UNIT 3

MOTIVATION

DEFINITION:
Motivation is the internal process that drives an individual to take action toward achieving
specific goals. It involves the desire, energy, and willingness to put in effort to accomplish tasks
or fulfill needs. Motivation can be influenced by both internal factors (like personal values,
interests, and goals) and external factors (such as rewards, recognition, or environmental
conditions).

CONCEPT OF MOTIVE AND MOTIVATIONAL:

Motive: Refers to the internal drive or reason behind a person's actions or behavior. It is the
need, desire, or goal that prompts someone to act. For example, the motive for working could
be earning money or achieving career growth.
Motivation: Refers to the process or mechanism that initiates, guides, and sustains goal-directed
behavior. It is the force that compels someone to take action based on their motives. Motivation
helps in energizing and directing the individual’s efforts towards fulfilling the motive.

MASLOW’S HIERARCHY OF NEEDS:

Maslow's 8-Level Hierarchy of Needs model expands upon the original 5-level model by
including additional needs related to knowledge, aesthetics, and transcendence. Here's an
overview:
1. Physiological Needs (Basic Needs)

○ Examples: Food, water, air, shelter, warmth, sleep.

○ Explanation: These are the fundamental biological needs essential for survival.
2. Safety Needs (Basic Needs)

○Examples: Security, health, safety, job security, protection from harm.

○Explanation: After physiological needs, people seek safety and stability in their
environment.
3. Love and Belongingness Needs (Social Needs)

○Examples: Relationships, friendships, social connections, community

involvement.
○ Explanation: The need for social interactions and acceptance by others is
central.
4. Esteem Needs (Psychological Needs)

○ Examples: Recognition, self-esteem, respect from others, achievements.

○ Explanation: People desire to feel valued, competent, and respected.
5. Self-Actualization Needs (Self-Fulfillment Needs)
 ○Examples: Personal growth, creativity, pursuing goals, realizing one's full
potential.
○ Explanation: The desire to become the best version of oneself and fulfill one's
potential.
6. Cognitive Needs (Expanded)

○ Examples: Knowledge, curiosity, intellectual exploration, learning.

○ Explanation: The need for understanding, curiosity, and acquiring new skills.
7. Aesthetic Needs (Expanded)

○Examples: Beauty, symmetry, art, creativity, and harmony.

○Explanation: Humans are driven to appreciate beauty and seek balance and
harmony in their environment.
8. Transcendence Needs (Expanded)

○ Examples: Altruism, helping others achieve their potential, spiritual growth,

connecting to something greater than oneself.
○ Explanation: The highest level, where the focus shifts from individual needs to
the welfare of others and a sense of connection to the universe or a higher
purpose.
Summary:
The expanded 8-level hierarchy shows that beyond basic survival, humans are driven by higher
needs like knowledge, beauty, and transcendence. Once lower-level needs are met, people
strive for intellectual, aesthetic, and spiritual fulfillment, aiming to reach a higher state of
self-realization and contributing to others' growth.
HERZBERG’S TWO FACTOR MODEL THEORY:
Herzberg's Two-Factor Model (also known as the Two-Factor Theory of Motivation)
identifies two categories of factors that influence job satisfaction and motivation:
1. Motivators (Satisfiers):
○ These factors lead to positive satisfaction and motivation when present.
○ Examples:
■ Achievement: A sense of accomplishment or completing tasks.
■ Recognition: Receiving acknowledgment for one’s efforts or success.
■ Work Itself: The nature of the work itself, providing challenges,
responsibility, and opportunities for growth.
■ Responsibility: Empowerment and autonomy in one's role.
■ Advancement: Opportunities for career growth and development.
■ Personal Growth: Opportunities to learn and develop new skills.
○ Explanation: Motivators are intrinsic to the job itself. They contribute directly to
job satisfaction, engagement, and a sense of fulfillment.

2. Hygiene Factors (Dissatisfiers):

○ These factors do not lead to positive satisfaction but can cause dissatisfaction if
they are absent or inadequate.
○ Examples:
■ Company Policies: Organizational rules and regulations that may be
perceived as unfair or restrictive.
■ Supervision: The quality of management and how employees are
supervised.
■ Working Conditions: The physical environment, including safety,
cleanliness, and comfort.
■ Salary: Compensation for work done.
■ Job Security: Stability in one’s job and assurance against layoffs.
■ Interpersonal Relationships: Relationships with colleagues and
supervisors.
■ Work-Life Balance: Adequate time for personal life and leisure.
○ Explanation: Hygiene factors are extrinsic to the job. If they are not addressed,
they can cause dissatisfaction, but their presence alone does not necessarily
increase motivation or satisfaction.

VROOM’S EXPECTANCY THEORY:

Vroom’s Expectancy Theory explains motivation as a process where individuals decide to act in
a certain way based on their expectations of the outcomes. It emphasizes the connection
between effort, performance, and rewards.
Key Components of Vroom’s Expectancy Theory:
1. Expectancy (Effort → Performance):

○ The belief that increased effort will lead to improved performance.

○ Example: "If I work hard, will I complete the task successfully?"
2. Instrumentality (Performance → Outcome):

○ The belief that successful performance will lead to desired rewards.

○ Example: "If I complete the task well, will I get the reward?"
3. Valence (Value of Reward):
 ○ The value or importance an individual places on the expected reward or
outcome.
○ Example: "Do I value the reward enough to put in the effort?"
Motivational Formula:
Motivation=Expectancy×Instrumentality×Valence\text{Motivation} = \text{Expectancy} \times
\text{Instrumentality} \times \text{Valence}
● If any of these components is low, overall motivation decreases.
Application:
To motivate employees effectively:
● Ensure they believe effort will improve performance (high expectancy).
● Show that performance will lead to rewards (high instrumentality).
● Offer rewards that employees value (high valence).
Example:
An employee is motivated to complete a challenging project if:
● They believe they have the skills to succeed (expectancy).
● They trust their manager will recognize their success (instrumentality).
● They value the promised promotion (valence).

PORTER LAWLER MODEL:

The Porter-Lawler Model is an extension of Vroom's Expectancy Theory, proposing a more
comprehensive approach to understanding motivation. This model links effort, performance,
and rewards, emphasizing the role of intrinsic and extrinsic factors in employee satisfaction.
Key Components:
1. Effort: The amount of energy an individual exerts to complete a task.
○ Influenced by the value of the reward and the perceived probability that effort
will lead to performance.
2. Performance: The result of the effort applied, combined with the individual’s abilities and
role clarity.
○ Abilities: Skills, knowledge, and competence.
○ Role clarity: Understanding of what is expected.
3. Rewards:
○ Intrinsic Rewards: Internal satisfaction, such as a sense of achievement.
○ Extrinsic Rewards: Tangible rewards like salary, bonuses, or promotions.
4. Perceived Fairness of Rewards:
○ Satisfaction depends on whether the rewards are perceived as equitable and fair.
5. Satisfaction:
○ Satisfaction results from the perceived fairness and value of rewards, which
impacts future effort and performance.
Process Flow:
1. Effort: Driven by the expected value of rewards and effort-performance probability.
2. Performance: Effort leads to performance if abilities and role clarity are present.
3. Rewards: Performance results in intrinsic and extrinsic rewards.
4. Satisfaction: The perception of reward fairness leads to job satisfaction, which
influences future motivation.
Key Takeaways:
● Performance does not directly lead to satisfaction; it depends on the perceived fairness
of rewards.
● Both intrinsic and extrinsic rewards play critical roles in motivation.
● Motivation is cyclical: satisfaction impacts future effort and performance.
Example:
● An employee works hard on a project (effort).
● Due to their skills and understanding of the task, they deliver excellent results
(performance).
● They receive praise (intrinsic reward) and a bonus (extrinsic reward).
● If the rewards match their expectations and seem fair, they feel satisfied and motivated
to perform well in the future.

EQUITY THEORY OF WORK MOTIVATION:

The Equity Theory of Work Motivation by J. Stacy Adams states that employees are
motivated when they perceive fairness in the rewards they receive compared to their efforts and
others'.
Key Points:
1. Inputs: Effort, skills, time, etc., contributed by employees.
2. Outcomes: Rewards like salary, recognition, or promotions.
3. Comparison: Employees compare their input-outcome ratio with peers.
○ Equity: Fair balance motivates employees.
○ Inequity: Perceived imbalance leads to dissatisfaction.
Restoring Equity:
● Change effort or request better rewards.
● Reevaluate the situation or comparison group.
● Leave the organization if fairness isn't achieved.
Ensuring fairness in rewards and treatment enhances employee motivation and satisfaction.