MOTIVATION

MEANING OF MOTIVATION

Motivation refers to way in which urges, desires, aspirations, needs of individuals direct, control or explain his behaviour. Motivation tries to find to something inside or outside a person which propels him to do or not to something. Motivation is getting people do what you want them to do because they want to do it.

Definition of Motivation

Motivation - the process of arousing and sustaining goal-directed behavior

NATURE OF MOTIVATION Motivation

The set of forces that cause people to behave in certain ways.

The goal of managers is to maximize desired behaviors and minimize undesirable behaviors.

The Importance of Motivation in the Workplace Determinants of Individual Performance

Motivation—the desire to do the job. Ability—the capability to do the job. Work environment—the resources needed to do the

job.

TYPES OF MOTIVATION Positive Motivation: It is based on rewards.

The workers are offered incentives for achieving the desired goals. The incentives can be in the shape of more pay, promotion, recognition of work etc.

Negative Motivation: It is based on force or fear. Fear causes employees to act in a certain way. In case, they do not act accordingly they may be punished with demotions or layoffs.

TECHNIQUES TO INCREASE MOTIVATION Financial Motivators: Financial motivators may be in the form of: More wages and salaries Bonuses Profit sharing Leave with pay Medical reimbursements Company paid insurance or Any of the other thing that may be given to employees for

performance.

Non Financial Motivators: Non financial motivators may be in the form of: Recognition Participation Status Competition Job Enrichment

THEORIES OF MOTIVATION

Maslow’s Hierarchy of Needs

McGregor’s Assumptions About People Based on Theory X Naturally indolent (lazy) Lack ambition, dislike

responsibility, and prefer to be led

Inherently self-centered and indifferent to organizational needs

Naturally resistant to change

Gullible, not bright, ready dupes

McGregor’s Assumptions About People Based on Theory Y Experiences in organizations result in passive

and resistant behaviors; they are not inherent Motivation, development potential, capacity

for assuming responsibility, readiness to direct behavior toward organizational goals are present in people

Management’s task—arrange conditions and operational methods so people can achieve their own goals by directing efforts to organizational goals

ERG Theory (Clayton Alderfer)

Core NeedsExistence: provision of basic material requirements. Relatedness: desire for relationships.Growth: desire for personal development.

Concepts: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.

McClelland’s Need Theory:Need for AffiliationNeed for Affiliation - a

manifest (easily perceived) need that concerns an individual’s need to establish and maintain warm, close, intimate relationships with other people

McClelland’s Need Theory:Need for PowerNeed for Power - a

manifest (easily perceived) need that concerns an individual’s need to make an impact on others, influence others, change people or events, and make a difference in life

McClelland’s Need Theory:Need for Achievement Need for Achievement

- a manifest (easily perceived) need that concerns individuals’ issues of excellence, competition, challenging goals, persistence, and overcoming difficulties

Herzberg’s Two-Factor Theory

Hygiene Factor - work condition related to dissatisfaction caused by discomfort or pain maintenance factor contributes to employee’s feeling not dissatisfied contributes to absence of complaints

Motivation Factor - work condition related to the satisfaction of the need for psychological growth job enrichment leads to superior performance & effort

Motivation-Hygiene Theory of Motivation

Hygiene factors avoid job dissatisfaction

• Company policy & administration

• Supervision• Interpersonal relations• Working conditions• Salary• Status• Security

Motivation-Hygiene Theory of Motivation

• Achievement• Achievement recognition • Work itself• Responsibility• Advancement• Growth

• Salary?

Motivation factors increase job satisfaction

Equity Theory

People are motivated to seek social equity in the rewards they receive for performance.

Equity is an individual’s belief that the treatment he or she receives is fair relative to the treatment received by others.

Individuals view the value of rewards (outcomes) and inputs of effort as ratios and make subjective comparisons of themselves to other people:

Outcomes (self)

Inputs (self)=

Outcomes (other)

Inputs (other)

Outcomes (self)

Inputs (self)=

Outcomes (other)

Inputs (other)

Motivational Theory of Social Exchange

Negative Outcomes < Outcomes Inequity Inputs Inputs

Positive Outcomes > Outcomes Inequity Inputs Inputs

Person Comparison other

Equity Outcomes = Outcomes Inputs Inputs

Strategies for Resolution of Inequity

Alter the person’s outcomes Alter the person’s inputs Alter the comparison other’s outputs Alter the comparison other’s inputs Change who is used as a comparison other Rationalize the inequity Leave the organizational situation

Expectancy Theory of Motivation: Key ConstructsValence - value or importance placed on a

particular reward

Expectancy - belief that effort leads to performance

Instrumentality - belief that performance is related to rewards

Expectancy Model of Motivation

Effort Performance Reward

Perceived performance -

reward probability

Perceived effort -performance

probability

Perceived value of reward

“If I work hard,will I get the jobdone?”

“What rewardswill I get when the job is well done?”

“What rewardsdo I value?”

Porter-Lawler Extension of Expectancy Theory Assumptions:

If performance in an organization results in equitable and fair rewards, people will be more satisfied.

High performance can lead to rewards and high satisfaction.

Types of rewards: Extrinsic rewards—outcomes set and awarded by

external parties (e.g., pay and promotions). Intrinsic rewards—outcomes that are internal to the

individual (e.g., self-esteem and feelings of accomplishment).

Porter-Lawler Extension of Expectancy Theory

Assumptions Behavior is a result of conscious goals and intentions. Setting goals influences the behavior of people in

organizations. Characteristics of Goals

Goal difficulty Extent to which a goal is challenging and requires

effort. People work harder to achieve more difficult goals. Goals should be difficult but attainable.

Goal-Setting Theory

Characteristics of Goals (cont’d) Goal specificity

Clarity and precision of the goal.

Goals vary in their ability to be stated specifically.

Acceptance The extent to which persons

accept a goal as their own. Commitment

The extent to which an individual is personally interested in reaching a goal.

Reinforcement Theory

Reinforcement Theory The role of rewards as they cause behavior to

change or remain the same over time. Assumes that:

Behavior that results in rewarding consequences is likely to be repeated, whereas behavior that results in punishing consequences is less likely to be repeated.