Motivation

motivation

Prepared by Andrews

meaning

Motivation is a process that starts with a psychological need that activates a drive that is aimed at an incentive

elements of motivation

Need Drive Goals/Incentives

(Deficiency) (fulfills deficiency)

Need : physiological or psychological deficiency or imbalance in an individual will result in a need.

e.g. hunger thirst

Drive: physiological drive is a condition which causes a person to work in a particular direction

Incentive : anything that mitigate the drive and decrease the intensity of the drive

Classification of Motives

Primary Motives

General Motive

Secondary Motives

Primary motive

two criteria must be met in order for a motive to be included in the primary

1) It must be unlearned,

2) and it must be physiologically based

eg: Hunger, thirst, sleep, avoidance of pain

Hunger, thirst, sleep, avoidance of pain

General Motives:A motive is considered to be a general motive if

1) it is not learned,

2) but is also not based on physiological need.

general motives stimulate tension within the individual. They are also called “stimulus motives”

eg: curiosity, affection motive

Secondary motive

It is a motive that has been learned or acquired over time

The power motive

The achievement motive

The affiliation motive

The security motive

The status motive

theories of motivation

the major theories of motivation can be classified in the following heads

i. Content theory

ii. Process theory

iii. Contemporary theory

iv. Management by objectives

v. Participative management

vi. Job design

Content theories of motivation

1. The content theories of motivation attempt to identify and prioritize the needs and derives that motivate people at work.

The theories are: Maslow’s Hierarchy of Needs Herzberg’s Two-factor Theory of Motivation Alderfer’s ERG theory

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Maslow’s Hierarchy of Needs

Abraham Maslow

Self actualization needs

Esteem needs(Important projects,

Recognition, prestigious office location)

Social needs(Good coworkers, peers, superiors,

customers)

Safety or Security Needs(Job security; benefits like life insurance; safety

regulations)

Physiological needs(Basic pay, Workspace, heat, water company cafeteria)

(Challenging projects, Opportunities for innovation and creativity, training)

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Two-Factor Theory:

Herzberg’s classification of needs as hygiene factors and motivators.

He conducted a study to find out the job satisfaction and dissatisfaction factors

Job satisfiers were associated with job content and job dissatisfiers were related to job context ( circumstances/ situation)

satisfiers were called motivators and dissatisfiers were called hygiene factors

Hygiene Factors (Needs): they are preventive in nature they are responsible for preventing dissatisfaction

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Alderfer’s ERG Theory:

Clayton alderfer modified and reduced Maslow's five needs to three levels

Existence needs – These are associated with the survival and physiological wellbeing of an individual

Relatedness needs – These needs emphasize the significance of social and interpersonal relationship.

Growth needs – These needs are related to a person’s inner desire for personal growth and development.

According to Alderfer : a person’s background or cultural environment may cause the relatedness needs to predominate over unfulfilled existence needs

It is also possible that intensity of growth needs will increase in the degree to which they are satisfied

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The Relationship between Maslow,s Hierarchy of Needs, Herzberg’s Two-Factor Theory and Alderfer’s ERG Needs

Self-actualization and fulfillment

Esteem and status

Belongings and social needs

Safety andsecurity

Physiological needs

Growth

Relatedness

Existence

Work itself AchievementPossibility of growth

Responsibility

Advancement Recognition

Status

Relations with supervisors Peer relationsRelations with subordinatesQuality of supervisions

Company policy and administration Job security

Working conditions Pay

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The Process Theories of Work Motivation

The process theories of motivation deal with “How” of Motivation.

1) Vroom's’ Expectancy Theory 2) The Porter-Lawler Model

Vroom's’ Expectancy Theory

• The theory is based on three variables – valence, instrumentality and expectancy – and is therefore commonly termed VIE theory.

• An individual will act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

valence:

means the attraction of an outcome to the individual 1) Valence is +ve if person prefer to attain a particular

outcome 2) valence is –ve if person is not interested in the

outcome

Instrumentality refers to the degree to which a first-level outcome would help in attaining the desired second-level outcome

Instrumentality serves as an input for valence

Expectancy is the probability that performing a specific action would produce a particular first-level outcome or effort.

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Performance Instrumentality

belief that if I do better,

I get a better reward

Effort Expectancy

Belief that if I try had I can do better

Outcome Valence

Value of the outcome to the person

Vs indifference or aversion

Motivation

The Porter-Lawler Model

Porter and Lawler tried to explore the complex relationship between motivation, satisfaction and performance, and pointed out that efforts put in by an employee did not directly result in performance

• Acc to porter Lawler model performance is dependent on three factors :– An employee should have the desire to perform i.e. he must feel

motivated – Motivation alone cannot ensure successful performance of a a

task: he should have the necessary skills and abilities.– The employee should also have the clear perception of his role

in the org. and accurate knowledge of the job requirement.

important variables in the model• Effort: the amount of energy expended by an individual to perform a specific

task. Effort depends upon the attractiveness of the reward and the probability that his efforts will lead to the reward.

• Performance : it is not necessary that the effort will result in performance. Performance in turn is depended on the abilities and skills and the way the individual perceives his role.

• Reward: employee is rewarded acc. To performance. Reward can be intrinsic or extrinsic. – intrinsic rewards : are those a person grants to himself for having

performed a task well– Extrinsic rewards : are the rewards given to the employee by the

organization

• Satisfaction: depends upon whether the actual reward offered fall short of, match or exceed what the individual perceives as an equitable level of reward.

The Contemporary Theories of Work Motivation

• Equity Theory

This theory states that the degree of equity or inequity perceived by an employee with reference to his work situation plays a major role in work performance and satisfaction.

Employees generally compares their output – input ratio with that of others. If they perceives the ratio of their outcomes and inputs are equal to that of their peers and others , it will result in equity

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Various referent comparison used by employees:

Self-inside - comparing ones experience in the present position with the experiences of those holding a similar position in same org.

Self-outside - comparing ones experience in the present position with the experiences of those holding a similar position in another org

Other-inside- comparing ones experience in the present position with the experiences of those holding a a different position but belonging to the same org.

Other-outside - comparing ones experience in the present position with the experiences of those holding a different position in another org

Management by objectives• Technique used by managers to motivate employees to

perform well by using the goal setting technique

process Of MBO• Consensus on key goals and objectives• Sketch a plan of action• Control of behavior• Periodic appraisal and reviews:

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Motivation of Performance Through Job Design and Goal Setting:

“Job design” can be defined as the process of

structuring tasks and responsibilities into a job in an

attempt to make the job more meaningful, significant

and satisfying.

The theory of goal setting as propounded by

Locke, Wood and Mento is based on the principle that

difficult goals stimulate performance and commitment.

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Approaches to job design

Job engineering approach to job design

Job enlargement approach

Job rotation

Job enrichment

Job engineering

• Concerned with issues like plant layout, design of products, processes and tools.

Job enlargement

• Simply adds more tasks to the job so that the worker has a variety of simple tasks to perform rather than doing just one task repeatedly

Job rotation

• where employees move between different jobs periodically….

Job enrichment

• It involves providing employees with more control over the work they do. By providing them with more authority and responsibility, it may encourage them to seek out better and more efficient ways to accomplish their task, leading to a potential increase in productivity.

Participative management

• Participative management is defined as a management style in which leaders place emphasis on employees’ involvement in the management process. This management method is also known as employee involvement or participative decision making,