Amity Business School

Amity Business School

MBA, Semester 1
OB
Dr. Anshu Yadav

1
 Motivation as Amity Business School

a process:
ENERGY DIRECTION PERSISTENCE

It is a process by which a person’s efforts are

energized, directed and sustained towards attaining
the goal.

*Energy- A measure of intensity or drive.

*Direction- Towards organizational goal.
*Persistence- Exerting effort to achieve goal
 Amity Business School

Six C’s of Motivation..

Challenges Choices

Control collaboration

Consequences Constructing meaning

 Basic model of motivation
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Needs or Result in Drive force To Achieve

expectations (Behavior or
Action)

Desired Goals
Feedback

fulfillments Which Provides

 Catagories

• Content theories assume that all

individuals possess the same set of needs
and therefore prescribe the characteristics
that ought to be present in jobs.
• Process theories stress the difference in
people’s needs and focus on the cognitive
• processes that create these differences.

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 Amity Business School

MASLOW’S NEED
HIERARCHY THEORY OF
MOTIVATION
 Maslow’s Need Hierarchy
Theory of Motivation….
• One of the most widely accepted theories of motivation is given by
Abraham S. Maslow, a well known psychologist. He outlined the elements of an
overall theory of motivation in a newspaper published in 1943.
• His theory was based on human needs.
• He felt that within every human being, there exists a hierarchy of five needs
namely:-
1. Basic Physiological Needs
2. Safety/Security Needs
3. Affiliation/ Belonging Needs
4. Esteem Needs
5. Self-Actualisation Needs
 PICTORIAL
REPRESENTATION
• As seen in the chart, we can see that there is a hierarchy in which the
needs are classified:-

• Basic Physiological Needs:-These needs are the most basic needs in the
hierarchy and corresponds to primary needs of an individual. Some of the
examples of these needs are hunger, thirst, shelter, clothing, sex and sleep.
In the organisational context, the basic salary helps to satisfy these needs.

• Safety/Security Needs:- After the basic needs are fulfilled, the individual
needs raise to safety or security needs. These needs provide security and
protection from physical and emotional harm. Examples are:- job security,
stability of income , retirement benefits etc.

• Affiliation/ Belonging Needs :- After the safety needs are fulfilled, the next
need for an individual is the sense of belongingness. These refer to
affection, acceptance and friendship. In the organisational context this is
achieved through the informal network in the organisation.
• Esteem/Ego Needs:- After the affiliation needs are fulfilled, the next need
in the hierarchy are the esteem needs. These needs are of two kinds:-
(i) Needs relating to one’s self-esteem such as self- respect ,self -
confidence and achievement
(ii) Needs relating to one’s reputation such as status ,recognition , prestige
and attention.

• Self-Actualisation Needs:- After the esteem needs are fulfilled, the final
and the highest need in the hierarchy is the Self-Actualisation need. It refers
to the drive to become what one is capable of becoming. These needs
include growth, self-fulfillment and achievement of goals.
Example of an Individual
SELF FULFILLMENT

STATUS

FRIENDSHIP

STABILITY OF INCOME

HUNGER
Example of an organization
ACHIEVEMENT OF GOALS

JOB TITLE

CORDIAL RELATIONS WITH

COLLEAGUES

PENSION PLAN

BASIC SALARY
 Assumptions to the Theory:-
Maslow’s theory is based on the following assumptions:-
• People’s behavior is based on their needs. Satisfaction of such needs
influences their behavior.
• People’s needs are hierarchical order, starting from the basic needs to the
other higher level needs.
• A satisfied need can no longer motivate a person; only the next higher level
need can motivate him.
• A person moves to the next higher level need only when the lower need is
satisfied.
 CRITICAL APPRAISAL

The theory of motivation given by Maslow is widely accepted and

recognized but some of his propositions are questioned on his
classification of needs and hierarchy of needs. Some of them are:-

• Every human is different, and it is not always necessary for a man to

follow the hierarchy.

• Self- actualisation is not a need, it is more a desire to grow.

 CONCLUSION

To conclude, we can say that Maslow’s need hierarchy theory of

motivation focuses on the needs as the basis for motivation. There is
no doubt that some of his proposition impose questions, but, despite
such criticism, the theory is still relevant because needs, no matter
how they are classified, are important to understand the behaviour. It
helps managers to realise that, need level of the employee should be
identified to provide motivation to them
 ERG Theory (Clayton
Alderfer)
ERG Theory
There are three groups of core needs: existence,
relatedness, and growth.

Core Needs Concepts:

Existence: provision of basic
material requirements.
Relatedness: desire for
relationships.
Growth: desire for personal
development.
More than one need can be
operative at the same time.
If a higher-level need cannot
be fulfilled, the desire to
satisfy a lower-level need
increases.
 Two-Factor Theory
(Frederick Herzberg)
Two-Factor (Motivation-Hygiene) Theory
Intrinsic factors are related to job satisfaction, while
extrinsic factors are associated with dissatisfaction.

Hygiene Factors
Factors—such as company policy and administration,
supervision, and salary—that, when adequate in a
job, placate workers. When factors are adequate,
people will not be dissatisfied.
 Theory X and Theory Y
(Douglas McGregor)
Theory X
Assumes that employees dislike work, lack ambition, avoid
responsibility, and must be directed and coerced to perform.

Theory Y
Assumes that employees like work, seek responsibility, are
capable of making decisions, and exercise self-direction and
self-control when committed to a goal.
 David McClelland’s Theory
of Needs
Need for Achievement Need for Affiliation
The drive to excel, to achieve The desire for friendly
in relation to a set of and close personal
standards, to strive to relationships.
succeed.

Need for Power nPow

The need to make others
behave in a way that they
would not have behaved
otherwise.
nAch nAff
 Cognitive Evaluation
Theory
Cognitive Evaluation Theory
Providing an extrinsic reward for behavior that
had been previously only intrinsically rewarding
tends to decrease the overall level of motivation.
The theory may only be relevant to jobs that are
neither extremely dull nor extremely interesting.
 Goal-Setting Theory
(Edwin Locke)
Goal-Setting Theory
The theory that specific and difficult goals, with
feedback, lead to higher performance.

Factors influencing the goals–performance

relationship:
Goal commitment, adequate self-efficacy, task
characteristics, and national culture.

Self-Efficacy
The individual’s belief that he or she is capable of
performing a task.
 Reinforcement Theory
The assumption that behavior is a function of its
consequences.

Concepts:
Behavior is environmentally caused.
Behavior can be modified (reinforced) by
providing (controlling) consequences.
Reinforced behavior tends to be repeated.
 Equity Theory
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)

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.
 Job Design Theory
Job Characteristics
Model Characteristics:
Identifies five job 1. Skill variety
characteristics and their
2. Task identity
relationship to personal
and work outcomes. 3. Task significance
4. Autonomy
5. Feedback
 Job Design Theory (cont’d)
• Job Characteristics Model
– Jobs with skill variety, task identity, task
significance, autonomy, and for which
feedback of results is given, directly affect
three psychological states of employees:
• Knowledge of results
• Meaningfulness of work
• Personal feelings of responsibility for results

– Increases in these psychological states

result in increased motivation,
performance, and job satisfaction.
 Job Design Theory (cont’d)
Skill Variety
The degree to which a job requires a variety of
different activities.

Task Identity
The degree to which the job requires completion of
a whole and identifiable piece of work.

Task Significance
The degree to which the job has a substantial
impact on the lives or work of other people.
 Job Design Theory (cont’d)
Autonomy
The degree to which the job provides substantial
freedom and discretion to the individual in
scheduling the work and in determining the
procedures to be used in carrying it out.

Feedback
The degree to which carrying out the work activities
required by a job results in the individual obtaining
direct and clear information about the effectiveness
of his or her performance.
 Expectancy Theory
Expectancy Theory (Victor Vroom)
The strength of a tendency to act in a certain way
depends on the strength of an expectation that the
act will be followed by a given outcome and on the
attractiveness of that outcome to the individual.
 Expectancy Theory
Relationships
• Effort–Performance Relationship
– The probability that exerting a given amount of
effort will lead to performance.
• Performance–Reward Relationship
– The belief that performing at a particular level will
lead to the attainment of a desired outcome.
• Rewards–Personal Goals Relationship
– The degree to which organizational rewards
satisfy an individual’s goals or needs and the
attractiveness of potential rewards for the
individual.