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MMOTIVATIONOTIVATION
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TTHEORIESHEORIES OFOF MMOTIVATIONOTIVATIONy Early Theories of Motivation
Hierarchy of Needs Theory
Theory X and Theory Y
Two-Factor Theory
y Contemporary Theories of Motivation ERG Theory
Cognitive Evaluation Theory
Goal-Setting Theory
McClellands Theory of Needs
Reinforcement Theory
Equity Theory
Expectancy Theory
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CCONTEMPORARYONTEMPORARY
TTHEORIESHEORIES OFOF MMOTIVATIONOTIVATION
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MMASLOWASLOWSS NNEEDEED HHIERARCHYIERARCHY
SelfActualization
Esteem
Social
Safety
Physiological
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ERG TERG THEORYHEORY
y Clayton Alderfer
y Based on needs but differs from Maslows
theory in three basic respects.
Theory collapses Maslows five need categories
into three: Existence needs, Relatedness needs,
Growth needs
ERG theory contends that more than oneneed may be activated at the same time.
Frustration Regression Dimension
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ERG TERG THEORYHEORY VV//SS MMASLOWASLOWSS HHIERARCHYIERARCHY
SelfActualization
Esteem
Social
Safety
Physiological
GROWTH
RELATEDNESS
EXISTENCE
External Component
Internal Component
Back
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ERG TERG THEORYHEORY
Frustration Regression Dimension:
Frustration in
attempting to satisfy a higher levelneed
can result in regression to a lower level
need.
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CCOGNITIVEOGNITIVE EEVALUATIONVALUATION TTHEORYHEORY
UUNDERNDER AATTACKTTACK
Testing done with students.
V. High intrinsic motivation levels are
strongly resistant to the detrimentalimpact of extrinsic reward.
There is a powerful norm for extrinsic
reward even when job is inherently
interesting.
On dull tasks, extrinsic rewards appear
to increase intrinsic motivation.
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CCOGNITIVEOGNITIVE EEVALUATIONVALUATION TTHEORYHEORY
UUNDERNDER AATTACKTTACKy Low level jobs; not inherently satisfyingenough to foster high intrinsic interst.
y Many Mangerial and Professional
positions; offer intrinsic rewards.
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GGOALOAL SSETTINGETTING
TTHEORYHEORY
y Developed by Locke, Wood
and Mento and contributed by
Fredrick W. Taylor, Peter
Drucker.
y Goal is a desired consequence
of an action.
y According this theory, along
with guiding organizational
efforts, goals motivatey Primary attributions of goals:
Content
Intensity
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GGOALOAL SSETTINGETTING TTHEORYHEORYy Features of Goals
Goals must be owned and accepted
Goals must be specific
Goals must have a specific time frame
Goals must be measurable Content and intensity of the goal also defines it.
y Factors influencing goal-performance relationships:
Feedback Goal Commitment
Self Efficacy
National Culture
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GGOALOAL SSETTINGETTING TTHEORYHEORY
y Management By Objectives
Refers to the process of setting goalsthrough the participation of
management and workersy Stages of MBO
Consensus on key goals and objectives
Sketching Plan Of Action Control of behavior
Periodic Appraisal and Reviews
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AACQUIREDCQUIRED NNEEDSEEDS TTHEORYHEORYy David I. McClelland.
y Used TAT(Thematic Apperception Test) as a
way of measuring human needs.
y 3 needs which operate over time, as a result
of life experiences. They are:
- Need of Achievement
- Need of Affiliation
- Need of Power
Managers should learn to identify these and
create work environments that are responsive
to needs.
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AACQUIREDCQUIRED NNEEDSEEDS TTHEORYHEORY
nAch
nPow
nAff
Need for Power:
It is the desire to control
others and influence theirbehavior.
Need for Achievement:
It is the desire to do
better, solve problems, ormaster complex tasks.
Need for Affiliation:
It is the desire for friendly
and warm relationswith others.
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AACQUIREDCQUIRED NNEEDSEEDS TTHEORYHEORY
y Research evidence on acquired needs
theory
Identification of the need profiles that
are required for success in different
types of jobs.
People can be trained to develop the
need for achievement, particularly in
developing nations.
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EEQUITYQUITY TTHEORYHEORY Workplace development by J. Stacy Adams.
People gauge the fairness of their work
outcomes in relation to others and then
respond to eliminate inequities.
*O/ IA represents the employee & O/IB represents relevant others.
The equity process must be managed so as
to influence the reward recipients equity
perceptions.
Ratio Comparison PerceptionO/IA < O/IB Felt Negative Inequity
O/IA = O/IB Equity
O/IA > O/IB Felt Positive Inequity
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EEQUITYQUITY TTHEORYHEORY
y Choices for dealing with inequity:
Change work inputs
Change the outcomes (rewards) received
Leave the situation
Change the comparison points
Psychologically distort the comparisons
Take actions to change the inputs or outputsof the comparison person
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EEQUITYQUITY TTHEORYHEORY
y Research Evidence on Equity Theory:
Overpayment (felt positive inequity) results in
increased quantity or quality of work.
Underpayment (felt negative inequity) results in
decreased quantity or quality of work.
Overpayment and underpayment results are
closely tied to individualistic cultures.
Collectivist cultures emphasize equality rather
than equity.
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EEXPECTANCYXPECTANCY TTHEORYHEORY
y
(M) = (E) (I) (V).y multiplier effect means the motivational
appeal of a given work path changes with
(E), (I) & (V)
IndividualEffort
IndividualPerformance
OrganizationalRewards
Personal Goals
Expectancy(E)
It is theprobability that
work effort willbe followed byperformanceaccomplishment.
Instrumentality
(I)
It is theprobability that
performance willlead to variouswork outcomes.
Valence(V)
It is the value tothe individual of
various workoutcomes.
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EEXPECTANCYXPECTANCY TTHEORYHEORY
y Research evidence on Expectancy Theory:
May be useful to distinguish between extrinsicrewards and intrinsic rewards.
Does not specify which rewards will motivateparticular groups of workers, thereby allowingfor cross-cultural differences.
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IINTEGRATINGNTEGRATING THETHE MMOTIVATIONOTIVATION TTHEORIESHEORIES
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TTHANKHANKYYOUOU
PRESENTED BY:
ABHISHEKLADDHA
ANKIT R JAIN
CHINTAN SHAH
NEHA CHAUDHURI
NIDHI SHARMA
SHWETA ANAND