2. BASIC MOTIVATION CONCEPTS
WHAT IS MOTIVATION
Motivation refers to the individual forces that
account for the direction, level, and persistence of a
person’s effort expended at work.
It is the willingness to exert high level of effort
towards organizational goal, conditioned by the
effort's ability to satisfy some individual need.
3. EARLY THEORIES OF MOTIVATION
1. HIERARCHY OF NEEDS THEORY
It's probably safe to say that the most well-known
theory of motivation is Abraham Maslow's
hierarchy of needs.
He hypothesized that within every human being
there exists a hierarchy of five needs.
The concept of a needs “hierarchy” assumes that
some needs are more important than others and
must be satisfied before the other needs can serve
as motivators.
4. Physiological
Most basic of all human needs;
need for biological maintenance; need
for food, water, and sustenance
Safety
Need for security, protection, and
stability in the physical and interpersonal
events of day-to-day life
Social
Need for love, affection, sense of
belongingness in one’s relationships
with other persons
Esteem
Need for esteem of others; respect, prestige,
recognition, need for self-esteem, personal
sense of competence, mastery
Self-Actualization
Highest need level; need to fulfill oneself;
to grow and use abilities to fullest
and most creative extent
5. Cont….
Maslows separated the five needs into higher and
lower order.
lower-order needs
needs that are satisfied externally, these are
physiological and safety needs.
Higher order needs
Needs that are satisfied internally. These are
esteem, social and self actualization.
As each of these needs becomes substantially
satisfied, the next needs becomes dominant
6. 2. THEORY X AND THEORY Y
"Douglas McGregor proposed two distinct views of
human beings:
one basically negative, labeled Theory X, and the
other basically positive, labeled Theory Y“
Theory X: The assumption that employees dislike
work, are lazy, dislike responsibility, and must be
coerced to perform.
Theory Y: The assumption that employees like work,
are creative, seek responsibility, and can exercise
self direction.
7. Cont….
The motivational implication of this theory expressed in
framework presented by Maslow.
Theory of X assumes that lower order needs dominate
individuals.
Theory of Y assumes that higher order needs dominate
individuals.
McGregor himself held to the belief that theory Y
assumptions were more valid than theory X.
therefore, he proposed such idea as participative
decision making, responsible and challenging jobs, and
good group relations as approaches that would maximize
an employees job motivation.
8. 3.Two factor theory/Motivator- hygien
theory/
It was proposed by psychologist Frederick Herzberg
The researchers noticed that people talked about very
different things when they reported feeling good or bad
about their jobs
it is also known as the motivator-hygiene theory,
because this theory identifies two different factors as
primary causes of job satisfaction and job
dissatisfaction.
Herzberg’s two-factor theory identifies job context as
the source of job dissatisfaction and job content as the
source of job satisfaction.
9. Cont….
Hygiene factors in job context affect job dissatisfaction these are:
Organizational policies Base wage or salary
Quality of supervision Working conditions
Relationships with peers Relationships with subordinates
Status Security
Motivator factors in job content affect job satisfaction Achievement
Recognition
Work itself
Responsibility
Advancement
Growth
10. CONTEMPORARY THEORIES OF
MOTIVATION
1.ERG THEORY
Clayton Alderfer of Yale University has reworked
Maslow's need hierarchy to align it more closely with
the empirical research.
His revised need hierarchy is labeled ERG theory
ERG theory: There are three groups of core needs:
Existence need: desires for physiological and
material well-being
Relatedness: desires for satisfying interpersonal
relationships
Growth : desires for continued personal growth and
development.
11. Cont…
ERG theory is also based on needs and as similar to
Maslow satisfied lower order needs leads to the desire
to satisfy higher order needs, but it differs from
Maslow’s theory in three main respects
First, ERG theory collapses Maslow’s five needs
categories into three.
Second, An already satisfied lower-level need can
become activated when a higher-level need cannot be
satisfied i.e. it not rigid
Third, unlike Maslow’s theory, ERG theory contends
that more than one need may be activated at the
same time
12. 2.McCLELLAND'S THEORY OF NEEDS
The theory focuses on three needs: achievement,
power, and affiliation. They are defined as follows:
-Need for achievement: The drive to excel, to
achieve in relation to a set of standards, to strive to
succeed
- Need for power: The need to make others behave
in a way that they would not have behaved otherwise
- Need for affiliation: The desire for friendly and
close interpersonal
relationships
13. Cont…
Individuals with achievement need (nAch) striving
for personal achievement rather than the rewards of
success per se.
They have a desire to do something better or more
efficiently than it has been done before.
The need for power (nPow) is the desire to have
impact, to be influential, and to control others
Individuals high in nPow enjoy being 'in charge', strive
for influence over others, prefer to be placed into
competitive and status-oriented situations, and tend to
be more concerned with prestige and gaining influence
over others than with effective performance
14. Cont…
The third need isolated by McClelland is
affiliation (nAff)
Individuals with a high affiliation motive strive
for friendship, prefer cooperative situations
rather than competitive ones, and desire
relationships involving a high degree of
mutual understanding"
15. 3.COGNITIVE EVALUATION THEORY
Historically, motivation theorists have generally assumed that
intrinsic motivations such as achievement, responsibility, and
competence are independent of extrinsic motivators such as high
pay, promotions, good supervisor relations, and pleasant working
conditions.
That is, the stimulation of one would not affect the other
But cognitive evaluation theory suggests that when extrinsic
rewards are used by organizations as payoffs for superior
performance, the intrinsic rewards, which are derived from
individuals doing what they like, are reduced.
In other words, when extrinsic rewards are given to someone for
performing an interesting task, it causes intrinsic interest in the task
itself to decline.
16. 4.GOAL-SETTING THEORY
In the late 1960s, Edwin Locke proposed that
intentions to work toward a goal are a major source of
work motivation
That is, goals tell an employee what needs to be done
and how much effort will need to be expended.
The evidence strongly supports the value of goals
More to the point, we can say that specific goals
increase performance
If factors like ability and acceptance to the goal held
constant difficult goals result in higher performance
than do easy goals
17. Cont…
And also feedback leads to higher performance than does no
feedback
There are other factors that influence the goal performance r/ship.
These are:
Goal commitment
Adequate self-efficacy
National culture
Our overall conclusion is that intentions as articulated in terms of
hard and specific goals are a potent motivating force.
Under proper conditions, they can lead to higher performance.
However ,no evidence supports the idea that such goals are
associated with increased job satisfaction.
18. 5.REINFORCEMENT THEORY
A counterpoint to goal-setting theory is reinforcement
theory.
The former is a cognitive approach, proposing that an
individual's purposes direct his or her action
In reinforcement theory, we have a behavioristic
approach, which argues that reinforcement conditions
behavior
Reinforcement theory: Behavior is a function of its
consequences.
19. Cont…
Reinforcement theorists see behavior as being
environmentally caused.
Reinforcement theory ignores the inner state of
the individual and concentrates solely on what
happens to a person when he or she takes
some actions.
20. 6. EQUITY THEORY
Equity theory: Individuals compare their job inputs and
outcomes with those of others and then respond so as
to eliminate any inequities.
There are four referent comparisons an employee can
use:
Self- inside
Self-outside
Other-inside
Other - outside
21. Cont…
Which referent an employee chooses will be influenced by the
information the employee holds about referents as well as by the
attractiveness of the referent
Based on equity theory, when employees perceive an inequity,
they can be predicted to make one of six choices
1. Change their inputs
2. Change their outcomes
3. Distort perceptions of self
4. Distort perceptions of others
5. Choose a different referent
6. Leave the field
22. Cont…
Historically, equity theory focused on distributive justice
- the perceived fairness of the amount and allocation of
rewards among individuals.
But equity should also consider procedural justice –the
perceived fairness of the process used to determine the
distribution of rewards.
The evidence indicates that distributive justice has a
greater influence on employee satisfaction than
procedural justice,
while procedural justice tends to affect an employee's
organizational commitment, trust in his or her boss, and
intention to quit
23. Cont…
By increasing the perception of procedural fairness,
employees are likely to view their bosses and the
organization as positive even if they're dissatisfied with
pay promotions, and other personal outcomes
In conclusion, equity theory demonstrates that, for most
employees, motivation is influenced significantly by
relative rewards as well as by absolute rewards
24. 7.EXPECTANCY THEORY
It is the most widely accepted explanation of
motivation.
Expectancy Theory: 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
The theory "focuses on three relationships
1. Effort-performance relationship
2. Performance-reward relationship
3. Rewards-personal goals relationship
