2. Defining Motivation
Key Elements
1. Direction: toward beneficial goal
2. Intensity: how hard a person tries
3. Persistence: how long a person tries
Motivation
The processes that account for an individual’s
Direction, Intensity, and Persistence of effort
toward attaining a goal.
4. Importance
Quality oriented employees
Higher productivity
Higher attraction and retention of Talent
Responsible employees – ready to take additional
tasks, bigger challenges
Ready to accept change
5. Theories of Motivation
Content Theories
Maslow’s Hierarchy of Needs (Abraham Maslow)
Theory X and Theory Y (Douglas McGregor)
Two Factor Theory (Frederick Herzberg)
McClelland’s Theory of Needs (David McClelland)
ERG Theory (Clayton Alderfer)
Process Theories
Equity Theory (J. Stacy Adams)
Expectancy Theory (Victor Vroom)
Goal Setting Theory (Edwin Locke)
6. Hierarchy of Needs Theory (Maslow)
Hierarchy of Needs Theory
There is a hierarchy of five
needs—
physiological, safety, social, estee
m, and self-actualization; as each
need is substantially satisfied, the
next need becomes dominant.
7.
8. Theory X and Theory Y (Douglas McGregor)
Theory X
Assumes that employees dislike
work, lack ambition, avoid
responsibility, and must be
directed and coerced to perform.
Theory Y
Assumes that employees like
work, seek responsibility, are
capable of making
decisions, and exercise self-
direction and self-control when
committed to a goal.
9. Two-Factor Theory (Frederick Herzberg)
Two-Factor (Motivators-Hygiene)
Theory
Intrinsic factors are related to
job satisfaction, while extrinsic
factors are associated with
dissatisfaction.
Factors leading to Job
satisfaction are separate and
distinct from those leading to
Job dissatisfaction.
10. Hygiene Factors
Factors—such as company policy and administration,
supervision, salary, relationship with seniors, peers and
subordinates etc—that, when adequate in a job, placate
workers. When factors are adequate, people will not be
dissatisfied.
Motivators
Factors—such as the work itself, achievement, recognition,
promotions, responsibility, growth opportunities, salary etc
– that when adequate in a job, leads to higher satisfaction
level of the workers.
12. ERG Theory (Clayton Alderfer)
Core Needs
Existence: Basic material
requirements.
Relatedness: Desire for
relationships.
Growth: Desire for personal
development.
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-level need
increases.
ERG Theory
There are three groups of core needs:
Existence, Relatedness, and Growth.
13.
14. David McClelland’s Theory of Needs
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Need for Achievement
The drive to excel, to achieve
in relation to a set of
standards, to strive to
succeed.
Need for Affiliation
The desire for friendly
and close personal
relationships.
Need for Power
The need to make others
behave in a way that they
would not have behaved
otherwise.
15. Equity Theory (J. Stacy Adam)
Referent
Comparisons:
Self-inside
Self-outside
Other-inside
Other-outside
Equity Theory
Individuals compare their job inputs and outcomes
with those of others and then respond to eliminate
any inequities.
16. Inputs are Typically: Effort, Loyalty, Hard work,
Commitment, Skill, Flexibility, Tolerance,
Determination, Enthusiasm, Trust in our boss and
superiors, Support of colleagues and subordinates,
etc.
Outputs are Typically - Salary, Benefits, Pension,
Bonus and Commission , Recognition, Reputation,
Praise, Responsibility, Training & Development,
Sense of Achievement and Advancement etc.
17. Self-inside : An employee’s experience in a different
position inside his present organization.
Self-outside : An employee’s experience in a
situation outside the present organization.
Other-inside : Another employee or group of
employees inside the employee’s present
organization.
Other-outside : Another employee or employees
outside the employee’s present organization.
18. 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)
19. Equity Theory (cont’d)
Distributive Justice
Perceived fairness of the
amount and allocation of
rewards among individuals.
Procedural Justice
The perceived fairness of
the process to determine
the distribution of
rewards.
20. Expectancy Theory
Expectancy Theory (Victor Vroom)
The strength of a tendency to act in a certain way
depends on the strength of an expectation that the
act will be followed by a given outcome and on the
attractiveness of that outcome to the individual.
21. Expectancy Theory Relationships
Effort–Performance Relationship (Expectancy)
The probability that exerting a given amount of effort
will lead to performance.
Performance–Reward Relationship
(Instrumentality)
The belief that performing at a particular level will lead
to the attainment of a desired outcome.
Rewards–Personal Goals Relationship (Valence)
The degree to which organizational rewards satisfy an
individual’s goals or needs and the attractiveness of
potential rewards for the individual.
22. Goal Setting Theory (Edwin Locke)
A Goal is a desirable objective, the achievement of
which is the uppermost in the mind of a person.
Goals are used as:
Motivational Device : helps employees to focus on work
A Control Device: to monitor the performance
Setting S.M.A.R.T. Goals
Goal
Desire to meet
the Goal
Self-Efficacy
Belief
Goal
Commitment
Task
Performance
Goal
Achievement
