LO3

UNDERSTAND WAYS OF
USING MOTIVATIONAL
THEORIES IN
ORGANISATIONS

Presented and Developed by:

Sandeep Singh Sikerwar

Associate Professor
Maldives Business School,
Mal, Maldives

POINTS TO BE COVERED
Discuss the impact that different leadership styles may have on motivation in
organizations in periods of change

Compare the application of different motivational theories and their application

within the workplace

Evaluate the usefulness of a motivation theory for managers

LEADERSHIP AND ORGANIZATIONAL

CULTURE
Organizational culture components:

Flexibility

Responsibility

Standards

Rewards

Clarity

Commitment

CHOOSING A STYLE

A
contingency
approach

The
environment

Task or
people?

Trust or
control?

Liking or
respect?

CONTINGENCY APPROACH
Handy (1987)

The leader
The subordinates

The task
Environment of management

THE ENVIRONMENT
Environmental constraints:

The position of
power held by
the leader in
the
organization
and work
group

Organizational
norms,
structure and
technology

The variety of
tasks and
subordinates

TASK OR PEOPLE?

Main question for leader: what do I want to achieve?

Research at Michigan & Harvard: 2 types of leaders.

Task leaders
Concerned with results and the structuring of activities

Socio-emotional leaders
Concerned with supportive and satisfying group
practices and relationships.

 Blakes managerial grid (1964)

1.1:
Impoverished

Manager is lazy, showing little effort or concern for either

staff or work targets.

1.9:
Country club

Attentive to staff needs and has developed satisfying

relationships
Pays correspondingly little attention to achieving results.

9.1:
Task management

Total concentration on achieving results

People's needs are virtually ignored
Conditions of work are specifically arranged.

5.5:
Middle of the road

Achieves adequate performance through balancing.

Meet work targets with maintaining the unity and morale
of the group.

9.9:
Team

Manager achieves high performance by leading people.

Committed to, and satisfied by, fulfilling task objectives

TRUST OR CONTROL?
Trust-control dilemma- handy (1987)

T + C =Y
T = the trust the superior has in the subordinate, and the trust which the
subordinate feels the superior has in him
C = the degree of control exercised by the superior over the subordinate
Y = a constant, unchanging amount, so that any increase in C leads to an
equal decrease in T and vice versa.

LIKING OR RESPECT
Managerial effectiveness.
Team will give more to a manager they like, or to one they respect or even
fear.

The
strength of
the
individual
manager's
need to be
liked.

The
attitude of
the team
members.

The nature
of the task
or
decision.

MOTIVATIONAL THEORIES

MOTIVATION

Motivation refers to forces within an individual that account

for the level, direction, and persistence of effort expended at
work towards attaining a goal .

CHARACTERISTICS

Motivation is
a
psychological
phenomenon

Motivation is
a continuous
process

Caused due
to anticipated
perceived
value from an
action.

There are
unsatisfied
needs.

Individual is
motivated by
positive
motivation.

THEORIES OF MOTIVATION
Content theories
Human beings have a set of needs or desired outcomes and will act in such a
way as to fulfil them.
Maslows Need Hierarchy.

Process theories
Assumes that people are able to select their goals and choose the paths towards
them, by a conscious or unconscious process of calculation.
Vrooms Expectancy theory

Newer approaches to motivation in organization

Maccobys theory
Costa & McCraes Five Factor Theory

CONTENT THEORY
Approaches to motivation that try to answer the question, What factors in the
workplace motivate people?.

PROCESS THEORIES
Focus on the thought processes through which people choose among alternative
courses of action.

VICTOR VROOM EXPECTANCY THEORY

Strength of an individual's motivation to do something depends extent to which he
expects the results of his efforts to contribute towards his personal needs or goals..
Victor Vroom (1964)

Motivation = Valence x Expectation

Valence i.e. strength of his preference for a certain outcome.
Expectation i.e. his expectation that that outcome will in fact result from a certain
behavior. (Subjective probability & range between 0 & 1)

EITHER VALENCE OR EXPECTATION HAS

0 VALUE
High expectation that behavior X (increased productivity) will result in outcome Y
(promotion) i.e. E=1, but if he is indifferent (does not want increased responsibility
which comes with promotion) i.e. V=0.
0 X 1 = 0 (Not motivated)
Has a great desire for outcome Y (promotion) i.e V=1, but do not have high
expectations that X (increased productivity) will secure him i.e. E=0.
1 X 0 = 0 (Not motivated)
V= -1 (does not want responsibility and does not want to leave his work group),
motivation may be negative, may deliberately under-produce.

MACCOBYS SOCIAL CHARACTER TYPE

THEORY
Explores the dominant values that determine motivation.

Type
Expert

Dominant values
Mastery, control,
autonomy

Description
Work as an
expert.
Want to provide
high-quality work.
Exercise your skill
and competence

Type
Helper

Type
Defender

Dominant values
Caring for
people,
relatedness,
sociability

Dominant values
Dignity, power, self
esteem, protection.

Description
Work as a
helper.
Want to help
people.

Description
Work as a defender.
defend against those
who do not respect
the law, who do harm,
or who undermine the
values

Type
Innovator

Type

Self developer

Dominant values
Competition, glory,
creating,
experimenting

Dominant values

Balancing mastery
and play,
knowledge and fun

Description
Work as an innovator.
Knows how to play the
game of business.
Win by making the
organization more
successful.

Description

work as the means

to a self fulfilling life
Work to further your
own development.

NEW GENERATION WORK NEEDS

Clear management
commitments on
responsibilities and
rewards

Opportunities for
expression, challenge and
development

Increased business
understanding and
development

Teamwork combined with

individual growth

Fair and meaningful

rewards

Reasons, information, to
be included, to know why

COSTA & MCCRAE'S FIVE-FACTOR THEORY

Focused on the personality perspective of an individual.
Personality: The stability of a person's behavior and how a person is distinct from
other people.
'The Big Five' was developed by Robert McCrae and Paul Costa (2003).
OCEAN

Personality trait
Openness to
experience

Qualities
Imaginative,
curious,
broadminded,
intelligent
behaviors

Facets
Fantasy,
Aesthetics,
Feelings,
Actions, Ideas,
and Values.

Personality trait

Qualities

Facets

Conscientiousness

Dependable,
responsible,
hardworking,
achievementoriented behaviors

Competence,
Order, Dutifulness,
AchievementStriving, SelfDiscipline, and
Deliberation

Personality trait
Extraversion

Personality trait

Agreeableness

Qualities

Facets

Sociable,
gregarious,
assertive and
talkative behaviors.

Warmth,
Gregariousness,
Assertiveness,
Activity, Excitement
Seeking, and
Positive Emotions

Qualities

Facets

Courteous, flexible,
good-natured, cooperative behaviors

Trust,
Straightforwardness,
Altruism,
Compliance,
Modesty, and
Tender-Mindedness

Personality trait

Neuroticism or
emotional
stability

Qualities

Anxious,
depressed,
angry, worried,
insecure actions

Facets

Anxiety, Anger,
Hostility,
Depression, SelfConsciousness,
Impulsiveness,
and Vulnerability

RELATION TO MOTIVATION
Openness
Associated with tolerance of
ambiguity.
Capacity to absorb information
Being very focused.
Ability to be aware of more
feelings, thoughts and
impulses.
Motivated: Seek out the
unfamiliar and to look for
complexity.

Conscientiousness
Extraversion
Achievement, perseverance,

organization and responsibility.

Interpersonal component &
Motivated: Achievement
related to enthusiastic,
through social conformity.
energetic, interested and
friendly.
Show less anxiety over
negative feedback.
Motivated: Change, variety in
their lives, challenge, and are
easily bored.

RELATION TO MOTIVATION
Agreeableness
Interpersonal component.
Conformity in groups, toward
modesty, toward not being
demanding, and toward
being sympathetic.
Motivated: Helping others
and to sociable behavior in
general.

Neuroticism
Viewed negatively and is
associated with negative
affect, being tense and
nervous.
Motivate: An individual
toward success in work
situations.

MANAGERS AND
MOTIVATION

IMPORTANCE OF MOTIVATION
High level of performance

Low employee turn over and

absenteeism

Acceptance of organization change

Organizational image

TYPES OF MOTIVATION FACTORS AT

WORK-PLACE

Profit sharing
Bonuses
Stock options
Occasion bonuses
Paid vacations
Fringe benefits
Transportation
Insurance
Pension funds

Monetary

Jon enrichment
Recognition
Rewards
Excellence certificate
Status
Designation
Flexible working hours
Training and development needs
Working environment
Empowerment and participation

Nonmonetary