motivation theories and full description.Diversed workforce and motivating them is also included.

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A
F
T
E
R
N
O
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N

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An emotion, desire, physiological need, or
similar impulse that acts as an incitement
to action.

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Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
Motivation
The processes that account for an individual’s
intensity, direction, and persistence of effort toward
attaining a goal.
Direction
PersistenceIntensity

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Motivation is…
 Psychological
 Complex
 Unique to each and every person
 Context sensitive
 Not fully understood

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the forces within the individual that
account for the level, direction, and persistence of effort
expended at work.
a work outcome of positive value to the
individual
valued outcomes given to
someone by another person.
valued outcomes that occur
naturally as a person works on a task.

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To achieve maximum motivational potential in
linking rewards to performance …
– Respect diversity and individual differences to best
understand what people want from work.
– Allocate rewards to satisfy the interests of both
individuals and the organization.

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– having high expectations of employees,
– providing rewards that are valued,
– relating rewards to performance,
– treating employees as individuals,
– encouraging employee participation, and
– providing feedback, including praise.

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9
Drives
Search
Behaviour
Tension Reduction
of Tension
Satisfied
Need
The Motivation Process
Unsatisfied
Need

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 Giving people incentives that cause them
to act in desired ways.
 The objective of motivating employees is to
lead them to perform in ways that meet the
goals of the department and the
organization.
 supervisors' are largely evaluated on the
basis of how well their group as a whole
performs, motivation is an important skill
for supervisors to acquire.

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How can a leader/manager motivate their
staff??

12. #1. ASK

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#2. Listen

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#3. Regular Recognition

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# 4. Have A Little Fun

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#5. Foster Fair Competition

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#6. Be Friendly With Everyone,
But Don’t Become Friends

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#7. Sharing

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#8. Coach And Accept
Coaching

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– Provide flexible work, leave, and pay
schedules.
– Provide child and elder care benefits.
– Structure working relationships to account
for cultural differences and similarities

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FEAR has been treated as the
proper medium
Aim at the weakness of the
subordinate
Will be removed from the jobs
Slogan-EITHER DO WORK OR
GO

26. #
Work to increase its Financial profit.
Subordinates will put in more hard
work.
Criticism- Satisfaction with monetary
reward is not a sufficient motivator for
employees.

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Five groups of basic needs
Healthy adults try to satisfy these needs
So basic that they motivate behavior in
many cultures
Chronic frustration of needs can lead to
psychopathological results

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 Physiological needs: basic requirements of
the human body; food, water, sleep, sex
 Safety needs: desires of a person to be
protected from physical and economic
harm
 Belongingness and love needs (social):
desire to give and receive affection; be in
the company of others

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 Esteem needs: self-confidence and sense
of self-worth
 Esteem from others: valuation of self from
other people
 Self-esteem: feeling of self-confidence and
self-respect
 Self-actualization needs: desire for self-
fulfillment
Maslow: “. . . the desire to become more and more
what one is, to become everything that one is
capable of becoming.”

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 Need hierarchy
 Unsatisfied need is a potential motivator of
behavior
 Satisfied need is no longer a motivator
 Focus on more than one need: promotion
leads to more money (esteem and
physiological)
 Need satisfaction follows the order shown but
is flexible
 Weak empirical support
 Remains a classic interpretation of behavior

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Maslow’s hierarchy of human needs

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ERG theory
 Developed by Clayton Alderfer.
 Three need levels:
 Existence needs — desires for physiological and
material well-being.
 Relatedness needs — desires for satisfying
interpersonal relationships.
 Growth needs — desires for continued
psychological growth and development.

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ERG theory
 Any/all needs can influence behavior at one
time.
 Frustration-regression principle.
 An already satisfied lower-level need becomes
reactivated when a higher-level need is frustrated.

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I. Involvement of employees
II. Establishment of informal structure
III.Establishment of trust
IV.Establishment of coordination among
people

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Expectancy theory
 Developed by Victor Vroom.
 Key expectancy theory variables:
Expectancy — belief that working hard will result
in desired level of performance.
Instrumentality — belief that successful
performance will be followed by rewards.
Valence — value a person assigns to rewards and
other work related outcomes.
ancy THEORY

39. #
Expectancy theory
 Motivation (M), expectancy (E),
instrumentality (I), and valence (V) are related
to one another in a multiplicative fashion:
 M = E x I x V
If either E, I, or V is low, motivation will
be low.
Cont..

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ELEMENTS IN THE EXPECTANCY THEORY OF
MOTIVATION.

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1.) BEING SATISFIED WITH ONE’S JOB IS
EQUIVALENT TO BEING MOTIVATED; “A
SATISFIED WORKER IS A MOTIVATED WORKER”
2.) JOB SATISFACTION AND DISSATISFACTION
ARE SEPARATE CONCEPTS WITH UNIQUE
DETERMINANTS BASED ON WORK WITH
ACCOUNTANTS AND ENGINEERS

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 Motivators
 Achievement
 Recognition
 Work itself
 Hygiene factors
 Company policies and their administration
 Quality of supervision
 Working conditions
.)

44. #
Contributions
 1st to argue that job
content/job design was
important
 Job enrichment (the work
itself) as a job satisfaction
strategy
 Model appealing and easy
to understand
Criticisms
 May be “method-bound” by
self-serving bias
 Some individual
differences, like desire for
pay, rejected as a motivator.
 Also, not everyone wants an
enriched job
 Assumes satisfaction
(presence of motivators) =
motivation

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 McClelland and colleagues studied the
behavioral effects of three needs
 Need for Achievement
 Need for Power
 Need for Affiliation
 Emphasized the Need for Achievement,
although they investigated all three needs

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Productivity
Competitive
Flexible
Increase in Reputation
Regular Motivation

48. #
What types of employee
recognition awards are there?
• Service/Anniversary awards
• Peer-to-peer appreciation
• Performance awards
• Spot awards for good citizenship behaviors
• Safety
• Sales performance
• Suggestions & ideas
• Attendance
• Employee of the month/year awards
• Retirement awards.

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Why do companies use employee
recognition programs?
o Increase employee retention and reduce turnover
o Increase employee loyalty
o Make a statement about what’s important to the
company
o Build self esteem, reinforce desired behaviors,
create an atmosphere of appreciation and trust
o Quality, continuous improvement and effective
organizational change
o “Bottom-line” concerns- increasing profitability and
sales- are secondary.

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