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Unit IV-Motivation PDF
Unit IV-Motivation PDF
Unit IV-Motivation PDF
Sourabh Munjal
After studying this chapter,
you should be able to:
OBJECTIVES
When Walt was in need of money for his motion picture projects, he
thought to raise more money from the park “Disneyland”
?
Motivation Sourabh Munjal
Motivation @ Work & Business
Only six out of them came back in afternoon.
One was missing
The lady with calendar and clock drove away
with the $50000, 100 share and Ferrari.
goal or incentive .”
-Fred Luthans
Higher-Order Needs:
Needs that are satisfied
Self
internally; social, esteem,
and self-actualization Esteem
needs.
Social
Lower-Order Needs:
Needs that are satisfied Safety
externally; physiological
and safety needs.
Physiological
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Motivation Sourabh Munjal
Herzberg’s Two-factor Theory of Motivation
•Company policies
•Achievement
•Quality of supervision
•Career advancement
•Relations with others
•Personal growth
•Personal life
•Job interest
•Rate of pay
•Recognition
•Job security
•Responsibility
•Working conditions
Traditional view
Satisfaction Dissatisfaction
Herzberg's view
Motivators
Satisfaction No satisfaction
Hygiene Factors
No dissatisfaction Dissatisfaction
Self-Actualisation
Esteem Motivators
Social
Safety
Hygiene Factors
Physiological
Your tutor offers you £1 million if you memorise the textbook by tomorrow morning.
Effort - Performance Link Performance - Rewards Link Rewards - Personal Goals Link
No matter how much effort Your tutor does not look There are a lot of wonderful things
you put in, probably not possible like someone who has £1 million you could do with £1 million
to memorise the text in 24 hours
Conclusion: Though you value the reward, you will not be motivated to do this task.
Goal Setting (Edwin Locke)
Feedback
Self-Motivation
• Self-fulfilment and satisfaction
• Difficult goals lead to higher performance
• Motivation to act depends on the attractiveness of the
outcome
Equity Theory
Individuals compare their job inputs and outcomes with those of others and
then respond to eliminate any inequities.
Referent Comparisons:
Self-inside
Self-outside
Other-inside
Other-outside
Equity Theory (cont’d)
Equity Theory (cont’d)
Choices for dealing with inequity:
1. Change inputs (slack off)
2. Change outcomes (increase output)
3. Distort/change perceptions of self
4. Distort/change perceptions of others
5. Choose a different referent person
6. Leave the field (quit the job)
Equity Theory (cont’d)
Propositions relating to inequitable pay:
1. Overrewarded hourly employees produce more than
equitably rewarded employees.
2. Overrewarded piece-work employees produce less, but do
higher quality piece work.
3. Underrewarded hourly employees produce lower quality
work.
4. Underrewarded employees produce larger quantities of
lower-quality piece work than equitably rewarded
employees
Equity Theory (cont’d)
Distributive Justice
Perceived fairness of the amount and
allocation of rewards among individuals.
Procedural Justice
The perceived fairness of the
process to determine the distribution
of rewards.
Performance Dimensions
Source: Adapted from M. Blumberg and C.D. Pringle, “The Missing Opportunity in
Organizational Research: Some Implications for a Theory of Work Performance,” Academy of
Management Review, October 1982, p. 565.
Begin with the end in mind
Direction
Intensity Persistence