Organizational Behaviour

BMU 08101

Dr. Hellen E. Meshack

Ms. Winnirose Mmari
4. Motivation
OBJECTIVES
After reading this chapter, you should be able to:
• After studying this chapter, you should be able to:
• Outline the motivation process
• Describe Maslow’s needs hierarchy
• Differentiate motivations from hygiene factors
• Discuss ways in which motivation can be increased.
• Explain how the contemporary theories of motivation
complement each offer.
INTRODUCTION
• Organizations are made of people. Organizations have
to be concerned with what should be done to achieve
sustained levels of performance through people.
• This necessitates assigning close attention to ensure
how individual can best be motivated through such
means as incentives, rewards, leadership and the work
they do and organizational context within which they
carry out the work.
INTRODUCTION…
• The objective of developing an appropriate
motivational atmosphere is to ensure that the people in
the organization are adequately motivated to deliver
performance in accordance with the expectations of the
management.
• Various model suggests that motivation is initiated by
the conscious or unconscious recognition of unsatisfied
needs. This need will lead to the desire for achieving
something that satisfy the needs.
INTRODUCTION…
• Goals are established and behaviour pathway is
selected which will achieve the goal.
• If the goal is achieved, the need will be satisfied and the
goal directed behaviour is likely to be expected for
satisfying the same needs later.
• Motivation is a process, which accounts for an
individual’s intensity, direction and persistency of
efforts towards attaining a goal.
INTRINSIC AND EXTRINSIC MOTIVATION
• Intrinsic Motivation: It refers to self, generated factors
that influence people to behave in a particular way or
to move in a particular direction. These factors include
responsibility, freedom to act, scope to use and develop
skills and abilities, interesting and challenging work,
opportunities for advancement etc.
• Extrinsic Motivation: Efforts made by others to
motivate people. This may be e.g.: reward, punishment,
appreciation etc.
SOME THEORIES ON MOTIVATION
• Expectancy Theory : It was put forth by Vroom (1964). It
can be described as follows: “Whenever an individual
chooses between alternatives which involve uncertain
outcomes, it seems clear that his behaviour is affected
not only by his preferences among the outcomes but also
by the degree to which he believes these outcomes to be
possible. An expectancy is defined as a momentary belief
concerning the likelihood that a particular act will be
followed by particular outcome. The strength of
expectations may be traced on past experiences.
SOME THEORIES ON MOTIVATION…
• Maslow’s Hierarchy of Needs: This theory is one of the
most famous hypothesizing that within every human
being there exists 5 needs in a hierarchical structure.
These needs are
i. Physiological : This includes hunger, sex, shelter, thrust
and a few bodily needs.
ii. Safety : This includes protection from physical and
emotional harm as well as security.
SOME THEORIES ON MOTIVATION…
iii. Social: This includes acceptance, belongings, affection
as well as friendship.
iv. Esteem: This includes the internal esteem factors such
as autonomy, achievement and self-respect. Similarly the
external esteem factors include status, recognition and
attention to physiological need.
• v. Self-actualization : This means drive to become what
one is capable of becoming. This, therefore, includes self-
fulfilment, growth and achievement of ones potentiality.
SOME THEORIES ON MOTIVATION…

Maslow’s
theory of
needs
SOME THEORIES ON MOTIVATION…
• Herzberg’s Two Factor Model: He, in 1957, suggested a
two-factor model based on the study of accountants and
engineers. His observations were as below:
• Employee’s wants can be divided into two groups. The one
group that includes salary, working conditions etc., which, if
not satisfied, creates dissatisfaction, though do not lead to
explicit motivation. On the other hand, there are factors such
as rewards, advancement, career progression etc., which
give positive satisfaction. His model provides an overall
picture of the factors that generally satisfy the employee and
those which positively motivate the employees.
SOME THEORIES ON MOTIVATION…
• Attribution Theory: It is concerned with how we explain
our performance after we have invested considerable
effort and motivation in a particular task. Four types of
explanations may be used to account for either success
or failure - ability, effort, task, difficulty or luck. e.g.: if
success or failure is explained in terms of efforts, then
high motivation may follow. On the other hand, if failure
to achieve the level of performance is explained in terms
of task difficulty or bad luck, the results may be a loss of
motivation.
SOME THEORIES ON MOTIVATION…
• Attribution Theory: … Incorrect attribution may be the
result of inadequate feedback, communication, appraisal
and guidance. Attribution errors can create many
problems in work situation. The theory suggests that, on
observing an individual’s behaviour, we try to determine
whether it was internally or externally caused. That
determination largely depends upon: i) Consensus ii)
Consistency and iii) Distinctiveness
SOME THEORIES ON MOTIVATION…
• Equity Theory: It is concerned with the perceptions
people have about how they are being treated as
compared with others. To be dealt with equitably is to be
treated fairly in comparison with another group of people
or a relevant other person. This theory attempts to say
that, people will be better motivated if they are treated
equitably and demotivated if they are treated
inequitably.
SOME THEORIES ON MOTIVATION…
• Equity Theory:… There are two forms of equity.
Distributive equity is concerned with the fairness with
which people will feel they are rewarded in accordance
with their contributions and in comparison with others.
On the other hand, procedural equity is concerned with
the perception employees have about the fairness with
which organization procedures in areas such as
performance appraisal promotion and discipline are
being operated.
MOTIVATION STRATEGIES
They aim at creation of working environment to develop
policies and practices which will provide for higher levels of
performance from employees. They will be concerned with
following:
a. Measuring Motivation: This is essential to provide an
indication of areas where motivational practices need to be
improved. Motivation can not be directly measured. But
indications of the level of motivation can be obtained from
attitude surveys, measures of productivity, employee turnover
and absenteeism, analysis of performance reviews.
MOTIVATION STRATEGIES…

b. Valuing Employees: Motivation and commitment are

likely to be enhanced if employees feel that they are
valuable. This means investing in their success, trusting
and empowering them, giving them the opportunity to be
involved in matters which they are concerned, treating
them fairly and as human beings rather than ‘resources’ to
be exploited in the interest of management, and providing
them with rewards which demonstrate to the extent to
which they are valued.
MOTIVATION STRATEGIES…

c. Behavioural Commitment: It means that individuals

will direct their efforts to achieving organizational and
job objectives. It can be engendered by giving people
more responsibility to manage their own jobs as
individuals or as teams (empowerment) and providing
for rewards to be clearly related to success in achieving
agreed goals.
MOTIVATION STRATEGIES…
d. Organizational Climate: The organizational climate
and core values should emphasize the importance of
high performance. Managers and team leaders should
be encouraged to act as models of the sort of
behaviours expected from employees.
e. Leadership Skills: Managers and team leaders
should be helped to learn about the process of
motivation and how they can use their knowledge to
improve the motivation of their team members.
MOTIVATION STRATEGIES…
f. Job Design: This should involve the application of
motivation theory, especially those aspects of the
theory which relate to the needs and intrinsic
motivation.
g. Performance Management: The process of this
involves setting of goals, short or long terms, and
analyzing the achievements at the end of the
concerned period. A reward system for achievement
will reinforce achievement oriented behaviour.
MOTIVATION STRATEGIES…
h. Reward Management: Rewarding achievement and
competence is one way of keeping high levels of
motivation within organization. While designing schemes
for rewards, the lessons from expectancy theory and
equity theory should be taken into consideration.
i. Employee Development: The best form of
development is self-development. The organization
should provide opportunities for self-development of the
people.
MOTIVATION STRATEGIES…
j. Behavioural Motivation: It involves influencing
behaviour by its consequences. It involves systematic
analysis of the behavioural items and modifying people’s
behaviour by suitable interventions.
The five steps for this procedure have been prescribed by
Luthans and Kreitnes (1975).
i. Identify the critical behaviour — what people do or do
not do which needs to be changed.
MOTIVATION STRATEGIES…
ii. Measure the frequency of occurrences — obtain hard
evidence that a real problem exists.
iii. Carryout functional analysis — identify the stimuli
that precede the behaviours and the consequences in
the shape of rewards or punishment which influence the
behaviour.
MOTIVATION STRATEGIES…
iv. Develop and implement an intervention strategy —
this may involve the use of positive or negative
reinforcement to influence the behaviours (i.e. providing
or withholding financial or non financial rewards).
v. Evaluate the effects of the interventions- check
whether the interventions were successful. If yes,
whether it resulted in the desired result. What further
steps are required to be undertaken.
IMPORTANCE OF MOTIVATION

• No concept of OB receives as much attention of

academics, researchers and practicing managers as
motivation. The increased attention towards motivation
is justified by several reasons.
• First, motivated employee’s are always looking for better
ways to do a job. When people actively seek new ways of
doing things, they usually find them. It is the
responsibility of managers to make employees look for
better ways of doing jobs.
IMPORTANCE OF MOTIVATION…

• Second, a motivated employee generally is more

quality oriented. The organization benefits, because
individuals, in and outside the organization see the
enterprise as quality conscious. A clear understanding
of the way motivation works helps a manager make
his/her employees quality oriented.
IMPORTANCE OF MOTIVATION…

• Third, highly motivated workers are more productive

than apathetic workers. The high productivity of
Japanese workers is attributable mainly to motivation.
• Fourth, every organization requires human resources,
in addition to the need for financial and physical
resources for it to function. Three behavioural
dimensions of human resources are significant to the
organization:
IMPORTANCE OF MOTIVATION…

i. People must be attracted not only to join the

organization but also to remain in it.
ii. People must perform the tasks for which they are
hired and must do so in a dependable manner.
iii. People must go beyond this dependable role
performance and engage in some form of creative,
spontaneous and innovative behaviour at work.
IMPORTANCE OF MOTIVATION…

• Fifth, motivation as a concept represents a highly

complex phenomenon that affects, and is affected by
a multitude of factors in the organization. A
comprehensive understanding of the way in which
organization functions requires that, increasing
attention be directed towards the question of why
people behave as they do on their jobs.
IMPORTANCE OF MOTIVATION…

• Sixth, yet another reason why increasing attention is

paid towards motivation can be found in the present
and future technology required for production. As
technology increases in complexity, machines tend to
become necessary yet insufficient vehicles of effective
and efficient operations.
IMPORTANCE OF MOTIVATION…
• Seventh, while organizations have for some time
viewed their financial and physical resources from a
long- term perspective, only recently they have begun
seriously to apply this same perspective to their human
resources. Many organizations are now beginning to
pay increasing attention to developing their employees
as future resources (talent bank) upon which they can
draw as they grow and develop.
• Finally, attention paid to motivation by our managers
speaks about its importance in management of human
resources.
MOTIVATIONAL DRIVES

People tend to develop certain motivational drives as a product

of the cultural environment in which they live, and these drives
affect the way people view their jobs and approach their lives.
a) Achievement Motivation:
• It is a drive some people have to pursue and attain goals.
An individual with this drive wishes to achieve objectives
and advance up the ladder of success. Accomplishment is
seen as important primarily for its own sake, not just for
the rewards that accompany it.
MOTIVATIONAL DRIVES…

b)Affiliation Motivation:
• It is a drive to relate to people on a social basis.
Comparisons of achievement-motivated employees with
affiliation-motivation employees illustrate how the two
patterns influence behaviour.
MOTIVATIONAL DRIVES…

c) Power motivation:
• It is a capacity that one man has to influence the behaviour of the
other, that means the other man acts in accordance with the first
man’s wishes. This implies a potential that need not to be actualized to
be effective and a dependency relationship. Power may exist but may
not be used and that is why we call it as capacity or potential. Power is
also said to be a function of dependency, for example: The greater the
other man’s dependence on the first, greater is the first man’s power in
the relationship. A person can have a power on other if he controls
something, which the other one desires. Leaders achieve goals through
the means of power that facilitates their achievements. Power comes
from two sources namely, formal and personal.
MOTIVATIONAL DRIVES…

• Formal power is on the basis of the position of the individual in an

organization. This can come from formal authority or from control of
information. This is subsequently categorized down to different
formal powers like coercive power based on fear, reward power
based on ability to distribute rewards that are valuable to others,
legitimate power that is achieved as a result of ones position in the
organizational hierarchy and information power that comes from
access to and control over information. Personal power doesn’t
depend upon formal position in an organization. This is vested with
the competent and productive managers having no power. The
power comes from the individual’s unique characteristics such as his
expertise, skills, respect and admiration, charisma and knowledge.