MOTIVATION:

Motivation refers to the process by which a person’s effort are

energized, directed and sustained toward attaining a goal.

Key elements:
Energy (measure of driving force)
Direction (positive motivation)
Persistence (effort to achieve goals)
TYPES OF MOTIVATION:
Positive motivation (based on recognition)
Negative motivation (based on threat)
Extrinsic motivation (based on driven force like
external
salary)
 Intrinsic motivation (based on self motivation)
 EARLY THEORIES OF MOTIVATION:
 Four motivation theories that the foundation for
represents
motivation are:
 Maslow’s hierarchy of needs theory
 McGregor’s theory X and theory Y
 Herzberg’s two – factor theory
 McClelland’s three needs theory
EARLY THEORIES OF MOTIVATION:

1. Maslow’s Hierarchy of needs theory (1960s to 1970s):

Abraham Maslow, a psychologist who proposed that within every person the
five needs are:

a)Physiological needs (basic needs)

b)Safety needs (security needs)

c)Social needs (affection, friendship, etc.)

d)Esteem needs (self respect, autonomy)

e)Self actualization needs (growth)

Lower order needs are predominantly satisfied externally, while higher order
needs are satisfied internally.
EARLY THEORIES OF MOTIVATION:

2. McGregor’s X theory and Y theory:

Douglas McGregor is the one who proposed.
Theory X is negative view of people. Assumes that workers will
have little dislike, small ambition, etc.
Theory Y is positive view of people. Assumes employees enjoy the work.
EARLY THEORIES OF MOTIVATION:

2. McGregor’s X theory and Y theory:

A manager should rely more on theory to ensure job
Y
satisfaction of his employees.
EARLY THEORIES OF MOTIVATION:

3. Herzberg’s two – factor theory:

Also called as motivation – hygiene theory.
Proposes that, intrinsic factors are related to job satisfaction
and extrinsic factors are related to dissatisfaction.
EARLY THEORIES OF MOTIVATION:

3. Herzberg’s two – factor theory:

Removing dissatisfaction factors doesn’t mean that, the
employee will be satisfied and vice versa.
He called the extrinsicfactors that lead to
dissatisfaction as
hygiene factors.
Intrinsic factors that lead to satisfaction as motivators.
EARLY THEORIES OF MOTIVATION:

4. McClelland’s three needs theory:

David McClelland and his associates proposed
that there are
three needs that are major motivators in work.

1. need for achievement (nAch), 2. need for power (nPow),

3. need for affiliation (nAff)

EARLY THEORIES OF MOTIVATION:

4. McClelland’s three needs theory:

nAch deals with the factors that self drives every
employee towards goal.
nPow deals with the factors that are need to
make others
behave in disciplined way.
nAff deals with the factors required for friendly and
close
interpersonal relationship.
CONTEMPORARY THEORIES OF MOTIVATION:

1. Goal setting theory:

Goal setting theory says that, working towards a goal
is a major source of job motivation.
The specificity of the goal itself acts as an internal stimulus.
Its not that difficult goals leads to motivation, but achievement motivation is
stimulated by moderately challenging goals.
1. Goal setting theory:
People will do better if they get feedback on how well they are
progressing towards their goals.
Self generated feedback (where an employee monitors his or her own
performance) is more powerful motivator than feedback coming from
someone else.
1. Goal setting theory:
Three factors that influence goal performance relationship are:

1.Goal commitment

2.Adequate self – efficacy

3.National culture
1. Goal setting theory:

a) Goal commitment:
Goal setting theory assumes that an individual is committed to a goal.
 Commitment is likely when goals are made public.
 When an individual has internal locus of control.
 When the goals are self set.
 1. Goal setting theory:

b) Self efficacy:
Self efficacy refers to an individual’s belief that he or she is capable of
performing a task.
1. Higher efficacy 2. Lower efficacy
1. Goal setting theory:

c) National culture:
Goal-setting theory is culture bound.
It may work out in few countries but not in all the countries.
CONTEMPORARY THEORIES OF MOTIVATION:

2. Reinforcement theory:
Reinforcement theory says that behaviour is a function of its consequences.
Consequences that immediately follow a behaviour and increase the
probability that behaviour will be repeated are called reinforcers.
CONTEMPORARY THEORIES OF MOTIVATION:

2. Reinforcement theory:
Ignores factors such as goals, expectations and needs.
Focuses only on the effect / result of a work.
People tends to engage in desired behaviors they are
if rewarded for doing so.
CONTEMPORARY THEORIES OF MOTIVATION:

2. Reinforcement theory:
Managers can influence employees by using
behaviour
positive reinforcers for actions that help the organization
to
achieve its goals.
Managers should ignore undesirable behaviour.
CONTEMPORARY THEORIES OF MOTIVATION:

3. Job design theory:

Managers need to look at ways to design motivating jobs.
Job design is defined as how various tasks are combined to
form a complete job?
Thus a job design must motivate all the employees to work hard.
 CONTEMPORARY THEORIES OF MOTIVATION:

3. Job design theory:

Job enlargement
 Job scope: Number of different tasks required in a job and frequency with
which those task are repeated.

Job enrichment
CONTEMPORARY THEORIES OF MOTIVATION:

3. Job design theory:

Job characteristics model (JCM) identifies five core
dimensions, their interrelationships and their impact jo
employee’s output. b

i)Skill variety – degree to which a job requires variety of activities. on

ii)Task identity – degree of identifiable piece of work.

iii)Task significance - degree to which the job has a substantial

impact on lives / work of other.

iv)Autonomy – degree to which a job provides freedom.

v)Feedback – degree to which individual gets

information on
effectiveness of his work
CONTEMPORARY THEORIES OF MOTIVATION:

3. Job design theory:

CONTEMPORARY THEORIES OF MOTIVATION:

3. Job design theory:

CONTEMPORARY THEORIES OF MOTIVATION:

4. Equity theory:
The term equity is related to concept of fairness and equal treatment
compared with others who behave in similar ways.
CONTEMPORARY THEORIES OF MOTIVATION:

4. Equity theory:
Comparing marks / grade with friends.
When you are offered job of Rs.8,00,000 p.a.
you would feel
enthusiastic while joining.
After reporting to job, you find an other
student of same qualification is offered Rs.9,00,000 p.a.
CONTEMPORARY THEORIES OF MOTIVATION:

4. Equity theory:
Equity theory, developed by J. Stacey Adams, proposes that employees used
to compare, their inputs : outputs ratio with their colleague.
If it is not equitable, then he / she would analyze whether she is
under rewarded or over rewarded.
CONTEMPORARY THEORIES OF MOTIVATION:

4. Equity theory:
CONTEMPORARY THEORIES OF MOTIVATION:

4. Equity theory:
Referents: Indicates the comparative counterpart.
The three important variable of equity theory are:

1. Persons – Colleague

2. System – Policies and procedures

3. Self – Internal assessment

CONTEMPORARY THEORIES OF MOTIVATION:

4. Equity theory:
Equity theory focuses on

Distributive justice – fairness in allocation.

Procedural justice – fairness in allocation procedure.

CONTEMPORARY THEORIES OF MOTIVATION:

5. Expectancy theory:
Proposed by Vroom.
States that an individual tends to act in a certain way based on expectation
that act will be followed by attractiveness of outcome.
CONTEMPORARY THEORIES OF MOTIVATION:

5. Expectancy theory:
The three variables are:

1. Effort – performance linkage (Expectancy):

The probability that exerting a given amount of effort will lead to
performance.

2. Performance – reward linkage (Instrumentality):

The belief that performing at a particular level will lead to the
attainment of a desired outcome.

3. Rewards – personal goals linkage (Attractiveness):

CONTEMPORARY THEORIES OF MOTIVATION:

5. Expectancy theory:
CONTEMPORARY THEORIES OF MOTIVATION:

5. Expectancy theory:
MOTIVATION TECHNIQUES,
JOB SATISFACTION AND JOB
ENRICHMENT
MOTIVATION TECHNIQUES:
Motivation techniques are classified into two types.

1. Monetary motivation

2. Non – monetary motivation

MOTIVATION TECHNIQUES:

1. Monetary motivation:
Money in any form will be a kind of
motivation for every employee.
Only money can satisfy the urgent needs of any human.
Money can satisfy a person, when additional
paymentis relatively equal to person’s income.
MOTIVATION TECHNIQUES:

1. Monetary motivation: 1a)

Individual incentive plans 1b) Group

incentive plans

1c) Other incentive plans

MOTIVATION TECHNIQUES:

1. Monetary motivation:

1a) Individual incentive plans:

MOTIVATION TECHNIQUES:

1. Monetary motivation:

1b) Group incentive plans:

Employees are rewarded collectively.
This includes profit sharing, production bonus, etc.
e.g.: Scanlon plan, profit sharing plan.
MOTIVATION TECHNIQUES:

1. Monetary motivation:

1c) Other incentive plans:

Apart from individual and group incentive,
organization gives
other mode of monetary motivation.
e.g.: Provident Fund (PF), pension.
MOTIVATION TECHNIQUES:

2. Non – monetary motivation:

Non – monetary provide psychological and
incentives
emotional satisfaction.
Non – monetary incentives satisfies an
employee based on his
requirement.
MOTIVATION TECHNIQUES:

2. Non – monetary motivation:

2a) Job security:

Leads to peaceful working environment.
MOTIVATION TECHNIQUES:

2. Non – monetary motivation:

2b) Promotion:
Enthuse employee to improve the working standard.
MOTIVATION TECHNIQUES:

2. Non – monetary motivation:

2c) Delegation of responsibility:

Fact that a manager believes his / her subordinates.
MOTIVATION TECHNIQUES:

2. Non – monetary motivation:

2d) Work challenge:

Job nature will be acting as a greater motivating force.
MOTIVATION TECHNIQUES:

2. Non – monetary motivation:

2e) Status and recognition:

Appreciation of good performance is called recognition.
Inspires employees to maintain and improve the performance.
MOTIVATION TECHNIQUES:

2. Non – monetary motivation:

2f) Growth opportunity:

How far the organization career development of
ensures
employees.
MOTIVATION TECHNIQUES:

2. Non – monetary motivation:

2g) Participation in decision making:

Enhances commitment in attaining the goal.
JOB SATISFACTION:
A pleasurable or positive emotional state
resultingfrom the
appraisal.
It is also defined as the overall positive feelings that individuals
have towards their job.
JOB SATISFACTION:
Factors relating to job satisfaction are:

1.Personal factors

2.Job factors

3.Organizational factors
JOB ENRICHMENT:
Improving the quality of a job.
Ways to enrich a job are:

1.Giving freedom

2.Responsibility

3.Encouraging participation

4.Giving a regular feedback

5.Decision making involvement.

JOB ENRICHMENT:

Advantages:
Improves efficiency of organization.
Reduces absenteeism and turnover.
Improves work ethic behaviour.
Improves decision making ability.
Reduces work load of supervisor.
JOB ENRICHMENT:

Limitations:
Fear of failure to those employees who prefer less
responsibility.
Negative impression if the job is not satisfactory.
Limited to non – managerial jobs.
Takes time for adapting.