Post on 22-Nov-2014
MOTIVATION
Swati Vispute
Cases1. Anjali Sharma gets cheque for her contribution to the
development of the organization. She is neither motivated nor there is any progress in her performance.
2. Ronny and Johnny studies together, joined same organization, had same years of experience and performance. Ronny gets promotion while Johnny was denied the same.
3. Mr. Gautam, working with reputed organization for last 10 years at a high position. Good co-workers, good working conditions, incentives. Decides to leave organization at the age of 40 to start NGO for underprivileged children.
Motivation Motivation is the willingness to exert high
levels of effort toward organizational goals, conditioned by the effort’s ability to satisfy some individual need.
By Stephen Robbins
Elements Motivation consists of three interacting and
interdependent elements Needs Drives Incentives
The Motivational Process: A General Model
The The EmployeeEmployee
I.
Need Need deficienciesdeficiencies
II.
Search for ways Search for ways to satisfy needsto satisfy needs
III.
Goal-directed Goal-directed behaviorbehavior
IV.Performance Performance (evaluation of (evaluation of goals goals accomplished)accomplished)
V.
Rewards or Rewards or punishmentspunishments
VI.Need Need deficiencies deficiencies reassessed by reassessed by the employeethe employee
Theories of Motivation Content or Need Theories
Attempt to identify and prioritize the needs and drives that motivate people at work
‘what’ of the motivation
Process Theories Deal with cognetive antecedents that go into
motivation ‘how’ of the motivation
Contemporary Theories
Motivation TheoriesNeed or Content Theories
Process Theories Contemporary Theories
Maslow’s Need Hierarchy Theory
Vroom’s Expectancy Theory
Equity Theory
Alderfer’s ERG Theory
The Porter-Lawler Model
Attribution Theory
Herzberg’s Two-Factor (Hygiene-Motivator) Theory
Agency Theory
McClelland's Theory of Social Motives
Need/ Content TheoriesCommon Assumptions Motivation originates from “within” We seek out situations that can satisfy our
needs To “motivate” others, we must provide
opportunities to satisfy their needs
Hierarchy of Needs Theory Abraham Maslow People have hierarchy
motivational of needs Satisfied needs is no
longer a motivator
Maslow’s Need
Hierarchy Related to
the Job
Receiving a sufficient salary to live onHaving sufficient food and drink available
Working in a comfortable environment
Receiving regular salary increasesHaving medical and disability insuranceWorking in a hazard free environment
PHYSIOLOGICAL
SAFETY AND SECURITY
Being accepted by personal and professional friends
Working in groups that are compatibleHaving supportive supervision
BELONGINGNESS, SOCIAL, AND LOVE
Receiving a high-level promotionEarning an outstanding reputation among peers
Winning a coveted award for performance
ESTEEM
Starting a successful new business
Developing and mentoring othersUsing business skills to start a charity
that helps homeless childrenSELF-ACTUALIZATION
Two- Factor TheoryFrederick Herzberg Assessed job satisfaction and
dissatisfaction of the respondents Critical incident method Interviewed 200 accountants and engineers Good feelings are associated with job
content and experiences Negative feelings are associated with job
context factors
Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor TheoryNo jobNo jobsatisfactionsatisfaction
High jobHigh jobSatisfaction Satisfaction
(Job Content)(Job Content)
No jobNo jobdissatisfactiondissatisfaction
High jobHigh jobDissatisfactionDissatisfaction
(Job Context)(Job Context)
Based on MotivatorsBased on Motivators•Feeling of achievementFeeling of achievement•Meaningful workMeaningful work•Opportunities for advancementOpportunities for advancement•Increased responsibilityIncreased responsibility•RecognitionRecognition•Opportunities for growthOpportunities for growth
Hygiene FactorsHygiene Factors•PayPay•StatusStatus•Job securityJob security•Working conditionsWorking conditions•Employee benefitsEmployee benefits•Policies and proceduresPolicies and procedures•Interpersonal relationsInterpersonal relations
Herzberg View of Job Satisfaction
Herzberg’s Two-Factor Theory:Job Enrichment
The process of building personal achievement, recognition, challenge, responsibility, and growth opportunities into a person’s job
Has the effect of increasing the individual’s motivation by providing him/her with more discretion and accountability when performing challenging work
ERG TheoryClayton Alderfer
Alderfer proposes a hierarchy involving three sets of needs:
1. Existence: needs satisfied by such factors as food, air, water, pay, and working conditions
2. Relatedness: needs satisfied by meaningful social and interpersonal relationships
3. Growth: needs satisfied by an individual making creative or productive contributions
Alderfer’s ERG Theory: Management Application
If a subordinate’s higher-order needs (e.g., growth) are being blocked, perhaps because of a company policy or lack of resources,
Then it is in the manager’s best interest to attempt to redirect the subordinate’s efforts toward relatedness or existence needs
McClelland’s Learned Needs TheoryAchievementAchievement
(n Ach)(n Ach)McClelland contends
that when a need is
strong in a person, its
effect is to motivate
the person to use
behavior that leads to
its satisfaction.
McClelland contends
that when a need is
strong in a person, its
effect is to motivate
the person to use
behavior that leads to
its satisfaction.
AffiliationAffiliation
(n Aff)(n Aff)
PowerPower
(n Pow)(n Pow)
McClelland’s Theory: Key Points1. Needs are learned through coping with one’s
environment2. Since needs are learned, behavior which is
rewarded tends to recur at a higher frequency3. As a result of the learning process, individuals
develop unique configurations of needs that affect their behavior and performance
A Comparison of Internal Need Theories of Motivation
Maslow’s Alderfer’s Herzberg’s McClelland’s Hierarchy ERG Two Factor Acquiredof Needs Theory Theory Needs Theory
Self- AchievementActualization Growth Motivator
Esteem Power RelatednessBelonging Affiliation HygieneSecurity ExistencePhysiological
Process Theories Deals with cognitive antecedents that go
into motivation or effort, and more specifically, with the way cognitive antecedents of an individual relate to the another.
Vroom’s Expectancy Theory Motivation is a process governing choices
among alternate forms of voluntary activity
Most behaviors are considered to be under the voluntary control of the person and consequently are motivated
Expectancy Theory: Key Terms Instrumentality
The perception by an individual that first-level outcomes (performance) are associated with second-level outcomes (rewards)
Valence The preferences for outcomes as seen by the
individual Expectancy
The individual’s belief regarding the likelihood or subjective probability that a particular behavior will be followed by a particular outcome
Easily thought of as a probability statement
Expectancy Theory: Key Terms First-Level Outcomes
First-level outcomes resulting from behavior are those associated with doing the job itself
They include: productivity absenteeism turnover quality of production
Second-Level Outcomes Those events (rewards and punishments) that the first-level outcomes
are likely to produce, such as: merit pay increases group acceptance or rejection promotion termination
EffortEffort PerformancePerformance
First-level outcome
First-level outcome
First-level outcome
Second-level outcome
Second-level outcome
Second-level outcome
Second-level outcome
Second-level outcome
Second-level outcome
Expectancy Theory
E P EXPECTANCY
Perceived probability of Perceived probability of successful performance, successful performance, given effortgiven effort
E O EXPECTANCY
Perceived probability of Perceived probability of receiving an outcome, receiving an outcome, given performancegiven performance
Guidelines for the Use of Expectancy Theory Practical use of the theory by managers:
Determine the primary outcome each employee wants.
Decide what levels and kinds of performance are needed to meet organizational goals.
Make sure the desired levels of performance are possible.
Link desired outcomes and desired performance. Analyze the situation for conflicting expectations. Make sure the rewards are large enough. Make sure the overall system is equitable for
everyone.
The Porter-Lawler Model Since its original conception, the expectancy
theory model has been refined and extended many times.
Although conventional wisdom argues that satisfaction leads to performance, Porter and Lawler argued the reverse: If rewards are adequate, high levels of performance may lead to satisfaction.
In addition to the features included in the original expectancy model, the Porter-Lawler model includes abilities, traits, and role perceptions.
The Porter-Lawler Model
As per Porter-Lawler Model Performance depends on An employee should have desire to perform The employee should have the abilities and
skills required to successfully perform the task
Clear perception of his role in the organization and an accurate knowledge of the job requirements
Contemporary Theories of Motivation Recent theories commanding most of the
research attention.
Equity Theory by J. Stacy Adams Employees compare their efforts and
rewards with those of others in similar work situations
Based on the assumption that individuals are motivated by a desire to be equitably (fairly) at work
The individual works in exchange for rewards from the organization
Forming Equity Perceptions
People in organizations form perceptions of the equity of their treatment through a four-step process.
Step 1Step 1A person A person
evaluates how evaluates how he or she is he or she is
being treated being treated by the firm.by the firm.
Step 1Step 1A person A person
evaluates how evaluates how he or she is he or she is
being treated being treated by the firm.by the firm.
Step 2Step 2The person The person
forms a forms a perception of perception of
how a how a “comparison“comparison
other” isother” isbeing treated.being treated.
Step 2Step 2The person The person
forms a forms a perception of perception of
how a how a “comparison“comparison
other” isother” isbeing treated.being treated.
Step 3Step 3The personThe person
compares hiscompares hisor her ownor her own
circumstancescircumstanceswith those ofwith those of
the comparisonthe comparisonother.other.
Step 3Step 3The personThe person
compares hiscompares hisor her ownor her own
circumstancescircumstanceswith those ofwith those of
the comparisonthe comparisonother.other.
Step 4Step 4On the strengthOn the strengthof this feeling,of this feeling,
the person maythe person maychoose tochoose to
pursue one or pursue one or more more
alternatives.alternatives.
Step 4Step 4On the strengthOn the strengthof this feeling,of this feeling,
the person maythe person maychoose tochoose to
pursue one or pursue one or more more
alternatives.alternatives.
Compares his/her input/outcome ratio to reference person’s (RP) inputs (I) and outcomes (O)
and perceivesand perceivesOP ORP IP
IRP
equity=
OP ORP IP
IRP
inequity<
OP ORP IP
IRP
inequity >
or
or
IP: Inputs of the personIP: Inputs of the person
OP: Outcomes of the personOP: Outcomes of the person
IRP: Inputs of reference personIRP: Inputs of reference person
ORP: Outcomes of reference personORP: Outcomes of reference person
A person (P) with certain inputs (I) and receiving certain outcomes (O)
The Equity Theory of Motivation
The choices an employee likely to make… Change in inputs Change in outcomes Distort perceptions of self Distort perception of others Choose different referent Leave the field
Equity theory and organizational justice
Attribution Theory It explains individual motivation and relationship between
personal perception and interpersonal behaviour It explains ‘why’ aspect of motivation and behaviour Assumptions:
They try to provide a logical explanation to all that is happening They attribute actions of individuals to internal and external
causes Theories propose that individuals follow a fairly logical
approach in making attributions
Attribution Theory The perceived attributes are important in
determining the individual’s behaviour, and not the actual attributes
‘Locus of control’ attributions - refers to the chief source of factors that creates a result or gives rise to an outcome in the employee’s perception
Outcome can depend on internal or external factors
‘Locus of control’-
Those who believe that there is an internal control for all outcomes feel that they have the power to change or influence the outcomes by means of their ability, skills and efforts.
Those who believe that there is an external control for all outcomes feel that they are in no position to control them.
Agency Theory Theory is developed on the basis of some
concepts in financial economics. An agency relationship is said to exist
when one or more individuals, i.e. the principal engages another person, i.e. agent, to perform some activity on his or their behalf.
Agency Theory It helps in understanding how principals
can reduce conflicts between their interests and those of agents by establishing rewards or incentives for agents when they achieve the desired results.
Discuss following case studies Star Salesperson What Do They Want? Tom, Dick, and Harry