MODULE 4

Motivation
• The term ‘motivation’ is derived from the word ‘motive’. Motive may be defined as
needs, wants, drives or impulses within the individual
• The process by which a person’s efforts are energized, directed, and sustained
toward attaining a goal.
• Motivation is the inner desire that keeps you always moving forward in spite of
discouragement, mistakes and setbacks.
• The willingness to exert high levels of effort to reach organizational goals. The
level of motivation varies both between individuals and within individuals at
different times.
• Stated algebraically the principle is : Performance= f ( ability x motivation)
Key Elements

1.Intensity: how hard a person tries

2.Direction: toward beneficial goal

3.Persistence: how long a person

tries
 Process of Motivation

1.Behavior: All behavior is a series of activities. Behavior is generally motivated by a desire to achieve a goal. In order to predict
and control behavior managers must understand the motives of people.
2.Motives: Motives prompt people to action. They are the primary energizers of behavior. They are the ‘ways’ of behavior and
mainsprings of action. They are largely subjective and represent the mental feelings of human beings. They are cognitive variables.
They cause behavior in many ways. They arise continuously and determine the general direction of an individual’s behavior.
3.Goals: Motives are directed toward goals. Motives generally create a state of disequilibrium, physiological or psychological
imbalance, within the individuals. Attaining a goal will tend to restore physiological or psychological balance. Goals are the ends
which provide satisfaction of human wants. They are outside an individual; they are hoped for incentives toward which needs are
directed. 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.
 Types of Motivation
Motivation may be classified on following bases:
1. Positive or negative
2. Extrinsic and intrinsic
3. Financial or non-financial
• Positive motivation: It is the process of attempting to influence the employees’ behavior through
recognition & appreciation of employees’ efforts and contribution towards achievement of
organizational goal.
• Negative motivation: It is based upon fear i.e. demotion, lay off etc. The fear of punishment
affects the behavior towards changes. Though punishment has resulted in controlling the
misbehavior and contributed towards positive performance but it may also lead to poor
performance & lower productivity
• Extrinsic Motivation: It arises away from the job. It do not occur on the job.
These factors include wages, fringe benefits, medical reimbursement, etc. Thus,
they are generally associated with financial incentives

• Intrinsic Motivation: This type of motivation occurs on the job and provides
satisfaction during the performance of work itself. Intrinsic or internal motivators
include recognition, status, authority, participation etc

• Financial Motivation: It is associated with money. It includes wages and salaries,

fringe benefits, bonus, retirement benefits etc

• Non-financial Motivation: This type of motivation is not associated with

monetary rewards. It includes intangible incentives like ego satisfaction, self-
actualization and responsibility
 Theories Of Motivation
Motivation theories can be classified broadly into two different perspectives:
1. Early theories of Motivation/ Content theories
Content Theories deal with “what” motivates people and it is concerned with
individual needs and goals.
2. Contemporary theories of Motivation/ Process theories
Process Theories deal with the “process” of motivation and is concerned with “how”
motivation occurs.
 Theories of motivation
• Content theories ( what motivates • Process theories ( how motivation
people)/ Early theories occurs)/ Contemporary theories
1. Maslow's Need hierarchy theory 1. Vroom’s Expectancy theory
2. Herzberg two factor theory 2. Reinforcement Theory
3. Theory x and Theory y 3. Adams Equity theory
4. McClelland’s 3 needs theory 4. Goal Setting Theory
 1. Maslow's Need hierarchy
theory
CONTENT
2. Herzberg two factor theory
THEORIES
3. Theory x and Theory y
4. McClelland’s 3 needs theory
 Maslow's Need hierarchy theory
• Proposed by Abraham Maslow.
• There are 5 levels of needs (Physiological, safety , social, esteem, and self-
actualization needs .
• Maslow separated the five needs into higher and lower levels needs. Physiological and
safety needs were considered lower-order needs; social, esteem, and self-actualization
needs were considered higher-order needs.
• Needs are arranged in order of importance (hierarchy of needs)
• Lower level needs must be met first.
• Each level needs must be at least minimally satisfied before a higher level need occurs
• Only unmet needs motivate
 Hertzberg's Two-Factor Theory
• Proposed by Frederick Hertzberg.
• Also known as Motivation- Hygiene theory.
• The motivation theory proposes that intrinsic factors are related to job satisfaction and motivation,
whereas extrinsic factors are associated with job dissatisfaction
• Hygiene factors (Extrinsic factors)
• Factors that eliminate job dissatisfaction, but don’t motivate
• Hygiene's Factors (Needs): (physiological, safety, and social/existence and relatedness needs)
• Motivators ( Intrinsic factors)
• Factors that increase job satisfaction and motivation
• Motivator Factors (Needs): (esteem and self-actualization/growth needs)
 Theory X And Theory Y
• Proposed by Douglas McGregor.
• He proposed two distinct views of human beings.
• One basically negative, labeled Theory X & Another one basically positive, labeled Theory Y.

McGregor’s Assumptions About People Based on Theory X

• Employees inherently dislike work, when ever possible will attempt to avoid it (lazy)
• Since employees dislike work, they must be coerced, or threatened with punishment to achieve
goals
• Employees will avoid responsibilities and seek formal direction whenever possible
• Most workers place security above all factors and will display little ambition
McGregor’s Assumptions About People Based on Theory Y

• Employees love work as play or rest

• Employees are self directed and self controlled and committed to the organizational objectives
• Employees accept and seek responsibilities
• Innovative spirit is not confined to managers alone, some employees also possess it.
 David McClelland’s Three needs Theory of Motivation

• The motivation theory that says three acquired (not innate) needs— achievement,
power, and affiliation— are major motives in work.
• 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
 • Expectancy Theory

CONTEMPORARY •Reinforcement Theory

THEORIES OF •Equity Theory

MOTIVATION •Goal-Setting Theory

 Expectancy Theory
• Proposed by Victor Vroom
• The theory is based on three variables – valence, instrumentality and expectancy
• Also Known as V-I-E Theory (Valance, Instrumentality, Expectancy)
• Expectancy theory states that an individual tends to act in a certain way based on the expectation
that the act will be followed by a given outcome and on the attractiveness of that outcome to the
individual.
• Relationships Identified In Vroom's Expectancy Theory
✓ Effort-performance relationship
✓ Performance-reward relationship
✓ Rewards-personal goals relationship
✓ Expectancy - belief that effort leads to performance
✓ Instrumentality - belief that performance is related to rewards/ or the belief that first level of outcome will
lead to second level of outcome
✓ Valence - value or importance placed on a particular reward/outcome
➢ MF=V*I*E

MF=motivational force
V=Valance
E= Expectancy
I=Instrumentality
 Reinforcement Theory
• Proposed by B.F Skinner
• This theory suggests that behavior is a function of its consequences.
• Behavior that results in pleasant consequences is more likely to be repeated.
• Behavior that results in unpleasant consequences is less likely to be repeated.

❖Reinforcers
• Consequences immediately following a behavior, which increase the probability
that the behavior will be repeated
 Types of Reinforcement

• Positive reinforcement
Positive reinforcement is a reward or
other desirable consequence that
follows a desired behavior.
• Avoidance (Negative
reinforcement)
Rather than receiving a reward
following a desirable behavior,
the person is given the
opportunity to avoid an
unpleasant consequence
• Extinction
Extinction tends to decrease the
frequency of undesirable
behavior, especially behavior that
was previously rewarded
• Punishment
Tends to decrease the frequency of
undesirable behaviors. Punishment
is presented as an unpleasant
consequence of undesirable
behavior.
 Goal Setting Theory

• Dr. Edwin Locke put forward the Goal-setting theory of motivation.

• Specific and challenging goals along with appropriate feedback contribute to
higher and better task performance.
• “SMART” Goal Setting Broad
✓ Specific goals increase performance and that difficult goals, when accepted, result in
higher performance than do easy goals.
 Equity Theory
• Put forward by John Stacey Adams
• Adams' Equity Theory calls for a fair balance to be struck between an employee's inputs (hard
work, skill level, acceptance, enthusiasm, and so on) and an employee's outputs (salary, benefits,
intangibles such as recognition, and so on).
• The theory emphasizes equity in pay structure of employees remuneration.
• When the employees perceive inequity it can result in lower productivity, higher absenteeism and
increase in turnover.
 Dimensions of equity
• Internal equity : Employees should feel that pay differentials are fair,
given the corresponding differences in job responsibilities.

• External equity : Jobs are fairly compensated in comparison to

similar jobs in the Labor market.

• Individual equity : It ensures equal pay for equal job

EQUITY THEORY FOCUSED ON :
 • Job Rotation
Designing • Job Simplification
Motivating Job • Job Enlargement
design Theory • Job Enrichment
The way tasks are combined to form complete jobs
 Job Rotation
• Job rotation implies systematic movement of employees from one job to another in order to
provide more interest and satisfaction at work.
• Jobs remain unchanged but employees performing them will change.
• An employee who works on a routine job moves to work on another job for some
hours/days/months and returns back to the first job.
 Job Enlargement
• It means expanding the number of task or duties assigned to a given job.
• Deals with the horizontal expansion of jobs
• For example, a cashier at a grocery store could be taught how to prepare the weekly work schedule
• The objective of job enlargement is to motivate an employee by increasing his efforts and exposure
towards achieving the organizational objectives as set for the job. By doing this, an employee can
get a wider range of his or her objectives without his or her job in a repetitious manner.
 Job Simplification
• The Job Simplification means breaking the job into relatively easier sub-parts with the intention to
enhance the individual’s productivity by minimizing the physical and mental efforts required to
perform a complex job.
 .

Job Enrichment
• The Job Enrichment is the job design technique used to increase the satisfaction among the
employees by delegating higher authority and responsibility to them and thereby enabling them to
use their abilities to the fullest
• Vertical expansion of a job by adding planning and evaluating responsibilities
• Job enrichment increases job depth, which is the degree of control employees have over their work.
• Job Enrichment is a direct outgrowth of Herzberg’s Two Factor Theory of motivation-Job
enrichment involves adding more motivators to a job to make it more rewarding.
 Characteristic of Job Enrichment
Skill Variety:
• Job requires a variety of activities to be performed by the employee and he/she need to use a
number of different skills and talents.
Task Identity:
• Task identity means doing something from beginning to end rather than just part of it.
Task Significance:
• It is the degree to which a job has substantial impact on an organization , lives or work of other
people.
Autonomy:
• Job Enrichment allows the person substantial freedom, independence, and discretion to the
individual in scheduling the work and determining the procedures to be used in carrying it out.
Feedback:
• Employees should be able to get immediate knowledge of the results they are achieving.
 • Motivating in Challenging
Economic Circumstances
Current • Cross Cultural Motivational
Challenges
Issues in • Motivating Unique Group of
Workers & Diverse Workforce
Motivation
 Motivating in Challenging Economic
Circumstances
• Layoffs
• Tight budgets
• Minimal or no pay raises
• Benefit cuts/no bonuses
• Long hours doing the work deteriorated
• Employee confidence/Optimism (lack of hopefulness about the future)
• Job engagement.
 Managers Need To Rely On Actions Such As :

• Holding meetings with employees to keep the lines of communication open and to
get their input on issues.
• Establishing a common goal, such as maintaining excellent customer service, to
keep everyone focused.
• Creating a community feel so employees could see that managers cared about
them and their work.
• Giving employees opportunities to continue to learn and grow.
 Cross Cultural Motivational Challenges

• Motivational programs that work in one geographic location may not work well in
other region
• Cross-cultural
• Global business environment
• Communication style
• Differences in cultural value
• Reward and Punishment Mechanism
 Motivating Unique Group of Workers & Diverse
Workforce
Employees come into organizations with different needs, personalities, skills, abilities, interests, and
aptitudes. They have different expectations of their employers and they vary widely in what they want
from their jobs.
• To maximize motivation among today’s workforce, managers need to think in terms of flexibility.
• A diverse array of rewards is needed to motivate employees with such diverse needs.
• Flextime and job sharing
• Telecommuting ( employee works outside of the employer's office. Often this means working from
home or at a location close to home, such as a coffee shop, library, or co-working space)
 Motivating Professionals

The typical employee today is more likely to be a professional with a college degree. They have a
strong and long-term commitment to their field of expertise. To keep current in their field, they need
to regularly update their knowledge, and because of their commitment to their profession.

• Provide challenging projects

• Give them autonomy in follow interests and structure work.
• Reward with educational opportunities.
• Recognize their contributions.
• Value support
• Prioritize Work-Life Balance
• Let Them Lead
 Motivating Contingent Workers

Contingent workers are defined as freelancers, independent contractors, consultants,

or other outsourced and non-permanent workers who are hired on a per-project
basis.
• Treat him with respect.
• Orient and introduce
• provided with health care, pensions, or similar benefits.
• Greatest motivating factor is the opportunity to gain permanent employment.
• Motivation is also increased if the employee sees that the job he or she is doing for
the firm can develop salable skills.
 Motivating Low Skilled Employees

• Offer a lot of feedback

• Reward your staff
• Involve your staff in your scheduling
• Pats on the back
• Make your employees feel as if you respect and trust them
• Create a company culture that provides flexibility, opportunities for creativity and
fun on the front line
• Implement employee development programs to let your front-line employees
know there are clear opportunities for career growth with your company.