Motivation PPT

IntroductionMotivation is derived from the word motive.

Word motive is derived from a Latin word ‘movere’. It means ‘to move’. Motive is defined as an inner state that energizes, activates or moves and directs (or channels) the behavior of individuals towards certain goals.Motivations represent an unsatisfied need which creates a state of tension or disequilibrium, causing the individual to move in a goal directed pattern towards restoring a state of equilibrium by stating the need.

Meaning

Motivation can be said to be the consequence of an interaction between the individual and the situation. Motivation is not an individual trait. Every person differs in this basic motivational drive. People differ by nature, not only in their ability to perform a specific task but also in their will to do so.

DefinitionAccording to Fred Luthane

“Motivation is a process which begins with a physiological or psychological need or deficiency which triggers behavior or a drive that is aimed at a goal or an incentive.”

“Inner state that energies, activates (or moves) and directs the behavior of individuals towards certain goals”.

“Motivation is the result of process, internal or external to the individual, that arouse enthusiasm and persistence to pursue a certain course of action.”

Concept of MotivationThe concept of motivation has 3 basic Characteristics

1.Effort: The amount of work put into the activity identifies the strength of the person’s work related behavior. Hard work usually reflects high motivation.Eg. Top performer is the one who puts in lot of hard work and efforts.

2. Persistence: Motivation is a permanent and an integral part of a human being. Its second characteristic is persistence in the efforts. Motivation is continuously goal directed so that once a goal is achieved, a higher is selected and efforts are exercised towards this higher goal.Eg. Once a person is promoted to a post of supervisor then his / her next goal would be to achieve Manager’s level.

3.Direction: Persistence hard work determines the quantity of effort while direction determines the quality of the anticipated output. All the efforts are to be directed to the organizational goals. This would ensure that the persistent effort is actually resulting into accepted organizational; outcomes.

Sources of MotivationPositive motivation: Positive motivation involves proper recognition of employee efforts. And appreciation of an employee contributes towards the organizational goal achievement. Such motivation improves

1. The standard of performance.2. Lead to good team spirit and pride.3. A sense of cooperation.4. And a feeling of belongingness and happiness

Following are the some of the positive motivators.Praise and credit for the work done.A sincere interest in the welfare of the subordinates.Delegation of authority and responsibility to the

subordinates.Participation of subordinates in the decision making

process.

Sources of MotivationNegative or fear motivation: This motivation is

based upon the use of force, power, fear and threats. The fear of punishment or unfavorable affects the behavioral changes. Eg. Fear of being fired from the job, keeps the workers in line with the organizational rules and regulations .But does punishment and threat really works. Does it change behavior? In context to organizational behavior, no employee likes to be criticized or threatened with employment termination. This may have a negative impact on the employee morale and may lead to bitterness and hostile state of mind, affecting negatively his / her social interaction as well as his / her sense of loyalty. It may result in poor performance, productivity and quality.

Sources of MotivationExtrinsic Motivation: This type of motivation is induced by external factors that are primarily financial in nature. It is based upon the assumption that the behavior that results in positive rewards tends to be repeated. However reward for the desired behavior needs to be sufficiently powerful and durable so that it induces the repetition of the assumed or desirable behavior. Money is the most important incentive for positive behavior. Financial gains have been subject to debate if they really motivate the employees or simply move them to work and perform. These include higher pay, fringe benefits such as retirement plans, stock options, profit sharing schemes, paid vacation, health and medical insurance, sympathetic supervision and people oriented company policies.

Sources of MotivationIntrinsic Motivation: Intrinsic motivations are

the feelings of achievement and accomplishment. It is concerned with the state of self-actualization in which the satisfaction of accomplishing something worthwhile motivates the employee. This motivation is self generated and is independent of financial rewards. E.g. Mother Teresa’s urge to serve poor and the destitute. Many Social Service Organization work for the under privileged and for the social concerns. Some of the intrinsic motivators are praise, recognition, responsibility, esteem, power, status, challenges and decision making responsibility.

Importance of MotivationIdentifies potentiality: Motivation identifies

employees’ potentiality and also employees’ get to know about his/ own capability and potentiality.

Motivation converts potentiality into performance.Motivation converts motivated employee into

committed and loyal employee. Innovative and Creative Skills: Motivated

employees explore alternative methods of performing a task and they select a better method than the existing method. Motivated employee tries to implement new and creative methods to improve the process, production and quality. Employee user their creative and innovation skills and talents for creative ideas to the management.

High Quality : highly motivated employee has a positive attitude towards quality which in turn results in high quality in production.

Importance of MotivationIncrease in Production: Motivated employees exert

all their energies towards their job. This would in turn result in employee efficiency and thereby productivity. Committed employee would avoid wastage and in turn increase higher productivity.

Human Resource Development: Motivation results in exploring potentialities, development of skills, knowledge and abilities. This leads to the development of human resources.

Cordial relations: Motivated employees behave positively, maintain sound relations, congenial superior-subordinate relations.

Proper utilization of human resource: Motivation identifies human potentialities and channelizes them towards organizational objectives. This results in increased efficiency and productivity due to utilization of human resource where they are appropriately fit.

Importance of MotivationOptimum utilization of other resources: All other

resources without human resources can produce nothing. Human resources make use of all other resources like material, assets and finance to produce products and services. Motivation helps human resources utilize all the other resources to the optimum extent and maximizes productivity.

Builds Congenial industrial relations: Motivation maintains discipline, sound relations among colleagues. This in turn leads to congenial industrial relations.

Basis for Cooperation: Motivation makes the people to understand each other completely, leads group work and the team spirit. These in turn lead to unreserved cooperation and collaboration among members of the department and the organization.

Nature of MotivationMotivation is a continuous process: As we have

studied in economics, human wants are unlimited and even God cannot satisfy human wants. Hence motivation is also a continuous and unending process.

Motivation is a Psychological Concept: Motivation is concerned with the psychological aspect of the human beings. The level of satisfaction, contentment etc by using the same reward/incentives vary from person to person. This is due to variations in aspirations, attitudes, feelings and perceptions of the individuals. Thus, motivation is reaction of the organs of the human body to the inducement/incentives offered.

Nature of MotivationThe Entire Individual is motivated: As stated

earlier, motivation is a psychological concept interacting with the total organ of an individual. Further, each individual is an integrated and comprehensive system. The entire system of an individual reacts to the motivation. Thus, the entire individual is motivated

Frustrated Individual Fails to be Motivated: Some individuals are frustrated despite of the rewards due to the wide gap between his/her aspirations and rewards. Some of the frustrated persons become mentally ill and these individuals cannot be motivated.

Nature of MotivationGoals Lead to Motivation: Goals form a part of the motivational process. Goal achievement results in the satisfaction of want. Goal fulfillment meads to reduction of drives and fulfils deficiencies. Thus goal achievement ends the motivation process.

The Self-Concept as a unifying Force: Self concepts is the life position of a person that one formulates about ones during childhood. He/she thinks oneself in the same way during his/her life time until and unless a major change takes place in the rest of the life time. Therefore, those who formulated a positive view about themselves during the childhood will be motivated by themselves in the rest of the life time. And vice a versa is true in case of negative self concept.

Types of MotivesPrimary Motives

Primary motives are those motives which are physiological or biological. The most common primary motives are hunger, thirst, clothing, sleep, sex and maternal concern. Since human beings have a common physiological make-up, we all end up having the same primary needs. Primary motives are are unlearned and physiological oriented.

Types of MotivesGeneral Motives

The motives which can’t be classified as primary or as secondary motives are categorized into general motives. These motives are unlearned but not physiologically based.General motives tent to encourage a person to increase the stimulation. Therefore, these needs are also called, ‘Stimulus motives’. General motives a significant role in organizational behavior than primary motives.General motives include Curiosity, manipulation, activity motives and affection motive.

Types of MotivesSecondary Motives

General motives play a significant role in organizational behavior compared to primary motives. But secondary motives play pivotal role in organizational behavior. Primary motives do not play significant role in the developed countries. However, this is not true in case of developing countries like ours. Secondary concepts are closely related to learning concepts. Important secondary motives are power, achievement, affiliation, security, status.

The Content Theories of MotivationThe content theories have been developed to

explain the nature of motivation in terms of types of need that people experience. They attempt to focus on factors within a person that initiate and direct a certain type of behavior or check certain other type of behavior. People have certain fundamental needs, both physiological and psychological in nature and accordingly they are motivated to engage in activities that would satisfy these needs. Thus nature of needs establishes the nature of motivation that results in a specific behavior aimed at reaching the goal of satisfying such needs.

The Content Theories of Motivation

McGregor’s Theory X and Theory YDouglas McGregor developed a theory X and theory Y. He was a professor of industrial n\management at Massachusetts Institute of Technology.Douglas McGregor proposed two altogether different views of human beings. One View is a negative aspect of human beings called Theory X and the other is basically appositive aspect of human being called as Theory Y.


McGregor’s Theory X and Theory YAssumptions of Theory X

1. Most people or typical people dislikes work and avoid it whenever possible.

2. They need to be directed, controlled and threatened with punishment in order to move them to work and achieve organizational goals.

3. An average person is lazy, shuns responsibility, prefers to ne directed, has little ambition and is only concerned with his own security.

4. Most people avoid leading and want to be led and supervised. They are unwilling to accept the responsibility.

The Content Theories of MotivationMcGregor believed that managers who hold

theory X assumptions are likely to treat workers accordingly. These managers practice an autocratic management style and may use the threat of punishment to induce employee productivity. The communication is primarily directed down wards and the environment is characterized by minimal manager-employee interaction.

The Content Theories of MotivationAssumption of Theory Y1. Work is natural to most people and they enjoy the

physical and mental effort involved in working, similar to rest or play.

2. Commitment to goals and objectives of the organization is also natural state of behavior for most individuals.

3. They will exercise self direction and self control in pursuit and achievement of organizational goals.

4. Commitment to goals and objectives is a function of rewards available, especially the rewards of appreciation and recognition.

5. Most people have capacity for innovation and creativity for solving organizational problems.

6. Many individual seek leadership roles in preference to the security of being led.


Managers who hold Theory Y assumptions threat their workers as responsible persons and give them more latitude in performing their tasks. Communication is multidimensional and managers interact frequently with employees. These managers encourage innovation and creativity; minimize the use of supervision and controls. Managers redesign the work to make it more interesting and satisfying with regard to higher level needs of workers such as self-esteem and self-actualization. They integrate individual goals and organizational goals so that commitment and dedication, both goals are achieved at the same time.

The Content Theories of MotivationB. Maslow’s Model

The most popular and important content theories of motivation are the Maslow’s Theory. Abraham Maslow developed this model of human motivation in 1943. According to Maslow, human needs form a hierarchy, starting at the bottom with the physiological needs and ascending to the highest needs of self-actualization. He says when one set of needs are satisfied, they no longer work as motivators as a man seeks to satisfy the next higher level needs.

The Content Theories of MotivationMaslow’s ModelAssumption: Abraham Maslow suggested that people have a complex set of exceptional strong needs and the behavior of individuals at a particular moment is usually determined by their strongest needs. Bases upon his clinical experience and formulated his theory of hierarchy needs by asking the same question “What is it that makes people behave the way they do?” and made a list of answers from which he developed a pattern. His theory is based upon two assumptions.

a.Human beings have many needs that are different in nature ranging from the biological needs at the lower level that is the level of survival, to psychological needs at the upper extreme that is the level of growth.

b. Secondly these needs occur in an order of hierarchy so that lower level needs must be satisfied before higher level needs arise or become motivator.

The Content Theories of MotivationMaslow’s Model

Maslow’s Hierarchy of Needs

The Content Theories of MotivationThe need of Hierarchy

1. Physiological Needs: The physiological needs form the foundation of the hierarchy and tend to have the highest strength in terms of motivation These are primary needs arising out of physiological or biological tension, these are basic necessities of human life like food, water, warmth, shelter, sleep and sexual satisfaction. Maslow says that until these are satisfied to the required level, man does not aim for the satisfaction of the next higher level needs. As far as work organization is concerned, these needs include basic needs like pay, allowance, incentives and benefits.

Security/ Safety Needs: Once the physiological needs are gratified, the safety and security needs become predominant. These refer to the need to be free of physical danger or the feeling of loss of food, job or shelter. Human starts thinking of the way by which he/she can continue to satisfy these physiological needs. Security needs spring up the moment he/she makes an effort in the direction of providing himself/herself the source of continuity of physiological needs. This is exactly the reason why attitude towards security is an important consideration in choosing the job. It also involves a sense of protection against threats and danger of losing the job in future. These needs as far as work organization is concerned include: conformity, security, plans, membership in unions, severance pay etc.


4. Social Needs (Affiliation or Acceptance, Love Needs): When the physiological and security needs are satisfied, a sense of belonging and acceptance becomes prominent in motivating behavior. These needs include the needs for social interaction, love, friendship, affection. We look for an environment where we are understood, respected and wanted. We look for association of other human beings and strives hard to be accepted by its group.

5. Esteem Needs: The need for esteem is to attain recognition from others that would induce a feeling of self worth and self confidence. These needs are power, prestige, status and self confidence. These needs make people aim high and make them achieve something great. These needs for employees include status symbols, reputations, awards, promotions, title etc. Employee would begin to feel that they are useful and have some positive effect on their surrounding environment.


6. Self-actualization Needs: This is the highest need in the hierarchy .This last need is the need to develop fully and to realize one’s capacities and potentialities to the fullest extent possible, whatever these capacities and potentialities may be. (This refers to the desire to become what one is capable of becoming.) This is the highest level of need in Maslow’s hierarchy and is activated as motivator, when all the other needs have been reasonably fulfilled. At this level, the person seeks challenging work assignments that allow for creativity and opportunity for personal growth and advancement. A self-actualized person is creative, independent, content, and spontaneous and has good perception of reality. Such persons constantly strive to realize his/her full potential.

The Content Theories of Motivation Critical Analysis of Maslow’s TheoryIn Maslow’s theory the first question arises is “Do needs follow hierarchy?” Studies and survey conducted by experts reveal that needs do follow hierarchy to some extend. But it cannot be generalized in the sense that needs do not necessarily follow the same hierarchy among all people at all times. It also depend on the cultural values and personality of the individuals and their environment.


c. Alderfer’s ERG TheoryAlderfer also feels that needs should be categorized and that there is basic distinction between lower orders needs and higher order needs. ERG Theory is a refinement of Maslow’s needs Hierarchy. Instead of Maslow’s five needs, ERG theory condenses these five needs into three needs. Alderfer identifies three groups of needs. 1. Existence, 2. Relatedness, 3. Growth and that is why this Theory is called as ERG Theory.


c. Alderfer’s ERG Theory1. Existence Needs: The existence needs are

concerned with the survival or physiological well being. These needs are roughly comparable to the physiological and safety needs. These needs include sustenance, shelter and physical and psychological safety from threats to people’s existence and well being.

2. Relatedness Needs: The relatedness needs talk about the importance of interpersonal and social relationship. Relatedness needs correspond to social and esteem needs of Maslow’s hierarchy. It involves open communication and honest exchange of thoughts and feelings with other organizational members.


c. Alderfer’s ERG Theory3. Growth Needs: The growth needs are the

concerned with the individual’s intrinsic desire for personal development. These are the needs to develop and grow and reach the full potential that a person is capable of reaching. They are similar to Maslow’s self-actualization needs.

Difference between Maslow’s Theory and ERG TheoryERG Theory differs from Maslow’s theory in

proposing that people may be motivated by more than one kind of needs at the same time. Maslow proposes that in the hierarchy of needs, a person will satisfy the lower level needs before he/she moves up to the next level of needs and will stay at these until they are satisfied. ERG Theory suggests that if a person is frustrated in satisfying his needs at a given level, he will move back to the lower level needs.

The Content Theories of Motivationd. Fredrick Herzberg’s Two –Factor Theory

Fredrick Herzberg and his associates developed the two factor theory in the late 1950s and early 1960s. This theory is also called as motivation-hygiene theory.Herzberg investigated the question “What do people want from their jobs?” And a survey was conducted by him and his associates.


Wages, Salary and other types of employee benefits.Company policies and administration rules that govern the

working environment.Interpersonal relations with peers, supervisors and

subordinates. Cordial relations with all will prevent frustration and dissatisfaction.

Working conditions and job security. The job security may be in the form of tenure or it could be supported by a strong union.

Supervisor’s technical competence as well as the quality of his supervision. If the supervisor is knowledgeable about the work and is patient with the subordinates & guides them well, the subordinates would not be dissatisfied in this respect.All the hygiene factors are designed to avoid damage to efficiency or morale & these are not expected to stimulate positive growth.


Motivational FactorsThese factors are related to the nature of work (job content) and are intrinsic to the job itself. These factors have a positive influence on morale, satisfaction, efficiency and higher productivity. Some of these factors are:

1. The Job itself: To be motivated, people must like and enjoy their jobs. They become highly committed to goal achievement and do not mind working till late hours in order to do what is to be done. Their morale is high as evidenced by lack of absenteeism and tardiness.

2. Recognition: Proper recognition of an employee’s contribution by the management is highly morale boosting. It gives the workers a feeling of worth and self esteem. It is human nature to be happy when appreciated. Thus such recognition is highly motivational.

The Content Theories of Motivationd. Fredrick Herzberg’s Two –Factor Theory3. Achievement: A goal achievement gives a great

feeling of accomplishment. The goal must be challenging, requiring initiative and creativity.

4. Responsibility: It is an obligation on the part of the employee to carry out the assigned duties satisfactorily. The higher the level of these duties, the more responsible the worker would feel and more motivated he would be. It is good feeling to know that you are considered a person of integrity and intelligence to be given a higher responsibility. It is a motivational factor that helps growth.

5. Growth and Advancement: These factors are inter-related and are positively related to motivation. Job promotion, higher responsibilities, participation in central decision-making and executive benefits is all signs of growth and advancement and adds to dedication and commitment of employee.

The Content Theories of MotivationCriticismFredrick Herzberg’s Two –Factor theory suffers from the following criticisms

This theory is primarily based on the responses of white collar workers (Accountants and Engineers) and do not necessarily reflect blue collar workers opinion who may consider hygiene factors as motivational factors.

Some studies have found that the effects of hygiene factors are motivational factors as they are highly motivated by financial rewards.

This theory does not take into consideration individual differences in values and outlook as well as the individual’s age and organizational level.

This procedure is limited by its methodology. The conclusion of this theory is related to job satisfaction

and job dissatisfaction, therefore it is not a theory on motivation.

The Content Theories of MotivationMcClelland’s Achievement Motivation Theory

The Achievement Motivation Theory provides a final content theory of motivation. The theory has been advocated by David C. McClelland and his associates. In late 1940’s they began to study three needs that motivate human behavior that is Power, Affiliation and achievement.McClelland believes that each person has a need for all the three (as well as for others) but that people differ in the degree to which the various needs motivate their behavior. David McClelland’s theory is also a content model of motivation, which he believes to be rooted in culture.

The Content Theories of MotivationMcClelland’s Achievement Motivation Theory

Achievement Motive: McClelland research led him to believe that human beings distinctly posses the need or desire to achieve something. For this purpose they compete to reach or achieve a certain standard of excellence or make a unique contribution which will speak of their achievement.

Affiliation Motive: Human beings being a social animal like to interact with other people and experience the feeling of belongingness and togetherness. McClelland’s study led him accept the fact that individuals with strong affiliation motive end to establish and maintain intimate personal relationships, experience the feeling of intimacy and understanding and also lend their hand to others in trouble.

Power Motive: The ability to induce or influence other’s behavior is called power. McClelland found that persons with high power needs display a great concern for exercising influence and control. They are also interested in providing status rewards to their followers.

The Content Theories of MotivationThematic Appreciation Test (TAT)McClelland and his associates used Thematic Appreciation Test

(TAT)to measure the strength of a person’s achievement motivation. This test recommends following steps to be followed.

Give employee periodic feedback on performance. This will provide information that will enable them to modify or correct their performance.

Provide good role models for achievement. Employees who are “heroes” should be available for others to emulate.

Arrange tasks so that employees call pursue moderate challenges and responsibilities. Avoid tasks that are either extremely difficult or extremely easy. Help employees to modify their self images and seek job challenges and responsibilities accordingly.

AS much as possible, employees should be able to control their own destiny and imagination. They should be trained, however, to think realistically and positively about how they will accomplish goals. Help employees to set realistic goals aspired by them and also help them to attain it.

Let it be known that managers who have been successful are those who are higher in power motives rather than affiliation motives.

A Combination of the Content Theories

Maslow Alderfer Herzberg McClelland

Self Actualization

Growth Motivators Need for Achievement

Esteem

Social Relatedness Hygiene Factors

Need for Affiliation

Safety

Physiological

PROCESS THEORIES OF MOTIVATION

Content Theories of motivation attempted at identifying what motivates people at the work, whereas the process theories are more concerned with the cognitive aspects which go into motivation and how they are related one another. Content theories explain the dynamics of employee’s needs. Such as why people have different needs at different times, by identifying employees needs we can discover what motivates that person. Process Theories describe and try to analyze how personal factors (within the individual) interact and influence each other to produce certain kinds of behavior.

PROCESS THEORIES OF MOTIVATIONVictor Vroom’s Expectancy Theory

Victor Vroom felt that content models were inadequate explanations of the complex process of work motivation and he developed a relatively new theory of motivation. AssumptionAccording to Vroom’ theory, motivation of any individual, depends on the desired goal and the strength of his expectation of achieving the goal. In more practical terms, expectancy theory says that employees will be motivated to exert a high level of efforts when they believe that efforts will be motivated to a good performance appraisal, that good appraisal will lead to organizational rewards such as bonus, a salary increase, or a promotion, and that reward will satisfy the employees’ personal goals.


This theory focuses on three relationships.1.Effort-performance relationship: The probability perceived by

the individual that exerting a given amount of effort will lead to performance.

2.Performance-reward relationship: The degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome.

3.Rewards-personal goals relationships: The degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards to the individual.

Vroom built this theory based on three concepts – Valence, Instrumentality and expectancy. Therefore this approach is also called the VIE Theory. Vroom has referred to the result of behavior associated with doing the job itself as first level outcomes. (e.g. level of performance, quality of work, amount of absenteeism). The second level outcomes are said to be the rewards (either positive or negative) the first level out comes are likely to produce.

PROCESS THEORIES OF MOTIVATIONVictor Vroom’s Expectancy TheoryValence

Vroom says that valence is the strength of an individual’s preference for a particular outcome. Valence can have values ranging from negative to positive. Outcomes having positive valence include being respected by friends and co-workers, performing meaningful work, having job security and earning enough money to support self and his/her family. Outcomes having a negative valence are things that are wants to avoid, such as being laid off, being passed over for promotion, or being discharged for drunken behavior at work place. An outcome is positive when it is preferred and negative when it is not preferred or to be avoided. An outcome has a valence of 0 when an individual is indifferent about it.


InstrumentalityThis refers to the relationship between first level outcome and second level outcomes, and has values ranging from -1 to +1. A value of ‘-1’ implies that the attainment of a second level outcome is inversely related to the achievement of the first level outcome. For instance Meenal wants to be accepted as a member of her work group, for which a certain acceptable level of performance is to be met. If the norm is not adhered to, Meenal will not be accepted by her work group. So Meenal will ensure that her performance will not violate the group’s norms. A value of ‘+1’ indicates that the first level outcome is positively related to the second level outcome. When a student receives a A+ grade in the final exams, the chance of him achieving the second level outcome (Clearing the exams with distinction) approaches ‘+1’. Similarly, when there is no relationship between the individual’s performance on a test and either passing or failing the course, the instrumentality would be ‘0’.


ExpectancyThe belief that a particular level of effort will be followed by a particular level of performance is called expectancy. Expectancy is a probability (ranging from 0 to 1) or strength of a belief that a particular action or effort will leave a particular first level outcome. Expectancy can be restated as follows: Effort-to-Performance (E P).

1.Effort-performance relationship: The probability perceived by the individual that exerting a given amount of effort will lead to performance.

2.Performance-reward relationship: The degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome.

3.Rewards-personal goals relationship: The degree to which organization rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individuals.

PROCESS THEORIES OF MOTIVATIONThe Porter-Lawler Theory (or Model)

Lyman W. Porter and Edward E. Lawler made an attempt to refine and extend Vroom’s model to try to understand the relationship between satisfaction and performance. They opined that motivation is not equal to satisfaction or performance. But there is complex relationship between motivation, satisfaction and performance.

PROCESS THEORIES OF MOTIVATIONThe Porter-Lawler Theory (or Model)According to them performance is a function of three

important factors.If an employee wants to perform, he must be motivated.Motivation alone does not ensure performance and hence a

person must have the necessary abilities and skills as well.An employee must have an accurate knowledge of the

requirement of the job.Following are the key-variables in this model

1 Effort: Effort does not directly lead to specific levels of performance. Effort is only the amount of energy of the attractiveness of the reward and how he perceives a relationship between effort and pay-off. The individual will exert greater effort if he perceives that there a greater probability that his effort will lead to the reward. So motivation is seen as force on the employee to expect effort.


2. Performance: Effort alone is not enough, as performance results only when the effort is continued with the ability. Effort and performance cannot be taken to be the same.

3. Reward: A person gets intrinsic reward himself by performing a task well. Intrinsic reward will be a feeling of accomplishment. Extrinsic rewards like pay, promotions and status are offered by the organization.

4. Satisfaction: Satisfaction depends on the perceived rewards and the actual rewards. If an individual feels that he should have received more for what he had done, it results in dissatisfaction and vice versa. Thus, motivation and achievement result in satisfaction or

dissatisfaction of an employee about the job, organization etc.

PROCESS THEORIES OF MOTIVATIONThe Porter-Lawler Theory (or Model)EvaluationThis approach has made a significant contribution which has led to better understanding of work motivation and the relationship between performance and satisfaction. In spite of this, there are certain limitations. Though more application oriented, this theory is very complex. Because of its complexity, this approach has proved to be difficult approach in helping management to arrive at a more relevant and practical approach.

PROCESS THEORIES OF MOTIVATIONAdam’s Equity Theory of Work Motivation

Credit of developing this theory goes to J. Stacy Adams. This theory argues that major input into job performance and satisfaction is the degree of equity (or inequity) that people perceive in their work situation. Inequity occurs when a person perceives that the ratio of his or her outcomes to inputs and the ratio of other’s relevant outcome to inputs are unequal. Like any other theory, the equity theory is also known as the “Social Comparison” theory and “inequity” theory

PROCESS THEORIES OF MOTIVATIONAdam’s Equity Theory of Work

MotivationAssumption Adam’s equity theory focuses on an individual’s

feelings on how fairly he or she is treated in comparison with others. It works on two assumptions

People evaluate their interpersonal relationships just as exchange process in which they (the individual) make contributions and expect certain results.

Individuals tend to compare their situations to those of others to determine the equity of an exchange.

PROCESS THEORIES OF MOTIVATIONAdam’s Equity Theory of Work MotivationFour terms are important in the theory :Person: The individual for whom equity or inequity exists.Comparison other: Any group or individual used by a person

as a referent regarding inputs and outcomes. Comparison other is also called relevant other.

Inputs: Characteristics which individuals bring with them to the job: Education, skills, experience and like. These are subjectively perceived by the person.

Outcomes: Pay, promotions and fringe benefits received from a job. These are also subjectively perceived by the person.The ratio is based upon the how a person perceives what he is giving (inputs) and what he is receiving (inputs) versus the ratio of what the relevant other is giving (inputs) and receiving (outcomes). This cognition may not be similar to someone else’s observation of the ratio’s or the same as the actual situation.

PROCESS THEORIES OF MOTIVATIONInequity ReductionAccording to the equity theory, when employees perceive inequity it results in causing tension within an individual and among individuals. Then in order to reduce a perceived inequity, they may act in the one or more of the following ways.

Individuals may either increase or decrease their inputs to what they consider to be an equitable level.

People may change their outcomes to restore equity.People may mentally distort their own inputs and

outputs to achieve a more favorable balance.People may either leave or shift to another

department in the hope to find favorable balance

PROCESS THEORIES OF MOTIVATIONInequity ReductionPeople may move to a new reference group so as to

reduce the source of the inequity.People may attempt to distort the inputs or outcomes

of the others.He/She seeks to reduce the tensions being

experiencedHe/she may experience tensionIndividual finally acts in a way to reduce the tensionPerson may perceive inequity.Person may

perceive inequity

Individual finally acts in a way to reduce the

tension

He/she may experience

tension

She/he seeks to reduce

the tensions being

experienced



Motivation PPT

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