MOTIVATION

What Is Motivation?
The processes that accounts for an
individual’s intensity, direction, and
persistence of effort toward attaining
a organizational goal
• Intensity – the amount of effort put
forth to meet the goal
• Direction – efforts are channeled
toward organizational goals
• Persistence – how long the effort is
maintained

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Performance is a function of the interaction between an
individual’s motivation, ability, and environment.
 OBJECTIVES
1. The purpose of motivation is to create condition in which people are willing to work with zeal,
initiative. Interest, and enthusiasm, with a high personal and group moral satisfaction with a sense of
responsibility.
2. Increase loyalty against company.
3. For improve discipline and with pride and confidence in cohesive manner so that the
goal of an organization are achieved effectively.
4. Motivation techniques utilized to stimulate employee growth.
5. Increase Retention
6. Increase Job Satisfaction
Early Theories of Motivation
• Maslow’s Hierarchy of Needs Theory
• McGregor’s Theory X and Theory Y
• Herzberg’s Two-Factor (Motivation-
Hygiene) Theory
• McClellan’s Theory of Needs (Three
Needs Theory)

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Maslow’s Hierarchy of Needs Theory

Self-Actualization

Esteem

Upper
Upper Social

Safety

Psychological
Lower
Lower

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Douglas McGregor’s X & Y

Theory XX
Theory Theory YY
Theory

• Inherent dislike for work and • View work as being as natural

will attempt to avoid it
• Must be coerced, controlled
or threatened with
punishment
as rest or play
• Will exercise self-direction
and self-control if committed
to objectives

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Herzberg’s Two-Factor Theory
Not Dissatisfied Satisfied

Motivation
Motivation Factors
Quality of
•• Quality of Promotional
•• Promotional
supervision
supervision opportunities
opportunities
Pay
•• Pay Opportunities for
•• Opportunities for

Factors
Company policies
•• Company policies personal growth
growth
Factors

personal
Hygiene Factors

Physical working
•• Physical working
Recognition
•• Recognition
conditions
conditions
Relationships
•• Relationships Responsibility
•• Responsibility
Hygiene

Job security
•• Job security Achievement
•• Achievement

Dissatisfied Not Satisfied

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McClelland's Theory of Needs
• Need for Achievement (nAch)
The drive to excel
• Need for Power (nPow)
The need to make others behave in a way they would not
have behaved otherwise
• Need for Affiliation (nAff)
The desire for friendly and close interpersonal
relationships

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McClelland's High Achievers
• High achievers prefer jobs with:
• Personal responsibility
• Feedback
• Intermediate degree of risk (50/50)

• High achievers are not necessarily good

managers

• High nPow and low nAff is

related to managerial success

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Contemporary Theories of
Motivation
• Cognitive Evaluation Theory
• Goal-Setting Theory
• Management by Objectives

• Self-Efficacy Theory
• Equity Theory
• Expectancy Theory

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Cognitive Evaluation Theory
• Proposes that the introduction of extrinsic rewards
for work (pay) that was previously intrinsically
rewarding tends to decrease overall motivation

• Verbal rewards increase intrinsic motivation, while

tangible rewards undermine it

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Goal-Setting Theory
• Goals increase performance when the goals are:
• Specific
• Difficult, but accepted by employees
• Accompanied by feedback (especially self-
generated feedback)
• Contingencies in goal-setting theory:
• Goal Commitment – public goals better!
• Task Characteristics – simple & familiar better!
• National Culture – Western culture suits best!

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Management by Objectives (MBO)

• Converts overall organizational objectives

into specific objectives for work units and
individuals
• Common ingredients:
• Goal specificity
• Explicit time period
• Performance feedback
• Participation in decision making

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Self-Efficacy or Social Learning
Theory
Individual’s belief that he or she is
capable of performing a task
Self-efficacy increased by:
• Enactive mastery – gain experience
• Vicarious modeling – see someone else do
the task
• Verbal persuasion – someone convinces
you that you have the skills
• Arousal – get energized

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Equity Theory
• Employees weigh what they put into a job situation
(input) against what they get from it (outcome).
• They compare their input-outcome ratio with the
input-outcome ratio of relevant others.

My Output Your Output

My Input Your Input
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Equity Theory and Reactions to Inequitable
Pay
Employee reactions in comparison to equitably-paid employees

Paid by:
Employees are:
Piece Time
Will produce fewer,
Over-Rewarded but higher-quality Will produce more
units
Produce large Produce less
Under-Rewarded number of low output or output of
quality units poorer quality

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Equity Theory:
Forms of Justice

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Expectancy Theory
Three key relationships:
1. Effort-Performance: perceived probability that exerting
effort leads to successful performance
2. Performance-Reward: the belief that successful
performance leads to desired outcome
3. Rewards-Personal Goals: the attractiveness of
organizational outcome (reward) to the individual

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How To Motivate Employees
• Motivating Employees Through Job Design
• Rotation, Job Enlargement, and Enrichment- Job enlargement refers to expanding the tasks
performed by employees to add more variety. By giving employees several different tasks to
be performed, as opposed to limiting their activities to a small number of tasks, organizations
hope to reduce boredom and monotony as well as utilize human resources more effectively.
Job enlargement may have similar benefits to job rotation, because it may also involve
teaching employees multiple tasks.
• Job enrichment is a job redesign technique that allows workers more control over how they
perform their own tasks. This approach allows employees to take on more responsibility. As
an alternative to job specialization, companies using job enrichment may experience positive
outcomes, such as reduced turnover, increased productivity, and reduced absences. This may
be because employees who have the authority and responsibility over their work can be more
efficient, eliminate unnecessary tasks, take shortcuts, and increase their overall performance
MPS = ((Skill Variety + Task Identity + Task Significance) ÷ 3) × Autonomy ×
Feedback
According to this formula, autonomy and feedback are the more important
elements in deciding motivating potential compared to skill variety, task identity,
or task significance. Moreover, note how the job characteristics interact with each
other in this model. If someone’s job is completely lacking in autonomy (or
feedback), regardless of levels of variety, identity, and significance, the motivating
potential score will be very low.
• Empowerment-The idea behind empowerment is that employees
have the ability to make decisions and perform their jobs effectively if
management removes certain barriers. Thus, instead of dictating
roles, companies should create an environment where employees
thrive, feel motivated, and have discretion to make decisions about
the content and context of their jobs. Employees who feel
empowered believe that their work is meaningful. They tend to feel
that they are capable of performing their jobs effectively, have the
ability to influence how the company operates, and can perform their
jobs in any way they see fit, without close supervision and other
interference.
Motivate through Goal Setting
• Motivating Employees Through Performance Appraisals-
• Motivating Employees Through Performance Incentives
Global Implications

Are motivation theories culture-bound?

• Most were developed for and by the United States
• Goal-setting and expectancy theories emphasize goal
accomplishment and rational individual thought
• Maslow’s Hierarchy may change order
• McClelland's nAch presupposes acceptance of a moderate
degree of risk concern for performance
• Equity theory closely tied to American pay practices
• Hertzberg’s two-factor theory does seem to work across
cultures

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Implications for Managers
• Look beyond need theories
• Goal setting leads to higher productivity
• Organizational justice has support
• Expectancy theory is a powerful tool, but may not
very realistic in some cases
• Goal-setting, organizational justice, and expectancy
theories all provide practical suggestions for
motivation

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Keep in Mind…
• Make goals specific and difficult

• Motivation can be increased by raising employee

confidence in their own abilities (self-efficacy)

• Openly share information on allocation decisions,

especially when the outcome is likely to be viewed
negatively

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Summary
1. Described the three key elements of motivation.
2. Identified four early theories of motivation and evaluated
their applicability today.
3. Compared and contrasted goal-setting theory and self-
efficacy theory.
4. Demonstrated how organizational justice is a refinement
of equity theory.
5. Applied the key tenets of expectancy theory to motivating
employees.
6. Explained to what degree motivation theories are culture
bound.
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