Motivation - II

Shreeparna Bhattacharya
 Motivation
• Motivation refers to the forces within
a person that affect the direction,
intensity, and persistence of voluntary
behavior.
• Motivated employees are willing to
exert a particular level of effort
( intensity), for a certain amount of
time (persistence), towards a
particular goal (direction).
 Frederick Herzberg’s Two
Factor Theory
• Herzberg studied the factors in an employee’s work
environment to understand factors that caused
satisfaction or dissatisfaction.
• He asked what pleased and displaced them about
their work , and found that the factors causing job
satisfaction were different form those causing job
dissatisfaction.
• Satisfiers – Motivators , Dissatisfies – Hygiene
factors
• Hygiene in the sense they are considered
maintenance factors that are necessary to avoid
dissatisfaction but do not provide job satisfaction.
• According to this theory, hygiene factors are sources
of job dissatisfaction. These factors are associated
with the job context or work setting; that is, they relate
more to the environment in which people work than to
the nature of the work itself.
• Opposite of satisfaction is not dissatisfaction but
no satisfaction.
• Opposite of dissatisfaction is no dissatisfaction.
• In the two-factor theory, job satisfaction and job
dissatisfaction are totally separate dimensions.
Therefore, improving a hygiene factor, such as working
conditions, will not make people satisfied with their
work; it will only prevent them from being dissatisfied.
• To improve job satisfaction, the theory directs
attention to an entirely different set of factors—the
motivator factors. These factors are related to job
content—what people actually do in their work.
• These factors include sense of achievement,
recognition, and responsibility.
• According to Herzberg, when these opportunities
are not available, low job satisfaction causes a lack
of motivation and performance suffers.
• He suggests the technique of job enrichment as a
way of building satisfiers into job content.
• Job enrichment is an attempt to motivate employees by giving them the
opportunity to use the range of their abilities.
• Job enrichment, as a managerial activity includes a three steps technique:
1. Turn employees' effort into performance:
• Ensuring that objectives are well-defined and understood by everyone.
• Providing adequate resources for each employee to perform well.
• Provide skill improvement opportunities.
2. Link employees performance directly to reward:
• Clear definition of the reward is a must
• Explanation of the link between performance and reward is important
• Make sure the employee gets the right reward if performs well
3. Make sure the employee wants the reward.
Vroom’s Expectancy Theory
• Victor Vroom’s expectancy theory posits that motivation is a
result of a rational calculation. A person is motivated to the
degree that he or she believes that
(1)effort will yield acceptable performance
(2)performance will be rewarded, and
(3) the value of the rewards is highly positive.
• Expectancy ( E ) is the probability that work effort will be
followed by performance accomplishment.
• Instrumentality ( I )is the probability that performance will lead
to various work outcomes.
• Valence ( V ) is the value to the individual of various work
outcomes.
• Motivation = E * I * V
• Expectancy logic argues that a manager must try to
intervene actively in work situations to maximize work
expectancies, instrumentalities, and valences that
support organizational objectives.
• Influence expectancy - Select capable workers, train
them, support them, set clear goals
• Influence instrumentality - Clarify possible rewards
for performance, give performance contingent
rewards
• Valence - the needs that are important to each
individual and then try to adjust available rewards to
match these needs.