MOTIVATION

By
ALZIRA XAVIER
Asst. Prof.
Motivation is the force
that drives our actions
And with the
right
motivation
What
can’t we do?
 Motivation:
The act or process of
stimulating to action,
providing an incentive
or motive, especially for
an act.
 It is actually…

Motive + Action
And for employees, they need to
understand how to tap into that

Motive + Action
Model of Motivation
 Motivational Drives

• People tend to develop certain

motivational drives as a product of
the environment in which they live,
and these drives effect the way
people view their jobs and
approach their lives.
 DRIVE EXPLANATION
Achievement A drive to accomplish objectives and get
ahead
Affiliation A drive to relate to people effectively

Competence A drive to do high-quality work and develop

one’s skills

Power A drive to influence people and situation

 Human Needs
• If we treated people as
well as we do expensive
machines, we would have
more productive workers.
 Types of Needs
• Primary Needs – Basic
physical needs

• Secondary Needs – social

and psychological needs
 Theories of Motivation
• Maslow’s Hierarchy of Needs

• Herzberg’s Two-Factor Theory

• Vroom’s Expectancy Theory

• Maslow’s Hierarchy of Needs
Theory
– Needs were categorized as five levels
of lower- to higher-order needs.

– Hierarchy of needs
• Lower-order (external): physiological, safety
• Higher-order (internal): social, esteem, self-
actualization
Maslow’s Hierarchy of Needs

MOST NEEDS HAVE TO DO WITH

SURVIVAL PHYSICALLY AND
PSYCHOLOGICALLY

PHYSIOLOGICAL OR SURVIVAL NEEDS

Food, drink, shelter, warmth, physical comfort
Where the woman builds different
kinds of houses
the bird builds only one kind of
nest.
Maslow’s Hierarchy of Needs
ON THE WHOLE AN INDIVIDUAL CANNOT SATISFY
ANY LEVEL UNLESS NEEDS BELOW ARE SATISFIED

Robinson Crusoe’s first thoughts were to find water, food

and shelter. His second was to build a stockade and to get in
reserves of food and water.

SAFETY NEEDS
Freedom from danger and want

PHYSIOLOGICAL OR SURVIVAL NEEDS

                       
Robinson Crusoe is a novel by
Daniel Defoe that was first
published in 1719.
• the book is a fictional
autobiography of the title
character—a castaway who
spends 28 years on a remote
tropical island near Trinidad
•The story was perhaps
influenced by Alexander
Selkirk, a Scottish castaway
who lived for four years on the
Pacific island called "Más a
Tierra" (in 1966 its name was
changed to Robinson Crusoe ),
Chile.
Maslow’s Hierarchy of Needs

SOCIAL NEEDS
Friendship, love, affection,
belongingness

SAFETY NEEDS

PHYSIOLOGICAL OR SURVIVAL NEEDS

 “[Man] is a social animal,” (Aristotle).
Separation from others increases our need to
belong.

“Cast Away,” Tom Hanks, suffers

from social starvation.
Maslow’s Hierarchy of Needs

ESTEEM NEEDS
Ego, status, respect, prestige, promotion,
influence, power, recognition,et.
LOVE, AFFECTION, AND
BELONGINGNESS NEEDS

SAFETY NEEDS

PHYSIOLOGICAL OR SURVIVAL NEEDS

Every leader dreams of managing in ways that
enhance people’s satisfaction, engagement, and
productivity in his or her organization.

Larry Brown offers 4-5 positive comments for every negative

comment.
 Maslow’s Hierarchy of Needs
NEED
FOR
SELF-
ACTUALIZATION

MASLOW EMPHASIZES NEED FOR SELF

ACTUALIZATION IS A HEALTHY
INDIVIDUAL’S PRIME MOTIVATION
It explains why people write poetry, plays, book and
music, play music, act in films, take up hobbies, climb
mountains, take part in charity activies, etc.
 Maslow’s Hierarchy of Needs
NEED
FOR
SELF-
ACTUALIZATION

MASLOW EMPHASIZES NEED FOR SELF

ACTUALIZATION IS
A HEALTHY INDIVIDUAL’S PRIME
MOTIVATION
SELF-ACTUALIZATION MEANS ACTUALIZING
ONE’S POTENTIAL BECOMING ALL ONE IS
CAPABLE OF BECOMING
Herzberg’s Motivation-Hygiene Theory

Satisfaction vs. Dissatisfaction

Hygiene
Motivators
Achievement Compensation
Growth Fringes
Recognition
Responsibility Supervision

Work Conditions
What Employees Want

 Maintainers
 Motivators
• Hygiene factors or maintenance factors –
these are dissatisfiers. They must not be
ignored.

• Motivational factors - their absence is rarely

dissatisfying.

• Intrinsic motivators – internal rewards that a

person feels when performing a job.

• Extrinsic motivators – external rewards that

occur apart from the nature of work.
• Expectancy Theory (Vroom)
– States that an individual tends to act in a certain way
based on the expectation that the act will be followed
by a given outcome and on the attractiveness of that
outcome to the individual.
– Key to the theory is understanding and managing
employee goals and the linkages among and between
effort, performance and rewards.
• Effort: employee abilities and training/development

• Performance: valid appraisal systems

• Rewards (goals): understanding employee

needs
• Vroom explains that motivation is a product of three
factors:
1. How much one wants a reward (valence)

2. One’s estimate of the probability that effort will result

in successful performance (expectancy)

3. One’s estimate that performance will result in

receiving the reward (instrumentality)

VALENCE x EXPECTANCY x INTRUMENTALITY =

MOTIVATION
Exhibit 16–9 Simplified Expectancy Model
Give a Man a fish and feed him for
a day; Teach a man to fish and
feed him for the life.
 What’s Behaviour?

behavior - manner of behaving or conducting oneself

 What’s Behaviour Problem?

When the behavior

deviates from the normally
expected Pattern
 What’s Behaviour
Modification?
Interfere positively in the
child’s activities to
influence its thoughts in
order to bring in desirable
changes in the pattern of
behaviour
 General Definition
Systematic application of learning
principles and techniques to assess
and improve individuals covert and
overt behaviors in order to help
them function more fully in
society.
 Law of effect

The OB Mod is based on the

idea that behavior depends
on its consequences.

OB Mod relies heavily on

the law of effect.
This law states that a person tends to
repeat behavior that is accompanied
by favorable consequences
(reinforcement) and tends not to
repeat behavior that is accompanied
by unfavorable consequences.
 Organisational Behaviour
Modification techniques
Systematic application of learning
principles and techniques to assess
and improve individuals covert and
overt behaviors in order to help
them function more fully in
society.
 Positive
Reinforcement
•The process used to help
increase the probability that a
specific behavior will occur with
the delivery of a
stimulus/item/immediately after
a response/behaviour is
exhibited.
 Positive
Reinforcement

Positive reinforcement is very

powerful and effective tool to
help shape and change behavior.
 Adding Something
Pleasant

• Mother giving her son a candy for

cleaning up his toys

• A little girl receives Rs. 5/- for

every A+ she earns
 Shaping

• Shaping is a systematic and

progressive application of
positive reinforcement.
 Negative
Reinforcement
Negative reinforcement is
reinforcement of a desired
behavior by the removal of a
stimuli/item after a particular
behavior is exhibited.
 Punishment

•Is used to help decrease the

probability that a specific
undesired behavior will occur
with the delivery of a
consequence immediately after
the response behavior is
exhibited.
 Extinction

Extinction is used to stop an

undesirable
behaviour.
 Extinction

Like punishment, an extinction

behaviour is used when you
need to get your subject to stop
some behaviours.
Schedules of Reinforecement
 Goal Setting
Goals are targets and objectives for future
performance.

A major factor in the success of goal setting is self-

efficacy. This is an internal belief regarding
one’s job-related capabilities and
competencies.
Elements of Goal setting
Goals acceptance – effective goals need to be not
only understood but also accepted.

Specificity – Goals need to be specific, clear and

measurable as possible so that employees will
know a goal is reached.

Challenge – Most employees work harder when

they have difficult goals to accomplish rather
than easy ones.
Performance monitoring and feedback

Performance monitoring – observing behavior,

inspecting output or studying documents of
performance indicators

Performance feedback – the timely provision of

data or judgment regarding task-related results.