1. Theories of motivation By Dr Anjali Bansal anjalibansal@gmail.com

2. You can take a horse to the pond but cannot make it drink” ‘It is true for human beings as well’

3. Refusing to work-problem or a symptom?  Human beings refuse to work due to any of the below-mentioned reasons  Lack of interest in the job  Stubbornness  Excessive fear of punishments  Inappropriate recognition / rewards  Conflicting demands of the superiors

4. What is motivation?  Genius is 10% inspiration and 90% perspiration  People with less ability but stronger will are able to perform better than those with superior ability but lack of will  This will to do is known as motivation

5. What is motivation  Motivation represents an unsatisfied need which creates a state of disequilibrium, causing the individual to move in a goal directed pattern towards restoring a state of equilibrium, by satisfying the need.

6. Three basic characteristics  Effort  Hard work usually reflects high motivation  Persistence  Persistence of efforts  Motivation is continuously goal directed  Once a goal is achieved a higher goal is selected and efforts are directed towards this higher goal.  Direction  Determines the quality of the anticipated output  All efforts are to be directed towards organizational goals

7. Sources of motivation  Positive motivation  Negative motivation  Extrinsic motivation  Intrinsic motivation

8. Positive motivation  Recognition of employee efforts  Appreciation of the employee contribution toward organizational goals  Praise or credit for work  Interest in the welfare of subordinates  Delegation of authority and responsibility to subordinates  Participation of subordinates in the decision making process

9. Negative or fear motivation  Based upon use of force, power, fear and threats  Fear of failing in exams  Fear of being fired or demoted  Useful only in some cases eg disciplining a child, handling a riot  Not recommended in the current business scenario.

10. Extrinsic motivation  External factors primarily financial in nature  Higher salary  Fringe benefits  Pension plans  Stock options  Profit sharing schemes  Medical insurance

11. Intrinsic motivation  Stems from feelings of achievement and accomplishment  Satisfaction of accomplishing something worthwhile motivates the employee further  This type of motivation is independent of financial rewards.

12. Motivation theories  Content theories of motivation  They attempt to determine and specify drives and needs that motivate people to work  Process theories of motivation  They attempt to identify the variables that go into motivation and their relationship with each other.

13. Motivation theories Content Theories of Motivation:  Maslow’s Need Hierarchy  Alderfer’s ERG Theory  McClelland’s Learned Needs  Herzberg’s Two Factor Theory

14. Motivation theories Process Theories of Motivation:  Reinforcement Theory  Expectancy Theory  Equity Theory  Goal Setting

15. Maslow’s Hierarchy Of Needs Physiological Safety Social Esteem Self-Actualization

16. Maslow’s need hierarchy  Human needs in the form of a hierarchy, ascending from the lowest to the highest, and when one set of needs is satisfied, this kind of need ceases to be a motivator.  As each of these needs are substantially satisfied, the next need becomes dominant  So if you want to motivate someone, you need to understand what level of the hierarchy that person is on and focus on satisfying those needs or needs above that level.

17. Physiological needs  Important needs for sustaining the human life  Food, water, warmth, shelter, sleep, medicine and education are the basic physiological needs  until these needs were satisfied to a degree to maintain life, no other motivating factors can work

18. Security or Safety needs  The need to be free of physical danger and of the fear of losing a job, property, food or shelter  It also includes protection against any emotional harm  They dwell upon economic and job security, life and medical insurance and other measures to safeguard the physiological needs in the future

19. Social needs  Since people are social beings, they need to belong and be accepted by others  People try to satisfy their need for affection, acceptance and friendship.

20. Esteem needs  Once people begin to satisfy their need to belong, they tend to want to be held in esteem both by themselves and by others  Produces such satisfaction as power, prestige status and self-confidence  Includes both internal esteem factors like self-respect, autonomy and achievements and external esteem factors such as status, recognition and attention

21. Need for self-actualization  highest need in the hierarchy  It is the drive to become what one is capable of becoming  includes growth, achieving one’s potential and to achieve something.

22. Alderfer’s ERG Theory  Adaptation of Maslow’s work  Three Needs – existence, relatedness, growth  More than one need may be operative at the same time  The stifling of higher-level needs, causes lower-level need desires to increase  Also contains the frustration-regression dimension.

23. Maslow vs ERG Maslow  Self-actualization  Self-esteem(upperlevel)  Self-esteem(lower level)  social  Safety  physiological ERG  Growth  Relatedness  existence

24. ERG-How needs are satisfied  Existence needs  Relatedness needs  Growth needs  Material incentives  Personal relationships and social interaction  Involves accepting new opportunities and challenged

25. Herzsberg’s Two-Factor Theory  Also called Hygiene theory  Extrinsic (dissatisfiers) factors  Associated with job dissatisfaction  Intrinsic (motivators) factors  Related to job satisfaction

26. Hygiene theory  Theory on the question : “What do people want from their jobs ?”  That opposite of satisfaction is not dissatisfaction  Removing dissatisfying characteristics from a job does not necessarily make the job satisfying

27. Hygiene factors or extrinsic factors  Simply prevent dissatisfaction  Produce no growth but prevent loss  Absence of these leads to job dissatisfaction  They maintain zero level of motivation

28. Extrinsic factors(dissatisfiers)  Salary  Job Security  Working Conditions  Quality of Supervision  Quality of Interpersonal Relations

29. Intrinsic (motivators)  Achievement  Recognition  Responsibility  Job itself  Growth and advancement

30. Motivational factors  Related to the nature of work(job content)  Have a positive influence on morale, satisfaction and efficiency

31. McClelland’s Three Needs Theory  Need for Achievement  Need for Power  Need for Affiliation  With the advancement in hierarchy the need for power and achievement increased rather than Affiliation.

32. Need for power  People for high need for power are inclined towards influence and control  Are demanding in nature, forceful in manners and ambitious in life  Motivated to perform if they are given key positions or power positions

33. Need for Affiliation  Social in nature  Try to affiliate themselves with individuals and groups  They like to build a friendly environment around themselves  Social recognition and affiliation with others provides them motivation.

34. Need for Achievement  Driven by the challenge of success and the fear of failure  Are analytical in nature and take calculated risks  Motivated to perform when they see at least some chances of success.

35. Reinforcement theory  By designing the environment properly, individuals can be motivated  Instead of internal factors like impressions, feelings, attitudes and other cognitive behavior, individuals are directed by what happens in the environment external to them

36. Expectancy theory  The strength of a tendency to act in a specific way depends on:  the strength of an expectation that the act will be followed by a given outcome; and;  the attractiveness of that outcome to the individual

37. Expectancy theory  That an employee can be motivated to perform better when their is a belief that  the better performance will lead to good performance appraisal and that  this shall result into realization of personal goal in form of some reward  Motivation = Valence x Expectancy.

38. Expectancy theory-three focuses  Efforts and performance relationship  Performance and reward relationship  Rewards and personal goal relationship

39. Expectancy theory  Causes of poor motivation  Low effort-performance expectancy  Worker lacks the necessary skills and training  Low performance-reward relationship  Worker believes that similar performance does not lead to similar reward  Low reward-valence relationship  Diff motivational packages for different people

40. Equity Theory  People are motivated by their beliefs about the reward structure as being fair or unfair, relative to the inputs  If people feel that they are not equally rewarded they either reduce the quantity or quality of work or migrate to some other organization  If people perceive that they are rewarded higher, they may be motivated to work harder

41. Goal Setting Theory  Instead of giving vague tasks to people, specific and pronounced objectives, help in achieving them faster  When the goals to be achieved are set at a higher standard than in that case employees are motivated to perform better and put in maximum effort

42. Case study “Every day was the same thing, “ Frank Greer began. “put the right passenger seat into Jeeps as they come down the assembly line, pop in four bolts locking the seat frame to the car body. Then tighten the bolts with my electric wrench. Thirty cars and 220 boltsan hour, eight hours a day. I didn’t care that they were paying me $17 and hour. I was going crazy. I did it for almost a year and a half Finally, I just said to my wife that this isn’t going to be the way that I spend the rest of my life. My brains are going to Jell-O on that job. So I quit. Now I work in a print shop and I make less than $12 an hour. But let me tell you, the work I do is really interesting. It challenges me! I look forward every morning to going to work again.”

43. Thank you