What Motivates You???

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 Motivation
• Motivation is the willingness of a person to
exert high levels of effort to satisfy some
individual need or want.
– The effort is a measure of intensity.
– Need – Some internal state that makes certain
outcomes appear attractive.
 Motivation and stress management
• Concept of motivation
Motivation is defined as the act of inspiring the
subordinates to work hard from the bottom of heart to
achieve the goals of organization. It is a psychological
process of creating willingness to work and cooperate
for achieving goals.
Features of motivation
• Psychological process
• Complex
• Continuous process
• Pervasive
• Positive and negative
Process of motivation
Unsatisfied
need

Tension or
feedback
disequilibrium

Goal Action,
achievement movement
 Importance of motivation
Increase productivity

Develop positive
attitude

Utilize resources
Importance of
motivation Reduce absenteeism
and turnover

Achieve goal

Facilitate change
 Intrinsic vs. Extrinsic Motivation
Intrinsically Motivated Work Behavior:
Behavior that is performed for its own sake.

Extrinsically Motivated Work Behavior:

Behavior that is performed to acquire material
or social rewards or to avoid punishment.
Theories of motivation/work motivation theories

Need based theories/ Process based theory/

historical contemporary theory

• Maslow’s need theory • Equity theory

• Herzberg theory • Expectancy theory
• Mc Cllelland theory • Goal oriented theory
• ERG theory • Reinforcement theory
 Maslow’s hierarchy of human needs

1. Physiological need
2. Safety need
3. Social need
4. Esteem/ ego need
5. Self actualization need

Herzberg two-factors theory

6. Motivation factors
7. Hygiene factors
The Hierarchy of Needs
 Dual-Structure Theory
• Development of the Theory
– Frederick Herzberg and his associates developed the dual-
structure theory in the late 1950s and early 1960s.
– Herzberg asked a group of participants in a study to recall times
when they felt especially satisfied and motivated by their jobs and
times when the felt particularly dissatisfied and unmotivated.
• To his surprise, Herzberg found that entirely different sets of
factors were associated with the two kinds of feelings about
work, which he called motivation factors and hygiene factors.
• Motivation factors -- intrinsic to the work itself and include
factors such as achievement and recognition.
• Hygiene factors -- extrinsic to the work itself and include
factors such as pay and job security.
 ERG Theory
• ERG Theory of Motivation
– Extends and refines Maslow’s needs hierarchy concept
– Describes existence, relatedness, and growth needs
– In contrast to Maslow’s approach, ERG theory includes a
satisfaction progression component and a frustration-
regression component.
• The satisfaction-progression component suggests that after
satisfying one category of needs, a person progresses to the next
need.
• The frustration-regression component suggest that a person who
is frustrated by trying to satisfy a higher level of needs eventually
will regress to the preceding level.
 MC Clelland’

Need for Need for

Need for power
achievement affiliation
• Maximum • They wants • They are
effort, hard close satisfied by
work, interrelation, controlling
commitment friendly others and
desire to environment have power.
achieve goal than highly
talented
employees
 Mc clelland’s Theory
• The Need for Achievement
– The desire to accomplish a task or goal more
effectively than in the past.
• The Need for Affiliation
– The need for human companionship.
• The Need for Power
– The desire to control the resources in one’s
environment
 MC Gregor’s theory X and theory Y

Theory X Theory Y
Irresponsible willingness to take
responsible
Lazy Active
Pessimistic Optimistic
Little capacity Creativity and high
capacity
Need close controlled and Do not need close control
supervision and supervision
 Theory X and Theory Y of Douglas McGregor:

McGregor concluded that a manager’s view of the

nature of human beings is based on a certain
grouping of assumptions and that he or she tends
to mold his or her behavior toward subordinates
according to these assumptions:
 Theory X and Theory Y:
• Employees can inherently
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wheneveras rest
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People will exercisedislike
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with punishment to achieve goals;
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learn to accept,
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 Alderfer’s ERG theory

Existence Relatedness growth

• Physiological • Social and • Self
and safety esteem need actualization
need • Autonomy,
self
respectm
achievement
etc
 Process theories

Vroom’s expectancy theory

Expectancy Instrumentality Valence

(effort) (performance) (outcomes)
• Effort-performance • P-outcomes • outcomes
 Expectancy Theory of Motivation
• The Basic Expectancy Model
– Suggests that people are motivated by how much
they want something and the likelihood they
perceive of getting it.
• Effort-to-Performance Expectancy
– A person’s perception of the probability that
efforts will lead to performance.
 Expectancy Theory of Motivation
• Performance-to-Outcome ( instrumentality)
– An individual’s perception of the probability that
performance will lead to certain outcomes.
• Outcomes and Valences
– An outcome is anything that results from
performing a particular behavior.
– Valence is the degree of attractiveness or
unattractiveness a particular outcome has for a
person.
 Equity Theory of Motivation
• Equity Theory
– Is the belief that one is being treated fairly in relation to
others; inequity is the belief that one is being treated
unfairly in relation to others.
• Social Comparisons
– Involves evaluating our own situation in terms of others’
situations.
 James Stacy Adam’s equity theory
Equity= person’s outcomes = other’s
outcomes
= person’s inputs = other’s
inputs
Responses to Perceptions of Equity and
Inequity
 Goal-setting theory
Specific and difficult goals lead to higher
performance.

Feedback leads to higher performance than does

non-feedback.

In addition to feedback, 2 other factors have been

found to influence the goals-performance
relationship. These are:
1. Goal commitment.
2. Adequate self-efficacy.
 Goal setting theory/ Edwin Locke
1. Clarity
2. Challenges
3. Commitment
4. Feedback
5. Task complexity
 Reinforcement theory
1. Positive reinforcement: it is to encourage positive
behaviour through promotion, increase salary etc.
2. Negative reinforcement: it is to reduce or weaken
negative behaviour through warning, holding
promotion
3. Punishment: it is to punished because of
undesirable behaviour/weaken undesirable
behaviour.
4. Extinction: it is to ignoring undesirable behaviour
or no reinforce.
 Types of Reinforcement in Organizations

• Positive Reinforcement
– A reward or other desirable consequence that a
person receives after exhibiting behavior.
• Avoidance, or negative reinforcement
– The opportunity to avoid or escape from an
unpleasant circumstance after exhibiting behavior.
 Types of Reinforcement in Organizations
(continued)
• Extinction
– Decreases the frequency of behavior by
eliminating a reward or desirable consequence
that follows that behavior
• Punishment
– Is an unpleasant, or aversive, consequence that
results from behavior.
 Application of motivation theories in an organization

1. Job design: it is a systematic process of organizing

work into a tasks required to perform a specific job.
It integrated job content and the method of doing
job to meet the needs of employer and employees.
It believe well designed job motivates employees for
higher level of performance.
• Job design use some motivational tools such as
• job rotation-(assignment)
• job enlargement.
• Job enrichment,
• team work and modified work schedule
• Job enlargement: it refers to expanding the
tasks performed by employees to add more
variety. By giving employees several different
tasks to be performed, as opposed to limiting
their activities to a small number of tasks,
organizations hope to reduce boredom and
monotony as well as utilize human resources
more effectively. Job enlargement may have
similar benefits to job rotation, because it may
also involve teaching employees multiple tasks
• Job enrichment: It is a job redesign technique that
allows workers more control over how they perform
their own tasks. This approach allows employees to
take on more responsibility, authority and
compensation. It reduce absenteeism, turnover,
increase productivity because employees will have the
authority and responsibility over their work can be
more efficient, eliminate unnecessary tasks, take
shortcuts, and increase their overall performance. But
job enrichment is not suitable for everyone. Not all
employees desire to have control over how they work,
and if they do not have this desire, they may become
frustrated with an enriched job.
 Job characterstics approach / core job dimension

Job characteristics model is one of the most influential

means of job design that increases motivational
properties.
• Skill variety: it is varieties of skills that required to
perform task. It refers to the extent to which the job
requires a person to utilize multiple high-level skills.
• Task identity: it is the tasks that individual supposed to
do
• Task significance: it is importance of task to the
employees both inside and outside organization. It
refers to whether a person’s job substantially affects
other people’s work, health, or well-being.
• Autonomy: it is to give freedom to the
employees. It is the degree to which a person
has the freedom to decide how to perform his
or her tasks.
• Feedback: It refers to the degree to which
people learn how effective they are being at
work.
 Contd…. Application of motivation in an
organization
2. Employees involvement
3. Establishing pay structure: internal equity and
external equity
4. Flexible benefits
5. Skilled based pay
6. Management by objective
Job satisfaction and its causes/factors affecting
job satisfaction
1. Remuneration
2. Working environment
3. Communication
4. Leadership
5. Career development
6. Promotion
7. Participation
8. Work attitude
9. Work itself
 Frustration
Frustration occurs when motivation is blocked
before it reach the desire goal. It is internal
conflict of employees which obstruct to
achieve desired goal. When an individual is
blocke from behaving the way he would like to
behave or from getting what he wants, he is
said to be frustrated.
 Importance of job satisfaction
Proper use of resources
Improve productivity
Sources of change
Proper use of human resources
Motivation of employees
Minimize disputes and strike
Means of co-ordination
Maintain employees
Minimize supervision costs
Achieve business objectives
 Measuring job satisfaction (employees survey)
Single rating scale method
Summation score method
-job description index
-The Minnesota satisfaction questionnaire
-Porter need satisfaction questionnaire
Other methods
Employees interview
Action tendencies
Critical incidents
 Measuring job satisfaction/employees survey

Job satisfaction is employees positive attitude towards

job. It is the degree of needs satisfaction that is
derived from experience on the job.
The tools used for measuring job satisfaction are
1. Single global rating method: in this method
employees are asked to answer to only one question
for judging their satisfaction. The questions may
considered all the things. Employees need to tick one
from high satisfaction and high dissatisfaction. In this
method managers can collect the information about
the employees level of satisfaction by distributing all
question to all employees.
2. Summation of job factors method: it identifies key
elements in a job such as nature of work, supervision,
present pay, promotion opportunities and relationship
with co-workers. Respondent rate these on
standardized scale and researchers add the rating to
create an overall job satisfaction score. It helps to know
the manager where the problem occurs and help to
solve the problem.
Some of summation of job factors are:
a) Job description index (JDI): it is used to measure job
satisfaction of employees using five components i.e. Co-
workers, the work itself, pay, opportunities for
promotion and supervision. It contain three scales
consisting yes, no and no comments.
b) Minnesota satisfaction questionnaire (MSQ): it has
been prepare by university of Minnesota Industrial
relation centre. It is used to measure an employees
satisfaction with his/her job. It involves long form and
short forms. Long form involve 100 factors and short
form involve 2o factors. It involves 20 questions
covering elements of job and employees such as
ability, achievement, activity, advancement, authority,
compensation etc. It involve 5 scale which need to tick
by an employees. After collecting response from
employees, researcher, analyze by using mathematical
and statistical tools and submit to management.
3. Need satisfaction questionnaire (NSQ):NSQ has
developed by Lyman Porter to measure the job
satisfaction of managerial level staff. It questions are
focus on problems and challenges of managerial jobs. In
this types of questions, each item has two questions one
for ‘should be’ and one for ‘is now’. For each question,
employees has given 1 to 7 scale 1 minimum and 7
maximum. Employees circle 1 number on the basis of
information, researcher analyze through using computer
software program.
E.g. 1. the feeling of security in management job.
a. How much is there now?
min 1 2 3 4 5 6max 7
b. How much should there be?
1 2 3 4 5 6 7
min max
4. Other methods
a. Critical incident method: it is based on dual factors
theory of Herzberg, in which employees are asked
to identify some incidents or situation which
makes them job satisfaction or dissatisfaction.
b. Employees interview: in this method employees
are asked different questions related to job such as
job expectation, situation, interest, problem etc.
The questions may be structured or unstructured.
c. Action tendency: it measures job satisfaction
of employees by focusing their inclination,
interest and preferences. Employees
preferences may be working pattern, working
situation, location, branch, department etc.
Here researcher analyze employees tendency
of avoiding or accepting things related to the
job.
 Effects of job satisfaction

Job satisfaction and Productivity

Job satisfaction and Citizenship

Job satisfaction and Customer

satisfaction

Job satisfaction and Absenteeism

Job satisfaction and Turnover

 Performance Formula
Ability x motivation x resources
= Performance