently apply rules and policies
Bias suppression

18. Interactional Justice
Quality of interpersonal treatment (by supervisor) when decisions are made and communicated
Information justification: thoroughness of information received about at decision
Social sensitivity: amount of dignity and respect demonstrated in the course of presenting an undesirable decision.

19. Applications of Justice Theories
Employee Selection
Pay systems
Two-tier wage structures
Pay secrecy
Participative Decision Making
Downsizing

20. Expectancy Theory People will be motivated to engage in
a behavior (make a choice) to the degree that they believe that the behavior will lead to a valued outcome

21. Expectancy Theory: An Overview
Effort
Skills and
abilities
Expectancy
Performance X
Job
Performance
Instru-
mentality
Motivation
Rewards X
Valence of
Rewards
Role perceptions
and opportunities 16

22. Expectancy Model: Components
Expectancy: The degree to which you expect that hard work (effort) will lead to good performance or high accomplishments
Instrumentality: The perception that if you perform well you will be rewarded
Valence: How much do you value the rewards you may receive

23. Expectancy Theory, con’t
Force: the motivation to choose a particular course of action.
Where: E= Expectancy (probability that effort leads to performance)
V=Valence (rating of how satisfying various rewards will be)
I=Instrumentality (relationship between taking this option and gaining this reward)

24. Example: Choose between Job A vs. Job B
1. What are the possible outcomes I would get from getting a job, and how much do I value each of these outcome (Valence)
Good salary 7
Good Pension 6
Interesting work 8
Travel opportunities 4
Valences are measured on a scale from 1 (not at all satisfiying) to 10 (extremely satisfying)

25. Expectancy example, cont
Instrumentality: What is the relationship (subjective correlation) between choosing job A or job B and obtaining this outcome?
Instrumentality Instrumentality
for Job A for Job B
High salary
Good Pension
Interesting work
Travel

26. Expectancy example, con’t
Expectancy: What is the probability that if I work hard, I will be successful:
In Job A: .40
In Job B: .70

27. Force: Which job should I choose
Job A: Valence Instrum. V*I
High salary
Good Pension
Interesting work
Travel
Sum 13.75
Expectancy .40
Force=.40(13.75) = 5.5
Job B. Valence Instrum. V*I
High salary
Good Pension
Interesting work
Travel
Sum 15.00
Expectancy .70
Force=.70(15.00) = 10.5

28. Application of Expectancy Theory
Clarify expectancies between effort and performance and follow through with rewards.
Pay for performance
Stock option plans and other incentive programs
Provide valued rewards
Cafeteria-style benefits

29. Motivating Jobs Through Job Redesign
Scientifically managed jobs: boring, repetitive, few skills utilized
Job Enlargement: add more tasks of similar skill level to the job
Job Enrichment: add more responsibility and autonomy to the job
Horizontal Loading
Vertical Loading

30. Job Enlargement and Job Enrichment: A Comparison
(high)
Enlarged Job
Job enlargement adds more tasks
at the same level of responsibility.
Level of Responsibility
(vertical job loading)
Task 1
Task 2
Task 3
Task 4
(high)
Standard Job
(low)
Level of Responsibility
(vertical job loading)
(low)
Number of Tasks
(horizontal job loading)
(high)
(high)
Task 1
Task 2
Enhanced Job
Job enrichment adds
more responsibility
to the same number
of tasks.
Task 1
Task 2
(low)
Level of Responsibility
(vertical job loading)
(low)
Number of Tasks
(horizontal job loading)
(high)
(low)
(low)
Number of Tasks
(horizontal job loading)
(high) 18

31. Job Characteristics model
Job Outcomes
Job Characteristics
Critical Psyc. States }
Internal work motivation
Job satisfaction
Growth Satisfaction
Low absenteeism
High quality performance
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback
Experienced Meaningfulness of Work
Responsibility for work outcomes
Knowledge of Results
Growth Need Strength

32. Enriching Jobs: Some Suggestions From the Job Characteristics Model
1. Combines jobs enabling worker to perform Skill variety
the entire job Task identity
2. Establishes client relationships allowing providers Skill variety
of a service to meet the recipients Autonomy
Feedback
3. Load jobs vertically allowing greater responsibility Autonomy
an control over work
4. Open feedback channels giving workers knowledge Feedback
of the results of their work
Principles of Job Description Core Job Dimensions
Incorporated 20

33. THANKS