2. Defining Motivation
Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
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3. Some Definitions
“Motivation is the result of processes,
internal or external to the individual,
that arouse enthusiasm and persistence
to pursue a certain course of action”.
“….how behavior gets started, is
energized, is sustained, is directed, is
stopped and what kind of subjective
reaction is present in the organization
while all this is going on.
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4. LEARNING OBJECTIVES
1. Motivation refers to a set of forces that energise
people to behave in certain ways.
2. Motivation is necessary to accomplish tasks, to
produce quality goods and for other related purposes.
3. Motivation is not an easy job. Change of
workforce, change of job designs and delayering of
organisations make motivation a difficult task.
4. Motivation theories are of two broad categories – early
and contemporary theories.
5. Scientific management and human relations model fall
under early theories category.
6. Contemporary theories cover content and process
models.
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6. Importance of Motivation
•Leads to Performance
•Quality-oriented Employees
•More productive workers
•Stimulates Decision to participate and to
produce at work
•New complex technological advances
•Future human resources – talent bank
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8. EARLY THEORIES
Scientific Management – F.W. Taylor
Scientific study and organization of work at the
operations level for the purpose of increasing
efficiency.
Techniques:
Scientific method of doing work
Planning the task
Scientific selection, training and remuneration of workers
Standardization
Specialization & division of labor
Time & motion studies
Mental revolution
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9. Human Relations Model – Elton
Mayo
Main points:
Social contacts
Social needs
Informal work groups
Freedom to make own decisions
Interaction among employees and
manager’s intentions and operations of
organization.
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14. Ordering of Needs Across Countries
Country Need Priority
United States and Japan Self-actualisation, esteem, safety, physiological
and social
France Self-actualisation, esteem, physiological, safety
and social
Germany Self-actualisation, physiological, esteem, social
and safety
India Physiological, self-actualisation, esteem, social
and safety
Malawi Physiological, self-actualisation, esteem, safety
and social
China Self-actualisation, safety, physiological and social
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18. Factors characterizing events on the job that led to extreme job
dissatisfaction
Factors characterizing events
Comparis
on the job that led to extreme
job satisfaction
on of
Satisfiers
and
Dissatisfie
rs
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20. ERG Theory (Clayton Alderfer)
Concepts:
More than one need can
be operative at the same
time.
If a higher-level need
cannot be fulfilled, the
desire to satisfy a lower-
Core Needs level need increases.
Existence: provision of
basic material
requirements.
Relatedness: desire for
relationships.
Growth: desire for
personal development.
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21. Two Key Components of ERG Theory;
Satisfaction— Progression and Frustration-
Regression
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28. Equity Theory (cont’d)
Choices for dealing with inequity:
1. Change inputs (slack off)
2. Change outcomes (increase output)
3. Distort/change perceptions of self
4. Distort/change perceptions of others
5. Choose a different referent person
6. Leave the field (quit the job)
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29. Equity Theory (cont’d)
Propositions relating to inequitable pay:
1. Overrewarded employees produce more
than equitably rewarded employees.
2. Overrewarded employees produce less, but
do higher quality piece work.
3. Underrewarded hourly employees produce
lower quality work.
4. Underrewarded employees produce larger
quantities of lower-quality piece work than
equitably rewarded employees
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34. APPLICATION OF EXPECTANCY THEORY
Variable Objective Applications
E P Expectancies To increase the belief that • Select people with required skills and
knowledge.
employees are capable • Provide required training and clarify job
requirements.
of performing the job • Provide sufficient time and resources.
successfully • Assign simpler or fewer tasks until
employees can master them.
• Provide examples of similar employees
who have successfully performed the tasks.
• Provide counseling and coaching to
employees who lack self-confidence.
P O instrumentalities To increase the belief that • Measure job performance accurately.
good performance will • Clearly explain the outcomes that will
result from
result in valued outcomes successful performance.
• Describe how the employee’s rewards
were based on past performances.
Valences of outcomes To increase the expected • Distribute rewards that employees value.
value of outcomes resulting • Individualise rewards.
from desired performance • Minimise the presence of counter-valent
outcomes.
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35. EXAMPLES OF INPUTS AND OUTCOMES IN
ORGANISATIONS
Inputs Outcomes
Age Challenging job assignment
Attendance Fringe benefits
Interpersonal skills Job perquisites (parking space or office
location)
Communication skills Job security
Job effort (long hours) Monotony
Level of education Promotion
Past experience Recognition
Performance Responsibility
Personal appearance Salary
Seniority Seniority benefits
Social status Status symbols
Technical skills Working conditions
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