Some Sources of Motivation at Workplace

1. Adequate compensation

2. Working at a company that has high values

3. Challenging work

4. Fit between work‐life and non‐work life.

5. Supportive, team‐oriented environment

6. Opportunities for promotion and achievement

7. Peer group respect

8. Positive work culture

 Motivation

The processes that accounts for

an
individual’s intensity, direction and persistence
of
efforts toward
attaining goals.
Components of Motivation
 Motivational Fit Approach: Fit with an Organization

• To some extent, motivation at work is influenced by the

connection between qualities of individuals and requirements of
the jobs they perform.

• Some characteristics of individuals such as desire to excel or

vulnerability to anxiety highly affect motivation at work.

• Highly motivated people show high level of sense of

achievement and low levels of anxiety.

• An individual’s motivation is also influenced by the motivational

skills, defined as the strategies practiced to achieve desired
objectives.
 Fit with an Organization: Motivational Skills
Emotional control and Motivational control
are highly effective
motivational skills that influence performance at the workplace.

Emotional control refers to an individual’s capacity to control his

or her own emotions and to stay focused on the task at hand without
allowing emotions to interfere.

Motivational control describes an individual’s capacity to push

himself/herself by directing attention to the job and to continue
putting efforts even when his/her interest begins to decrease.
 Motivating by the Process of Setting Goals

• The process of goal setting can motivate people.

• How people respond to the assigned goals depends upon their

beliefs about their abilities (self-efficacy) to achieve the
assigned goals, and accepting them as personal goals.

• When the goals become personal goals, the goal-commitment

(the extent of investing oneself in meeting the goal) increases.

• The beliefs about self-efficacy and goal-commitment

influence involvement in the process of goal attainment.
 How to Set Effective Performance Goals?
• People feel motivated to work for specific performance goals.

• Specific performance goals give clarity to people to identify the

desired performance levels and how to attain those levels.

• People work hard for challenging goals, but if they perceive their
attainment as beyond the limits of their capabilities, they might
outrightly reject those goals considering them as unreasonable or
unattainable.

• Specific goals can be most effective only if they are set high
enough to challenge people, but not so high as to be unattainable.
 How to Set Effective Performance Goals? (Cont’d)

Feedback helps people in:

• enhancing their self-efficacy

as it informs them about how
well they are doing on their
goals, and also

• about the nature of

adjustments required to
improve their performance.
 Motivating People by Being Equitable
• Pay equity influences motivation level of people.

• Pay equity is about how one’s pay is as compared to that of others who
are doing a similar job.

• Equity is decided by comparing two variables: outputs and inputs.

• Outputs are what we get from our jobs, such as pay, benefits, prestige
etc..

• Inputs refer to our contributions to our jobs, such as experience,

qualifications, or the amount of time invested.

• People compare their ratios between outcomes received and

contributions made, with the ratios of others which subsequently
influence their motivation at work.
 People make Equity Judgments by comparing
their own outcome/input ratios to
the corresponding outcome/input ratios of others.
Adam’s Equity Theory

• The comparisons can result in any of the following three different

states:
1. Overpayment inequity
2. Underpayment inequity
3. Equitable payment

• Perception of inequity results in feelings of guilt or anger.

How to Create Equity?
In case of overpayment inequity, a person may increase
his contributions to his job.

A person experiencing overpayment inequity may also

justify his outcomes by working through a paid vacation.

A person experiencing underpayment inequity might

try to convince their employer to increase their
outcome components.

A person experiencing underpayment inequity may

also reduce their contributions to his job. The person
may also get involved into counterproductive work
behaviors (CWBs).

A person experiencing inequity may modify his thinking to create perception of equity.
Managerial Implications of
Equity Theory

 Avoid underpayment

 Avoid overpayment

 Be transparent about pay

related polices

 Perceived inequity may increase the possibilities of absenteeism, strikes or

other form of CWBs
 Equity Theory And Organizational Justice

Organizational justice is an overall perception about how fair is the

work place.

Informational
Justice

Interpersonal
Justice
 Motivating by Changing Expectations

• Employees can think about what they have to do to be rewarded

and how much that reward means to them.

• Employees are motivated to work when they expect that they

will be able to achieve things that they want from their jobs, and
the job-environment supports the desirable rewards.
 Vroom’s Expectancy Theory
According to the expectancy theory, motivation is the result of the
following three basic elements:

1. Expectancy: It is the belief that one’s effort will result in

performance.

2. Instrumentality: It is the belief that one’s performance will be

rewarded.

3. Valence: It is the perceived value of the rewards to the recipient.

Motivation is a
multiplicative
function
of all three
 Expectancy Theory at Workplace
• Incorporating employees suggestions about doing a particular task
may enhance the effort-performance association.

• Managers must not just tell their team members what is expected
from them but also help them to attain desired level of
performance.

• Employees differ in their needs, so

cafeteria‐style benefit plans will be
more effective in motivating them.
Maslow’s Hierarchy of Needs
Maslow’s Hierarchy of Needs
 ERG Theory of Motivation (Clayton Alderfer)

Alderfer categorized Maslow’s hierarchy of needs into three

categories as:

• Existence (E) needs

• Relatedness (R) needs
• Growth (G) needs

• At a given point more than one need may motivate an individual.

• Frustration- regression aspect of ERG theory

McClelland’s Theory of Needs
Herzberg's Motivators and Hygiene Factors: Two Factor Theory
How will you motivate people who fit into Theory X
or Theory Y category
How will you motivate people who fit into Theory X
or Theory Y category
 Contemporary Theory of Motivation: Self-Efficacy Theory

• Self-Efficacy refers to an
individual’s belief that he/she is
capable of effectively performing
a task.

• How sense of self-efficacy can

be enhanced:
1. Enactive Mastery
2. Vicarious modeling
3. Verbal Persuasion
4. Psychological Feedback
or Arousal
Combined Effects of Goals and Self-Efficacy on Job Performance
WHY WE DO WHAT WE DO??

INTRINSIC MOTIVATION
VS.
EXTRINSIC MOTIVATION
The effectiveness of motivational practices at workplace
is influenced by the following factors:

• Employee needs
• Nature of the job
• The organizational characteristics/features
 Job Design as a Motivator

• Job design has a great potential to motivate employees.

• Scientific management advocated that jobs can be redesigned to

get maximum outcome (performance) from the job incumbent.

• Division of labor
• Standardization and regulation of work activities
 Redesigning Job: Job Enlargement

• Job enlargement refers to the practice of horizontally

expanding the content of a job to include more variety and
a greater number of tasks at the same level.

• The added tasks require same level of skills and

responsibilities.

• The added activities should belong to the same hierarchy

level in the organization.

• Positive effects of job enlargement

may be short lived.
 Redesigning Job: Job Enrichment

• Job enrichment is about vertically restructuring the job to add

additional authority, autonomy, and control over the way the
job is done.

• Job enrichment focuses on

enhancing intrinsic motivation.

• Employees with low achievement

motivation will feel frustrated
with enriched jobs.
 The Job Characteristics Model

• Job elements can improve the performance of employees by

affecting their psychological states.

• Job Characteristics model suggests that jobs have certain

characteristics that can have psychological impact on
employees.

• The psychological impact created by job characteristics leads to

various work-related outcomes.
 The Job Characteristics Model (cont’d)

• JCM, an approach to job enrichment, proposes that five

core job dimensions can produce critical psychological states that
lead to beneficial outcomes for individuals.

Job Dimensions:
1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback
 The Job Characteristics Model (cont’d)
The ‘core’ job dimensions have critical impact on the following
psychological states of employees:

1. Experienced meaningfulness of the work

2. Experienced responsibility and accountability for outcomes of

the work.

3. Knowledge of the results of the work

 The Job Characteristics Model (cont’d)
The psychological impact created by ‘core’ job characteristics leads
to following work-related outcomes:

• High internal work motivation

• High quality work performance

• High satisfaction with work

• Low absenteeism and turnover

 The Job Characteristics Model (cont’d)

The relationship between core job characteristics and work-related

outcomes are affected by the following factors (moderators):

• Need of personal growth and accomplishment at work

• Contextual aspects of work environment

• Job related KSA

 The Job Characteristics Model (cont’d)

Motivational Potential Score (MPS) predicts the motivating

potential in a job.
 How to Enrich a Job?

• By grouping interrelated jobs, the sense of ownership, task

identity and task significance can be increased

• By establishing client relationships

• By increasing autonomy

• Providing regular and direct feedback

 Barriers to Job Enrichment

• Lack of motivation or skills

• Demand for pay rise

• Resistance from supervisor

• Opposition by employees/union
 Employee Involvement

Employees can be motivated to perform and contribute to

organizational goals by incorporating their inputs in the matters
related to them.

Employee involvement
is a process
that uses the
input of employees
to increase
employee commitment
To
organizational goals and success.
 Employee Involvement (cont’d)

• Participative management is a process to share significant degree

of decision making power with employees.

• Participative management enhances employee involvement.

• Participative management technique such as quality circle is an

effective technique to increase job performance.

• Participative management increases employees’ intrinsic

motivation.
 Management by Objectives (MBO)

MBO is a process of converting organizational objectives into

individual objectives.

MBO is based on three process:

1. Goal setting
2. Participative management
3. Objective feedback
 Some Alternative Work Arrangements as Motivators

• Employee Stock Ownership Plan (ESOP)

• Flextime

• Job Sharing

• Telecommuting
 Flexible Benefits to Motivate Employees

Flexible benefits plan

enables employees to
design a benefit
package that best suits
their needs.
 Intrinsic Rewards as a Source of Motivation

Employee recognition
program encourages
specific employee
behavior by formally
appreciating specific
employee contribution.
Any queries??