Topic: Motivation & Job Performance

Created By:-Shubham Agarwal

MOTIVATIONthe processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

it is condition that is initiated by a physiological or psychological deficiency or need in an individual, which causes the individual to behave in a certain manner in order to achieve a particular goal or incentive.

Elements of Motivation

Physiological/ Psychological

deficiency(NEED)

Achieves a particular goal(INCENTIVE)

Individual behaves in a

certain manner(DRIVE)

these elements are interactive and interdependent

Need : physiological or psychological deficiency or imbalance in an individual will result in a need. For e.g. hunger thirst But psychological need may sometimes arise without

any deficiency or imbalance. e.g. strong need for progress.

Drive: physiological drive is a condition which causes a person to work in a particular direction.

Incentive : anything that mitigate the drive and decrease the intensity of the drive

Early Theories of Motivation

Hierarchy of Needs Theory within every human being, there exists a hierarchy of five needs.

(1) physiological(2) safety(3) social(4) esteem(5) self-actualization

Chapter-7

Maslow’s Hierarchy of Needs

Abraham Maslow

Self actualization needs

Esteem needs(Important projects,

Recognition, prestigious office location)Social needs

(Good coworkers, peers, superiors, customers)

Safety or Security Needs(Job security; benefits like life insurance; safety

regulations)

Physiological needs(Basic pay, Workspace, heat, water company cafeteria)

(Challenging projects, Opportunities for innovation and creativity, training)

Two-Factor Theory

Herzberg’s classification of needs as hygiene factors and motivators.

He conducted a study to find out the job satisfaction and dissatisfaction factors

Job satisfiers were associated with job content and job dissatisfiers were related to job context ( circumstances/ situation)

satisfiers were called motivators and dissatisfiers were called hygiene factors

Hygiene Factors (Needs): they are preventive in nature they are responsible for preventing dissatisfaction.

They are similar to lower level needs in Maslow’s hierarchy Presence of able supervisors administrative policies of the org.Fair pay Good interpersonal relationsConducive working conditions

Once hygiene factors have been addressed, organization can make use of motivators to make people feel motivated and satisfied

• McClelland’s Theory of Needs- focuses on three needs:(1) Need for achievement (nAch)(2) Need for power (nPow)(3) Need for affiliation (nAff)- has had the best research support, but has less practical effect than others.

Early Theories of Motivation

Alderfer’s ERG Theory: Clayton Alderfer : proposed a continuum of

needs rather than a hierarchy Existence needs – These are associated with the

survival and physiological wellbeing of an individual.

Relatedness needs – These needs emphasize the significance of social and interpersonal relationship.

Growth needs – These needs are related to a person’s inner desire for personal growth and development.

The Relationship between Maslow,s Hierarchy of Needs, Herzberg’s Two-Factor Theory and Alderfer’s ERG Needs

Self-actualization and fulfillment

Esteem and status

Belongings and social needs

Safety andsecurity

Physiological needs

Growth

Relatedness

Existence

Work itself AchievementPossibility of growth

Responsibility

Advancement Recognition

Status

Relations with supervisors Peer relationsRelations with subordinatesQuality of supervisions

Company policy and administration Job security

Working conditions Pay

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Vrooms’ Expectancy Theory of Motivation

The theory is based on three variables – valence, instrumentality and expectancy – and is therefore commonly termed VIE theory.

An individual will 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.

Valence (V) denotes the strength of an individual’s preference for a particular outcome.

valence is value or expected utility Valence is +ve if person prefer to attain a particular outcome valence is –ve if person is not interested in the outcome

Motivation of Performance Through Job Design and Goal Setting

“Job design” can be defined as the process of structuring tasks and responsibilities into a job in an attempt to make the job more meaningful, significant and satisfying.

The theory of goal setting as propounded by Locke, Wood and Mento is based on the principle that difficult goals stimulate performance and commitment.

• Reinforcement Theory- reinforcement conditions behavior.- people learn to behave to get something they want or to avoid something they don’t want.- behaviorism: people learn to associate stimulus and response, but their conscious awareness of this association is irrelevant.

Contemporary Theories of Motivation

- social-learning theory: behavior is a function of consequences.

(1) attentional processes (2) retention processes (3) motor reproduction processes (4) reinforcement processes

Contemporary Theories of Motivation

Equity Theory/Organizational Justice - individuals compare their job inputs

and outputs with those of others and then respond to eliminate any inequities.

- four referent comparisons: self-inside/ outside, other inside/outside.

Contemporary Theories of Motivation

JOB PERFORMANCEJob performance is a commonly used, yet poorly defined concept in industrial and organizational psychology, the branch of psychology that deals with the workplace. It's also part of Human Resources Management. It most commonly refers to whether a person performs their job well. Despite the confusion over how it should be exactly defined, performance is an extremely important criterion that relates to organizational outcomes and success. Among the most commonly accepted theories of job performance comes from the work of John P. Campbell and colleagues. Coming from a psychological perspective, Campbell describes job performance as an individual level variable. That is, performance is something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national performance which are higher level variables.

Features of job performance

Different types of performance

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