Motivation
Definition of Motivation
Motivation is essentially the underlying drive
of individuals to accomplish tasks and
goals. ... There are many factors that can
influence employee motivation including
organizational structure, integrity of
company operations, and company culture.
Process of motivation
Motives: Motives prompt people to
action. They are the primary energizers of
behaviour. They are largely subjective and
represent the mental feelings of human
beings. They are cognitive variables. They
cause behaviour in many ways.
Behavior: All behaviour is a series of
activities. Behaviour is generally
motivated by a desire to achieve a goal. In
order to predict and control behaviour
managers must understand the motives of
people.
Goals: Motives are directed toward goals.
Attaining a goal will tend to restore
physiological or psychological balance.
Goals are the ends which provide
satisfaction of human wants. One person
may satisfy his need for power by kicking
subordinates and another by becoming the
president of a company. Thus, a need can
be satisfied by several alternate goals.
Early theories of motivation
A) Abraham Maslow's hierarchy of needs
theory
B) McGregor's Theory X and Theory Y
C) McClelland's theory of Motivation
D) Herzberg's two factor theory
A) Abraham Maslow's hierarchy of needs theory
According to Maslow' theory, a person's
motivational needs can be put in a
hierarchical manner. Though no need is
fully gratified, a thoroughly satisfied need
will no longer serve as source of
motivation. Now a person can be motivated
by focusing on the next level of need only.
So, according to the theory, before
motivating someone it is important to know
at what level of need that person is.
Abraham Maslow's hierarchy of needs theory
The hierarchy of needs consists of
following 5 needs in order –
1.Physiological needs
They lie at the lowest level and constitute bodily needs
like hunger, thirst etc.
2. Safety needs
They are concerned with protection at both physical
and emotional level. So a person would seek to work
in an environment where adequate protection measures
are in place. At the same time insurance policies that
promise to take care of an employee in event of any
adversity take care of his emotional safety need.
The hierarchy of needs consists of
following 5 needs in order –
3. Social needs
Social needs refer to things like friendship,
belongingness etc. Since man is a social animal, he is
bound to have social relationships at different places.
These needs arise once safety needs are fulfilled.
4. Esteem needs
Every person seeks individual success that satisfies his
inner esteem. Now esteem needs can be either internal
(autonomy, achievement) or external (status, recognition
etc.). These needs lie at one level below the highest level.
The hierarchy of needs consists of
following 5 needs in order –
5. Self-actualization
This need lies at the highest level. This
need is concerned with the urge to
discover oneself and find one's true inner
potential which can lead him/her to the
highest level of success.
McGregor's Theory X and Theory Y
B) McGregor's Theory X and Theory Y
This theory was propounded by Douglas McGregor.
According to this theory, human being have got two
distinct point of views – negative and positive.
So as per Theory X, the managers are of the view that
employees don't like their job and so there is a need for
a directing them, and in some cases, coercing them.
Theory Y is just opposite and according to it the
employees find their job as normal as any general
activity (recreation, playing etc.). So it is a positive
outlook on the part of the managers. That basically
means that employees can be trusted with taking up
the responsibilities.
C) McClelland's theory of Motivation
C) McClelland's theory of Motivation
According to this theory, any person will have either of the following three
needs –
Need for Achievement
A person with this need will strive to excel and have success in whichever
field he is working.
Need for Power
A person with this need would want to wield power and influence others on
its basis.
Need for Affiliation
A person with this need seeks friendly relationships with the people around
him.
McClelland's theory of Motivation
As per McClelland, it is essential to
identify which person has got which kind
of need and he/she should be motivated
accordingly. For instance, a high achiever
will be motivated by a challenging job
with a high rewards. However, it has been
observed that need for power and need for
affiliation has a bigger role to play in a
manager's success.
D) Herzberg's two factor theory
D) Herzberg's two factor theory
Two factor theory, which is also known as motivation-hygiene
theory, was given by Fredrick Herzberg. According to his theory,
there are two different sets of factors that influence an employee.
Firstset of factors is called hygiene factors and includes wages,
working conditions, job security etc. The presence of these factors
ensure that the employees aren't dissatisfied with their jobs.
However, it doesn't mean that employees are satisfied with their job.
To make the jobs satisfying for them (something that motivates
them to do better), employees should be provided with challenging
opportunities that can give them recognition and growth etc. These
factors are called motivation factors.
Contemporary Theories of Motivation
1. ERG Theory
Clayton Paul Alderfer, an American psychologist, proposed his
ERG (Existence, Relatedness and Growth needs) Theory as
redefining Maslow’s need hierarchy motivational theory based
on new empirical research. Alderfer's theory puts Maslow’s
need hierarchy into three short needs categories.
His lowest-level needs are the existence needs, which include
the need for basic human necessities.
The next level of needs is the relatedness needs, which deal
with a person’s aspirations for the maintenance of interpersonal
relationships, as well as a need for recognition and fame.
The highest level of needs is the growth category, which is
about an individual’s need for self-development, advancement
and personal growth.
2. Goal-Setting Theory of Motivation
The goal-setting theory of motivation was presented by
Edwin Locke in the 1960s. In his theory, Locke links a
person’s goal-setting to performance of tasks.
He tells in his theory that a person’s task performance is
directly based on specific goals and the feedback he
receives in pursuit of those goals.
He further adds that a person’s desire to work toward a
specific goal is the main source of his motivation.
The more specific and clear the goal, the better
performance that can be expected. The goal-setting theory
is used to increase an employee’s incentive to meet the
established goals.
3. Reinforcement Theory of Motivation
The reinforcement theory of motivation is often
connected with B.F. Skinner. It states that past
behavior, and the consequences of such behavior,
affects future behavior in a cyclical learning
pattern.
In essence, the theory states that the resulting
consequences (response) of previous behavior to
a certain situation (stimulus) will dictate whether
or not the individual chooses to repeat the same
behavior in similar circumstances.
4. Equity Theory of Motivation
John Stacey Adams, a behavioral psychologist,
developed the equity theory of motivation in
relation to job motivation in 1963. He states that
there are many variable factors that affect the
relationship between employer and employee.
Hethought that a fair balance needed to exist
between what the employee brings to the table
and the compensation he receives for it. The
balance between the two is what will ensure a
positive, productive and motivated employee.
5. Expectancy Theory of Motivation
The expectancy theory was developed by Victor Vroom and
differs completely from some of the theories based on needs.
According to Vroom, it is the outcomes, not the needs of the
individual, that serve as the motivating factors in determining
the likelihood of a behavior.
This theory states that there are two main areas that an
individual assesses before engaging in the behavior.
◦ The first is the likelihood of completing the task.
◦ Then, a person assesses what the consequence or outcome of
completing such a task will be.
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