Motivation

Introduction
Motivation means what makes people move.

Why people do, what they do.

The direction, intensity and persistence of human

behavior over time.

PERSPECTIVES: around 80 theories.

Insight into Why people do, what they do.

 Motivation Model
Environment Opportunity

Needs and Efforts Performance Rewards

Tension
drives

Goals and Ability

incentives

Need satisfaction
Theories

Content Theories: What motivates people

Process Theories: How people are motivated

Outcome Theories: Outcome people hope to get

something, not something else.
Content Theories
What Motivates US?

Our personal needs.

The nature of our jobs.

The goals we want to achieve.

Our Personal Needs
Maslow’s Pyramid of Needs
Our Personal Needs
McClelland’s Needs
Need for Achievement Need for Power
Need for Affiliation
The Nature of Our Jobs
Herzberg Two Factor Theory: Motivators vs. Hygiene
The Nature of Our Jobs
Hackman and Oldham: Job Characteristics Theory
(How we design jobs to motivate people)
Core Job Dimensions Psychological StatesOutcomes
High
Intrinsic
Meaningfuln
Skill Varity Motivation
ess of Work
Task Identity
Task High Job
Responsibili
Significance Performance
ty for
Outcomes
Autonomy High Job
Satisfaction
Knowledge
Feedback of Results
Low
Turnover
The Goals We Want to Achieve
Locke: Goal Setting Theory

Specific

Challenging

Committed by the people

Process Theories
How are We Motivated?

Expectancies for Success.

Comparisons to Others.
Expectancies for Success
Vroom: Expectancy Theory

Motivation:

Expectancy * Instrumentality * Valence

Expectancy: If an employee puts in the effort, they expect a certain result. If they do not get that
result, they will not be motivated to make the effort again and so will not be satisfied with the
outcome.
Instrumentality: Employee might make the effort and get the expected result but if they do not
believe that the result is instrumental in getting the reward, they will not be motivated. And
so the outcome is not achieved and employee is not satisfied.
Valence: Valence is how much the outcome is valued, if at all. The more an employee values a
certain reward, the more satisfied they will be with their efforts.

Efforts -> Performance

Performance -> Rewards
Rewards -> Rewards attractive
Example
Mani, age 31, works as a welder in a large factory. Mani
has very strong desire (high valence) to be in white-
collar work instead of his present job, which he no
longer enjoys.
Mani recognizes that good welding will result in high
performance appraisals by his manager(high
expectancy). However, all white- collar jobs in the
plant require a college degree and he has only school
degree. Because of this barrier, Mani instrumentality
estimate is low.
Expectancies for Success
McGregor: Theory X and Y

Expectancy other people have towards you.

Theory X:
‘In general, employees are lazy, unwilling to work and have no ambition. You
have to urge the employees to do the work through incentives and sanctions.
Employees do not like to take responsibility and want to be lead.’
Theory Y:
‘In general, employees are not passive or indifferent towards organizational
goals. They are motivated for work, look for personal development and are
willing and able to take responsibility for organizational goals. Self- set
goals lead and motivate employees.’

Self- fulfilling Prophecy

Comparisons to Others
Adams: Equity Theory

Output A/ Input A< Output B/ Input B -> Inequity, under-

rewarded
Output A/ Input A = Output B/ Input B -> Equity
Output A/ Input A > Output B/ Input B -> Inequity, over-
rewarded

A= employee
B= relevant others
Outcome Theories
Outcome people hope to get something, not something
else.

Types of Motives:

Intrinsic motives

Extrinsic motives

Transcendent/ altruistic motives

Outcome Theories
Motivational Profile:

Combination of motives

Dynamic

Change based on observation and learning