MotivationMotivation

Dr.Lovy Sarikwal

"Motivation is a fire from within. If someone else tries to light that fire under you, chances are it

will burn very briefly." --Stephen R. Covey

"Desire is the key to motivation, but it's determination and commitment to an unrelenting pursuit of your goal -- a

commitment to excellence -- that will enable you to attain the success you

seek." --Mario Andretti

“Treat others as you would like to be treated”

"Management is nothing more than motivating other people." --Lee Iacocca

What Is Motivation?

Direction

PersistenceIntensity

I

Intensity

intensity, referring to the amount of mental and physical effort put forth by people

Direction

direction, implying that people choose where their efforts will be spent among

various activities.

Persistence

persistence, describing the salesperson’s choice to expend effort over a period of time

Direction

PersistenceIntensity

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Motivation - the process by which activities are started, directed, and continued so that physical

or psychological needs or wants are met.

From Latin "movere" - to move

Motivation - the process of arousing and sustaining goal-

directed behavior

What is Motivation?

“The set of forces that cause people to

behave in a certain way”

(Steers & Porter, 1991)

Motivation is concerned with understanding ‘why people do what they do’. In other words why do people chose a particular course of action and persist with it , even in the face of difficulties and problems.

Implications Associated with This Implications Associated with This DefinitionDefinition

• Behavior is purposive rather than random- People exhibit both positive (work done on time) and negative (arrive late for work) behavior for a reason

• Motivation arouses people to do something- People are unlikely to change a behavior or do something different unless they are motivated to do so

• Motivation causes people to focus on a desired end-result or goal

• Motivation fuels the persistence needed to exhibit sustained effort on a task

Motivation:Motivation: Psychological processes that cause the arousal,direction, and persistence of voluntary actions that are goal directed.

A Job Performance Model of A Job Performance Model of MotivationMotivation

Ability, Job knowledgeDispositions & Traits

Emotions, Moods, &AffectBeliefs & Values

Individual Individual InputsInputs

Physical EnvironmentTask Design

Rewards & ReinforcementSupervisory Support &

CoachingSocial Norms

Organizational Culture

Job ContextJob Context

Arousal Attention Intensity & & Direction Persistence

Motivational ProcessesMotivational Processes

MotivatedBehaviors

SkillsSkills

Enable, LimitEnable, Limit

A Job Performance Model of Motivation A Job Performance Model of Motivation (cont.)(cont.)

Individual Inputs

Job Context

Motivational Processes

Focus: Direction, What we doIntensity: Effort, how hard we tryQuality: Task strategies, the way we do itDuration: Persistence, how long we stick to it

SkillsSkills

Enable, LimitEnable, Limit

Performance

Motivated BehaviorsMotivated Behaviors

Motivation

Needs& Expectations

Behaviour / Action Desired Goals

Fulfilment

Motivation is the driving force to achieve a goal / fulfil a need

The Motivation Process

More money forunexpected medical expenses

Need

Ask for a raiseWork harder to gain a promotion

Look for a higher-paying jobSteal

More money

Goal-directed behavior

Need Satisfaction

Motivation and performance

Performance = Function of Ability x Motivation

Types of Needs

• Primary /Basic Needs-----Hunger,thirst,Sleep ,Homeostasis

• Secondary Nees----- All other needs come under secondary needs

Three Types of Needs

• Need for achievement (nAch) - a need that involves a strong desire to succeed in attaining goals, not only realistic ones but also challenging ones.

• Need for affiliation (nAff) - the need for friendly social interactions and relationships with others.

• Need for power (nPow) - the need to have control or influence over others.

Types of motivation

• Extrinsic – ‘tangible rewards’ (eg salary, benefits, security, contracts etc) – largely outside of manager’s direct control

• Intrinsic – ‘psychological’ rewards (eg being appreciated, doing challenging work, positive recognition, using one’s ability etc ) – can be heavily influenced by manager’s behaviour and actions

‘You don’t motivate individuals – you create the environment to enable self motivation – that is managements prime role’

Motivation Theories

WHAT MOTIVATES?

Content Theories

HOW IT WORKS (internal factors)?

Process Theories

HOW IT WORKS (external factors)?

ReinforcementTheories

Motivational theories

• Content Theories

• Maslow• Herzberg• McClelland

Process Theories

• Expectancy theories• (Vroom, Porter & Lawler)

• Equity Theory • (Adams)

• Goal Theory • (Locke)

• Attribution Theory • (Heider)

1. Maslow’s Needs-Hierarchy Theory

• People have a hierarchy of five increasingly higher-level needs:• Physiological, security, social, self-esteem,

and self-actualization.

• Satisfaction Process Principle• People are motivated first to satisfy the

lower-order needs and then, in sequence, each of the higher-order needs.

Maslow’s hierarchy of needs

SelfActualisation

Esteem

Social

Safety

Physiological

Growth, advancement, creativity

Self-respect, prestige, status

Affection, belonging, love

Security, stability, protection

Food, water, sleep

Challenging job, achievement, advancement

Job title, social recognition,

Work relations, professional associations

Safe working conditions, benefits, job security

Pay, cafeteria, benefits

Maslow’s Hierarchy of Needs

Maslow’s Hierarchy of Needs How to Motivate?

• Try to understand your employee’s needs

• Show him/her how the job in your department can satisfy his/her needs

2. Herzberg’s Two-Factor Theory

• Reduces Maslow’s hierarchy to:

• Hygienes: lower-level (physiological, safety, social)

• Motivators: higher-level (ego, self-actualization) needs.

Herzberg’s Two-factor Theory• Hygiene Factor

• is found in the job context, such as working conditions, interpersonal relations, organizational policies, and salary.

• Motivator Factor • is found in job content, such as a sense of

achievement, recognition, responsibility, advancement, or personal growth.

Hygiene/job context factors

• Salary• Job security• Working conditions• Interpersonal

relationships

Motivators/job content factors

• Recognition

• Achievement

• Responsibility

• Personal growth

• Advancement

Herzberg

Propositions of the theory

• When hygiene factors are present they do not provide any motivation but when they are absent they give dissatisfaction

• When motivators are present they they motivate the employees and when absent they give dissatisfaction

Two-Factors Theory.How to Motivate ? (general

conclusion)

Remember about hygiene factors, develop motivator factors

The best way to motivate is to arrange the job (job enrichment) so that it provides intrinsic satisfaction of higher-level needs, since these needs are constantly recurring and relatively insatiable.

3. McClelland's Learned Needs McClelland's achievement motivation theory

McClelland’s Acquired Needs

Needs for

• Power,• Affiliation, • Achievement.

•Need for Achievement

is the desire to do something better, to solve problems, or to master complex tasks.

•Need for Power

is the desire to control, influence, or be responsible for other people.

•Need for Affiliation

Is the desire to establish and maintain good relations with other people.

Expectancy:Expectancy: Belief that effort leads to a specific level of performance

Instrumentality:Instrumentality: A performance outcome perception.

Valence:Valence: The Value of a reward or outcome

4. Vroom’s Expectancy Theory4. Vroom’s Expectancy Theory

Vroom’s Expectancy Theorymotivation = expectancy x instrumentality x valence• Expectancy

• a person’s belief that working hard will result in achieving a desired level of task performance

• Instrumentality• a person’s belief that successful performance will lead to

rewards and other potential outcomes• Valence

• the value a person assigns to the possible rewards and other work-related outcomes.

Expectancy Theory (V.Vroom)

Work effortTask

performanceOutcomes

Expectancy“Can I achieve

the desired level of task performance

(result)?

Instrumentality“What work outcomes

will be receivedas a result

of the performance?”

Valence“How highly

do I valuework outcomes?”

Vroom’s Expectancy Theory

• Determine the outcomes employees Determine the outcomes employees value.value.

• Identify good performance so Identify good performance so appropriate behaviors can be appropriate behaviors can be rewarded.rewarded.

• Make sure employees can achieve Make sure employees can achieve targeted performance levels.targeted performance levels.

• Link desired outcomes to targeted Link desired outcomes to targeted levels of performance.levels of performance.

• Make sure changes in outcomes are Make sure changes in outcomes are large enough to motivate high effort.large enough to motivate high effort.

• Monitor the reward system for Monitor the reward system for inequities.inequities.

Managerial Implications of Managerial Implications of Expectancy TheoryExpectancy Theory

• Reward people for desired performance, and do Reward people for desired performance, and do not keep pay decisions secret.not keep pay decisions secret.

• Design challenging jobs. Design challenging jobs. • Tie some rewards to group accomplishments to Tie some rewards to group accomplishments to

build teamwork and encourage cooperation.build teamwork and encourage cooperation.• Reward managers for creating, monitoring, and Reward managers for creating, monitoring, and

maintaining expectancies, instrumentalities, and maintaining expectancies, instrumentalities, and oucomes that lead to high effort and goal oucomes that lead to high effort and goal attainment.attainment.

• Monitor employee motivation through interviews Monitor employee motivation through interviews or anonymous questionnaires.or anonymous questionnaires.

• Accommodate individual differences by building Accommodate individual differences by building flexibility into the motivation program.flexibility into the motivation program.

Organizational Implications of Organizational Implications of Expectancy TheoryExpectancy Theory

5. Locke’s Goal Theory of Motivation

A person’s goals provide the mechanism through which unsatisfied needs are translated into actions.

Specific, challenging goals lead to higher task performance when:

• Feedback showing progress towards the goals is provided.

• Tasks are complex.• Individuals have adequate abilities.• There is a commitment to accomplishing the

goals.

Goal:Goal: What an individual is trying to accomplish.

Encouraging thedevelopment of goal-attainment strategies

or action plans

Increasingone’s persistence

Regulatingone’s effort

Directingone’s attention

Goalsmotivate the

individualby...

Taskperformance

Goals

Locke’s Goal-setting Theory• emphasizes the motivational power of goals that are

specific and challenging.

MANAGEMENT TIPS

• Set specific goals—avoid more generally stated ones, such as “Do your best.”

• Set challenging goals—when realistic and attainable, they motivate better than easy ones.

• Build commitment—people work harder for goals they accept and believe in.

• Clarify priorities—expectations should be clear on which goals to pursue first.

• Provide feedback—people need to know how well they are doing. • Reward results—don’t let accomplishments pass unnoticed.

SSpecific

MMeasurable

AAttainable

RResults oriented

TTime bound

Guidelines for Writing “SMART” Guidelines for Writing “SMART” GoalsGoals

6. Adams’ Equity Theory

Based on Social Exchange theory. Focuses on people’s feelings of how fairly they have been treated in comparison with the treatment received by others

• Explains how social comparisons can motivate individual behavior

• Any perceived inequities will motivate us to behave in a manner that will change them

Adams’ Equity Theory

• People strive for fairness and justice in social exchanges

• Cognitive perception of fairness or lack of it affects behavior

• Inputs – education, skills, training, effort, etc.

• Outputs – pay, fringe, security, recognition, etc.

Lessons in Equity Theory

• Pay attention to what employees’ perceive to be fair and equitable

• Allow employees to have a “voice”• Employees should have opportunity to appeal• Organizational changes, promoting cooperation,

etc. can come easier with equitable outcomes• Failure to achieve equity could be costly• Climate of justice

7. Attribution theory (Heider)

Focuses on how people interpret the perceived causes of behaviour. It is a function of Internal Attributions (personal factors such as ability, effort) and External Attributions (environmental factors such as task difficulty, luck). Typical perceptual problems can arise from: • Stereotyping• the halo effect• perceptual defence• projection

"Motivation is the art of getting people to do what you want them to do because

they want to do it.”

Case Study

• Analyze the situation through ideas of each theory

• Recommend how to motivate the employees

Case Study You are consultants to the district traffic

manager of a telephone company. The traffic department is responsible for information service, long distance calls, and certain customer inquiries. Most of your employees are operators, both directory assistance (information) and long distance. About 85 percent are women, and most are in their late teens and early twenties.

Tardiness and absenteeism have been big problems in this district. As a result, the traffic manager has had to schedule 20 percent more operators than she needs for each shift, in order to have fully staffed boards. The personnel costs caused by this overstating are unbearable. Remedial action must be taken. If each operator would just show up for work each day, at the appointed time, personnel costs would drop back to their budgeted level.

Problem Develop a plan that will motivate operators to

come to work each day and to come on time. Try to apply different theories.

THANK YOU!!