Motivation Process Dr. Sumant Kumar Bishwas Indian Institute of Management Jammu“If you're not happy doing what you do on a daily basis...you’ll just be getting things done for the sake of (Productivity consultant Sara getting things done. Caputo) Attrition rate and workforce engagement are two key indicators of motivation levels within an organization Low productivity in Indian firms can be cited as evidence of poor motivationNeed Theories Of Motivation ad Maslow’s Needs Hierarchy ~ Theory X and Theory Y f° Herzberg’s Two-factor Theory % McClelland's Three Motives < Alderfer’s ERG TheoryMaslow’s Needs Hierarchy Theory oie actualization Or Looby eR TTL PTs matty Physiological needs oe Co tastyNeed Hierarchy Needs Aspects Self-actualization need () Gyowth, achieving own potential, self- fulfillment Esteem needs O Self-respect, autonomy, achievement, status, recognition, and attention Vv Sécial-belongingness Affection, belongingness, acceptance, eds and friendship Safety-security Needs Q) Security and protection from physical and emotional harm Q) Hunger, thirst, shelter, and other bodily Physiological needs needsChallenging Jobs Maslow’s Needs Hierarchy Theory Td Higher-order | needs actualization | / Or / Position Looby Friends in eR Tt workplace eric Pension Physiological needs Salary oe Co tastyUM strane Cm OecireA tn eeCy can) Organisational Aspects > Self-actualization needU Job challenge, performance, advancement, creativity, growth, self- image. » Ego needs Q Status, responsibilities, recognition Q Cohesive and supportive coworkers, teams, Other work groups, supervisors, subordinates, customers, etc. > Love needs Safety Needs Q Work safety, job security, health insurance Q Work place conditions (air, water, a Ehysiblozical Desa temperature), base salaryMcGregor’s Theory X and Theory Y Theory X The assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform. Theory Y The assumption that employees like work, are creative, seek responsibility, and can exercise self- direction.Theory X » People don’t like work and try to avoid. > Managers have to control, direct, coerce, threaten employees td get them to work owards goals. # People prefer to be directed, so as to avoid responsibility, and want security-they have little ambition Theory X and Theory Y Theory Y Q Work is a natural part of their lives Q People internally motivated to objectives to which they are committed QO People will seek and accept responsibility under favorable conditions O Have the capacity to be innovative in solving problems Q People are bright but under most organizational conditions, their potential is underutilizedrganizational Application of Theory X and Theory Y “Of the two theories, Theory Y is more important for organizational Growth. /% Can be used for Job Enlargement by broadening the scope of an employee’s job to satisfy Ego needs. ** Important for participative managementHERZBERG’S TWO-FACTOR THEORY “+ Relates intrinsic factors to job satisfaction and associate extrinsic factors with dissatisfaction. Also called motivation-hygiene theory. What is the Opposite of Satisfaction? Suggest that the opposite of Satisfaction is not / Dissatisfaction. * Proposed dual continuum: Satisfaction. —————_—— ___ No satisfaction Dissatisfaction —_____—— No dissatisfactionTWO-FACTOR THEORYAchievement Affiliation Desire for satisfUNDERSTANDING NEEDS Y Intrinsic vs Extrinsic (internal vs external Intrinsic needs drive from the internal source within an individual or task (interest or nature of job) ixtrinsic needs, tangible, and satisfied by others (money, salary) intrinsic need improves the quality, while extrinsic quantity.COGNITIVE THEORIES Concerned with determining how individual behavior is energized, directed, and maintained in the self-directed human cognitive processes. Focus on conscious human decision processes as an explanation of Motivation. v/ Expectancy Theory v Equity Theory Y Reinforcement TheoryExpectancy Theory (Vroom) Expectancy a Valence Probability of Instrumentality Preference for a seers Particular outcome an oufcome Outcome/ Performance pened Personal Goals _—— Pe 1. Expectancy= Effort-performance relationship 2. Instrumentality= Performance-reward relationship 3. Valence= reward- personal goals relationship ANQuestions: “If I give maximum effort, will it be recognized in my performance appraisal? *s If I get a good performance appraisal, will it lead to organizational rewards? ++/If ’m rewarded, are the rewards attractive to me?Individuals compare their job inputs and outcomes with those of others and then respond so as to eliminate any inequities. One’s inputs Job effort Education Seniority Performance Job difficulty Other inputs ba ae) One’s outcomes Actual pay and benefits Social rewards Psychological rewardsRatio Comparisons* Perception 00 Inequity due to being under I, Ips rewarded fee Equity “I, Ip os lh Is 0 Inequity due to being overrewarded *Where 2 represents the employee and 2 represents relevant others la Ip® Distributive justice perceived fairness of the amount and allocation of rewards among individuals. I got the pay raise I deserved (influence on employee satisfaction) ™ Procedural justice : perc¢ived fairness of the process used to determine the distribution of rewards. input into the process used to give raises and was given a good explanation of why I received this much (influence on organizational commitment ) Interactional Justice Informational justice and Interpersonal JusticeReinforcement Theory Behavior is a function of its consequences. ** It is a behavioristic approach which ignores the inner state of the individual and concentrates solely on what happens to a person when he or she takes some action. Operant conditioning theory: people learn to behave to get something they want or to avoid something they don’t want. (B.F. Skinner’s behaviorism)Goal Setting Theory (Edwin Locke) og Specific and difficult goals, with feedback, lead to higher performance. 2 F ; 5 * Intention to work toward a goal are considered a major source of work motivation. Goals tell an employee what needs to be done and how much effort is needed. Stretch Goals > Specific goals increase performance. > Difficult goals, when accepted, result in higher performance than do easy goals. > Feedback leads to higher performance than does non- feedback.Elements of Work Motivation Important Elements for Management of Motivation Organization Role or Job oN Individual Kea) Salary and RewardsA Eee mei % Motivating Potential Score (MTS) Predictive index that suggests the motivating potential in a job MTS= (Skill variety+task Identity+Task Significance) X Autonomy X Feedback / F