Motivation

What is Motive?

• A motive is an inner state that energises,

activities, or moves and that directs
behaviour towards goals
 What is Motivating?

• Motivating is a term which implies that one

induces another, to engage in action by
ensuring that a channel to satisfy the
motive becomes available and accessible
to the individual
 What is Motivation?
• Motivation is a general term
applying to the entire class of
drives, desires, needs, wishes,
and similar forces
 What is Motivation?

• Motivation is the complex force starting

and keeping a person at work in an
organisation
• It is something that moves the person to
action and continues him in the course of
action already initiated
Motivation
 Hierarchy of Needs Theory

Abraham Maslow
Self-Actualization
Needs Human beings are
represent the need for motivated by a
self-fulfillment hierarchy of
unsatisfied needs.
Esteem Needs
desire for a positive self-image
and to receive attention
Belongingness Needs
desire to be accepted by one’s peers
Safety Needs
safe and secure physical and emotional environment
Physiological Needs
most basic human physical needs
 Maslow’s Hierarchy of Needs

• Once a need is satisfied, it declines in

importance and the next higher need is
activated
• There are opportunities for fulfillment off
the job and on the job in each of the five
levels of needs
 Douglas McGregor Theory X & Y

Theory X Assumptions
Theory Y Assumptions
• Dislike work –will avoid it • Do not dislike work
• Self direction and self control
• Must be coerced, • Seek responsibility
controlled, directed, or • Imagination, creativity widely
threatened with distributed
punishment • Intellectual potential only
partially utilized
• Prefer direction, avoid
responsibility, little
ambition, want security
Herzberg’s Two-Factor Theory
Area of Satisfaction

Motivators
Achievement Motivators
Recognition influence
Responsibility
Work itself
level of
Personal satisfaction.
growth

Area of Dissatisfaction
Hygiene
Factors
Working conditions Hygiene factors
Pay and security influence level of
Company policies dissatisfaction
Supervisors
Interpersonal
relationships
 Herzberg’s Two-Factor Theory

• Key assumptions
– Satisfaction and dissatisfaction function on two
distinctly separate continnums
– Work factors (motivators) lead to satisfaction, but their
absence does not necessarily lead to dissatisfaction
– Other work factors (hygiene factors) produce
satisfaction but do not motivate performance
 Herzberg’s Two-Factor Theory
• Two factors separately explain satisfaction and
dissatisfaction:
– Hygiene (or maintenance) factors: extrinsic aspects of
the job context that prevent dissatisfaction but do not
cause satisfaction
– Motivators: factors, directly related to specific intrinsic
aspects of the job (job content), that can produce high
levels of motivation and lead to satisfaction
 Herzberg’s Two-Factor Theory
• Hygiene factors include
– Company policy and administrative practices

– Technical supervision by the manager

– Interpersonal relations with the supervisor

– Worker salary, job status, and job security

– The worker’s personal life

– Physical conditions of the work setting

 Herzberg’s Two-Factor Theory

• Motivator factors include

– Achievement

– Recognition

– Advancement

– The task or work itself

– The worker’s potential for personal learning or growth

– The worker’s responsibility for results

McClelland’s Learned Needs Theory

Power
Power

Achievement
Achievement

Affiliation
Affiliation
 McClelland’s Learned Needs Theory
• Key assumptions
– Basic needs are transmitted or learned through culture and
that the need for achievement is a powerful motivator.
– A person’s unconscious mind is the key to unlocking his or
her particular needs.
– Once an individual’s dominant need is identified, it then
becomes a matter of understanding how best to satisfy
that need.
 McClelland’s Learned Needs Theory
• Need for Affiliation desire to form close personal
relationships, avoid conflict, and establish warm
friendships
• Need for Achievement desire to accomplish
something difficult, master complex tasks, and
surpass others
• Need for Power desire to influence or control
others
 Process Theories
 Process theories of motivation …
– How people make choices to work hard or not.
– Choices are based on:
• Individual preferences.
• Available rewards.
• Possible work outcomes.
 Types of process theories:
– Equity theory.
– Expectancy theory.
– Goal-setting theory.
 Equity theory
– Developed by J. Stacy Adams.
– When people believe that they have been
treated unfairly in comparison to others, they
try to eliminate the discomfort and restore a
perceived sense of equity to the situation.
• Perceived inequity.
• Perceived equity.
 Equity theory
– People respond to perceived negative
inequity by changing …
• Work inputs.
• Rewards received.
• Comparison points.
• Situation.
 Managerial implications of equity theory—
– Underpaid people experience anger.
– Overpaid people experience guilt.
– Perceptions of rewards determine motivational
outcomes.
– Negative consequences of equity comparisons should
be minimized, if not eliminated.
– Do not underestimate the impact of pay as a source
of equity controversies in the workplace.
• Gender equity.
• Comparable worth.
 Expectancy theory
– Developed by Victor Vroom.
– Key expectancy theory variables:
• Expectancy — belief that working hard will result in
desired level of performance.
• Instrumentality — belief that successful
performance will be followed by rewards.
• Valence — value a person assigns to rewards and
other work related outcomes.
 Expectancy theory
– Motivation (M), expectancy (E),
instrumentality (I), and valence (V) are related
to one another in a multiplicative fashion:
M=ExIxV
– If either E, I, or V is low, motivation will
be low.
 Managerial implications of expectancy
theory—
– To maximize expectancy, managers should:
• Select workers with ability.
• Train workers to use ability.
• Support work efforts.
• Clarify performance goals.
 Managerial implications of expectancy
theory—
– To maximize instrumentality, managers
should:
• Clarify psychological contracts.
• Communicate performance-outcome possibilities.
• Identify rewards that are contingent on
performance.
 Managerial implications of expectancy
theory—
– To maximize valence in a positive direction,
managers should:
• Identify individual needs.
• Adjust rewards to match individual needs.
 Goal-setting theory
– Developed by Edwin Locke.
– Properly set and well-managed task goals can be
highly motivating.
– Motivational effects of task goals:
• Provide direction to people in their work.
• Clarify performance expectations.
• Establish a frame of reference for feedback.
• Provide a foundation for behavioral self-management.
 Key issues and principles in the goal-
setting process:
– Set specific goals.
– Set challenging goals.
– Build goal acceptance and commitment.
– Clarify goal priorities.
– Provide feedback on goal accomplishment.
– Reward goal accomplishment.
 Goal-setting theory
– Participation in goal setting …
• Unlocks the motivational potential of goal setting.
• Management by objectives (MBO) promotes
participation.
• When participation is not possible, workers will
respond positively if supervisory trust and support
exist.
Goal-Setting Theory