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Motivation at Work

By: Swet Bhushan


Definition of Motivation

Motivation –
 The driving force within individuals by
which they attempt to achieve some goal in
order to fulfill some needs or expectation.

 The degree to which an individual wants to


choose in certain behavior.
Motivation as a process..

 It is a process by which a person’s efforts are


energized,directed and sustained towards attaining
the goal.
 Energy- A measure of intensity or drive.

 Direction- Towards organizational goal.

 Persistence- Exerting effort to achieve goal

 Motivation works best when individual needs are


compatible with organizational goal.
Basic model of motivation

Needs or Result in Drive force To Achieve


expectations (Behavior or
Action)

Desired Goals

Feedback

fulfillments Which Provides


Motivation is…

 Complex
 Psychological
 Physical
 Unique to each and every person
 Context sensitive
 Not fully understood
Qualities of Motivation

 Energizes behavior
 Directs behavior
 Enable persistence towards a goal
 Exists in varying details
Six C’s of Motivation..

Challenges Choices

Control collaboration

Consequences Constructing meaning


Groups of Motivational Theories
 Internal
 Suggest that variables within the individual give rise

to motivation and behavior


 Example: Maslow’s hierarchy of needs theory

 Process
 Emphasize the nature of the interaction between the

individual and the environment


 Example: Expectancy theory

 External
 Focus on environmental elements to explain behavior

 Example: Two-factor theory


Early Theories of Motivation

 Content Theories:
Emphasis on what motivates individuals.
 Maslow’s need Hierarchy

 Macgregor's Theories X & Y

 Herzberg’s two factors theory


 Process Theories of Motivation
Emphasis on actual process of motivation.
 Three needs Theory ( McClelland)

 Goal-setting Theory

 Reinforcement Theory

 Designing Motivating theory

 Equity Theory

 Expectancy Theory
Maslow’s Hierarchy of needs
theory
 Needs were categories as five levels of lower-higher-order
needs.
 Individual must satisfy lower-level needs before they

can satisfy higher order needs.


 Satisfied needs will no longer motivate.

 Motivating a person depends on knowing at what level

that a person is on the hierarchy.


POTENCY of NEEDS

The needs are INNATE, but they are not of


equal potency (strength). They are arranged in
a hierarchy of potency.

AN INDIVIDUAL IS MOTIVATED BY HER/HIS


MOST POTENT

UNSATISFIED NEED
HIERARCHY and SEQUENCE

What Is a Hierarchy?
You must successfully complete (resolve,
equilibrate one stage before you go to the
next.)
How Is Hierarchy Related To Sequence?
All hierarchical theories are sequential, but
not all sequential theories are hierarchical.
Hierarchy of Needs
 Lover order ( External ) : Physiological and safety
needs
 Higher order ( Internal ) : Social, Esteem, and
Self-actualization
Self-Actualization Needs

Esteem Needs
Social Needs
Safety Needs

Physiological needs
McGregor’s Theory X and Y
 Theory X
 Assume that workers have little ambition,dislike work,

avoid responsibility,and require close supervision.


 Theory Y
 Assumes that workers can exercise self-

direction,desire, responsibility, and like to work.


 Assumption
 Motivation is maximized by participative decision

making, interesting jobs, and good group relation.


Motivational Theories X & Y

SA Theory Y - a set of
assumptions of how to
Esteem manage individuals
motivated by higher
Social order needs
Theory X - a set of
Safety & Security assumptions of how to
manage individuals
Physiological motivated by lower order
needs
Herzberg’s Motivation-Hygiene
Theory
 Job satisfaction and job dissatisfaction are created y
different factors.
 Hygiene factors- Extrinsic ( Environmental )

factors that create job dissatisfaction.


 Motivation Factors- Intrinsic ( Psychological )

factors that create job satisfaction.

 Attempted to explain why job satisfaction does not


result in increased performance
 The opposite of satisfaction is not dissatisfaction

but rather no satisfaction.


Motivation–Hygiene Theory of
Motivation
• Company policy & Motivation factors
administration increase job satisfaction
• Supervision
• Interpersonal relations
• Working conditions • Achievement
• Salary • Achievement recognition
• Status • Work itself
• Security • Responsibility
• Advancement
• Growth
Hygiene factors avoid
job dissatisfaction • Salary?
Alderfer’s ERG Theory

SA Growth
Esteem

Love (Social)
Relatedness
Safety & Security
Existence
Physiological
McClelland’s Need Theory: Need for
Achievement

Need for Achievement


( nAch)
The desire to excel and
succeed
McClelland’s Need Theory:Need for
Power

Need for Power – ( nPow )


The need to influence the
behavior of others.
McClelland’s Need Theory:Need for
Affiliation

Need for Affiliation – ( nAff )


The desire for interpersonal
relationship
Motivational Need Theories
Maslow Alderfer McClelland
Self-actualization Growth Need for
Higher Esteem Achievement
Order self Need for
Needs interpersonal Power
Belongingness
(social & love) Relatedness Need for
Affiliation

Lower Safety & Security


Order interpersonal
physical
Needs Existence
Physiological
Adams’s Theory of Inequity

Inequity - the situation in which a person


perceives he or she is receiving less than he
or she is giving, or is giving less than he or
she is receiving
Motivational Theory of Social
Exchange
Person Comparison
other
Equity Outcomes = Outcomes
Inputs Inputs
Negative Outcomes < Outcomes
Inequity Inputs Inputs
Positive Outcomes > Outcomes
Inequity 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
New Perspectives on Equity Theory

Equity Sensitive
I prefer an equity ratio
equal to that of my
comparison other
New Perspectives on Equity Theory

Benevolent I am comfortable with


an equity ratio less
than that of my
comparison other
New Perspectives on Equity Theory

Entitled
I am comfortable with
an equity ratio greater
than that of my
comparison other
Expectancy Theory of Motivation: Key
Constructs

Valence - 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
Effort Performance Reward

Perceived effort– Perceived Perceived


performance performance– value of reward
probability reward probability
“If I work hard, “What rewards “What rewards
will I get the job will I get when do I value?”
done?” the job is well
done?”

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