motivation class

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MOTIVATION MOTIVATION



MOTIVATION MOTIVATION

Motivation is concerned withMotivation is concerned withunderstandingunderstanding

WHY PEOPLE DO WHAT THEY DO WHY PEOPLE DO WHAT THEY DO. .

In other words why do peopleIn other words why do people choosechoose a particulara particular

course of action andcourse of action and persist persist with it , even in thewith it , even in the

face of difficulties and problemsface of difficulties and problems. .

Needs

Deficiency

Search

for solution

PerformanceTension

Reward

Satisfied or not



MotivationMotivation isis concernedconcerned withwith understandingunderstanding

µwhyµwhy peoplepeople dodo whatwhat theythey do¶do¶.. InIn other other wordswords

whywhy dodo people people choosechoose aa particular particular coursecourse of of actionaction andand persist persist withwith itit ,, eveneven inin thethe faceface of of

difficultiesdifficulties andand problems problems.. MotivationMotivation isis forcesforces

withinwithin anan individualindividual thatthat accountaccount for for thethe level,level,

direction,direction, andand persistence persistence of of efforteffort expendedexpended atatwork work ..



Motivation refers to the ways in which theMotivation refers to the ways in which theurges, desires, aspirations, needs of anurges, desires, aspirations, needs of an

individual, direct, control and explain hisindividual, direct, control and explain hisbehaviourbehaviour..

In the context of organization, It is theIn the context of organization, It is thewillingness to exert high level of effortswillingness to exert high level of efforts

towards organizational goals, conditionedtowards organizational goals, conditionedby the efforts ability to satisfy someby the efforts ability to satisfy someindividual need.individual need.



LIKERT has called motivation as CoreLIKERT has called motivation as Coreof Managementof Management

Motivation is getting people do, what Motivation is getting people do, what you want them to do, because theyyou want them to do, because theywant to do it .want to do it .

Motivation tries to find out somethingMotivation tries to find out somethinginside or outside a person, whichinside or outside a person, whichpropellspropells him to do or not to dohim to do or not to dosomething. something.



NATUREOF MOTIVATION NATUREOF MOTIVATION

G OALS G OALS MOTIVES MOTIVES BEHAVIORBEHAVIOR

Motivation refers to an int ernal feelings of an individual Motivation ref ers to an int ernal f eelings of an individual motiv es.motiv es.

Th es e emotions and f eelings of a person prompt him to work Th es e emotions and f eelings of a p erson prompt him to work mor emor e..

Motivation activat es and chann eliz es dormant en ergi es of an Motivation activat es and chann eliz es dormant en ergi es of an

individual towards productiv e action.individual towards productiv e action. Motivation is link ed to satisfaction. S atisfaction is th e f eeling Motivation is link ed to satisfaction. S atisfaction is th e f eeling

of cont entm ent a p erson exp eri enc es out of n eed fulfillm ent.of cont entm ent a p erson exp eri enc es out of n eed fulfillm ent.



TYPES OF MOTIVATION TYPES OF MOTIVATION

POSITIVE MOTIVATION POSITIVE MOTIVATION :: I t is bas ed on I t is bas ed on r eward. Th e inc entiv e may be in th e shap e of mor er eward. Th e inc entiv e may be in th e shap e of mor epay, promotion, r ecognition of work etc. I t is pay, promotion, r ecognition of work etc. I t is achi ev ed by th e co achi ev ed by th e co- -op eration of employ ees and th ey op eration of employ ees and th ey hav e a f eeling of happin ess.hav e a f eeling of happin ess.

NE G ATIVE MOTIVATION NE G ATIVE MOTIVATION : I t is bas ed on f ear : I t is bas ed on f ear

or forc e. Th e employ ees do not willingly co or forc e. Th e employ ees do not willingly co- -op erat eop erat erath er th ey want to avoid punishm ent. I t becom es rath er th ey want to avoid punishm ent. I t becom es th e caus e of industrial unr est th e caus e of industrial unr est



People are motivated by a variety of two thingsPeople are motivated by a variety of two things

An An INTRINSIC REWARDINTRINSIC REWARD is the good feeling you have when you haveis the good feeling you have when you havedone good job.done good job.

An An EXTRINSIC REWARDEXTRINSIC REWARD is something given tois something given to you by someone else asyou by someone else asrecognition of good work and include pay increases.recognition of good work and include pay increases.

IMPORTANCE OF MOTIVATION IMPORTANCE OF MOTIVATION

I mprov ed moral eI mprov ed moral e

L ow er L ow er la bour la bour turnov er turnov er

I mprov ed goodwill I mprov ed goodwill

Cordial industrial r elationship Cordial industrial r elationship

Quality ori entation Quality ori entation

Acc epta bility of chang e Acc epta bility of chang e



Early Theories of MotivationEarly Theories of Motivation

These early theories m ay not be valid, bu t they d o form These early theories m ay not be valid, bu t they d o form the basis for c ontemp orary theories and are still u sed bythe basis for c ontemp orary theories and are still u sed byp rac tic ing m anag ers.p rac tic ing m anag ers.

Maslows Hierarc hy of Need s TheoryMaslows Hierarc hy of Need s Theory

Ald erfers Ald erfers ERG (Existenc e, Related ness, and Growth)ERG (Existenc e, Related ness, and Growth)

Mc Greg ors Theory X and Theory Y Mc Greg ors Theory X and Theory Y

Herzberg s TwoHerzberg s Two--Fac tor TheoryFac tor Theory

Mc Clelland s Theory of Need sMc Clelland s Theory of Need s

© 2009 Prentic e© 2009 Prentic e--Hall Inc. All rig hts reserved.Hall Inc. All rig hts reserved. 66--1010



Motivational TheoriesMotivational Theories

Content TheoriesContent Theories

MaslowMaslow HerzbergHerzberg

McClellandMcClelland

McGregorMcGregor

Process Theories Process Theories

Expectancy theoriesExpectancy theories

(Vroom, Porter &(Vroom, Porter &

Lawler)Lawler)

Equity TheoryEquity Theory

(Adams)(Adams)

Goal TheoryGoal Theory (Locke)(Locke)

ERG TheoryERG Theory

((Alderfers Alderfers))



Content TheoriesContent Theories

FocusFocus primarilyprimarily onon individualindividual needsneeds thethephysiologicalphysiological oror psychologicalpsychological deficienciesdeficienciesthat that wewe feelfeel aa compulsioncompulsion toto reducereduce oror

eliminateeliminate..

TheseThese theoriestheories suggest suggest that that thethe managersmanagers job job isis toto createcreate aa workwork environment environment that that

respondsresponds positivelypositively toto individualindividual needsneeds..



Maslows Hierarchy of NeedsMaslows Hierarchy of NeedsT here is a hierarchy of fiv e n eeds. AT here is a hierarchy of fiv e n eeds. As each n eed iss each n eed issu bst ant ially sat isfied, t he n ext n eed becom es dom in ant.su bst ant ially sat isfied, t he n ext n eed becom es dom in ant.

Assum pt ion s Assum pt ion s

In div idu als cann ot In div idu als cann ot m ov e t o t he n ext m ov e t o t he n ext higher lev el unt ilhigher lev el unt ilall n eeds at t heall n eeds at t hecu rrent (lower)cu rrent (lower)

lev el are sat isfiedlev el are sat isfied Mu st m ov e in Mu st m ov e in

hierarchical orderhierarchical order

Self- Actu alizat ion

Est eem

Social

Safet y

Physiological

Lower Order

External

Higher Order Internal



PHYSIOLO G ICAL NEEDS PHYSIOLO G ICAL NEEDS :: B asic survival n eeds B asic survival n eeds including th e n eeds to drink, eat and be sh elt er ed including th e n eeds to drink, eat and be sh elt er ed

from h eat and cold. from h eat and cold. Individuals tr y to satisf y th es eIndividuals tr y to satisf y th es ebefor e turning to th e n ext l ev el of saf et y n eeds, befor e turning to th e n ext l ev el of saf et y n eeds, which involv e such things as s ecurit y, prot ection, which involv e such things as s ecurit y, prot ection, and sta bilit y.and sta bilit y.

SAFETY NEEDS SAFETY NEEDS :: Fr ee from an y ph ysical dang er Fr ee from an y ph ysical dang er both for individual as well as his famil y. Ph ysical as both for individual as well as his famil y. Ph ysical as well as financial prot ection i.e. to s ecur e hims elf well as financial prot ection i.e. to s ecur e hims elf from d eprivation of ph ysiological n eeds in futur e.from d eprivation of ph ysiological n eeds in futur e.

SOCIAL NEEDS SOCIAL NEEDS It consist of a s ens e of belonging and a n eed for It consist of a s ens e of belonging and a n eed for affiliation affiliation ..



ESTEEMESTEEM NEEDS NEEDS :: EsteemEsteem needsneeds areare forfor bothboth self self--

respect respect andand forfor reputationreputation oror recognitionrecognition inin thethe eyeseyes

of of othersothers.. TheyThey comecome intointo playplay onceonce lowerlower orderorderneedsneeds areare satisfiedsatisfied..

SELF SELF ACUTALISATION ACUTALISATION NEED NEED :: Consist Consist of of thethe desiredesiretoto achieveachieve self self--fulfillment fulfillment throughthrough thethe creativecreative andandfullfull useuse of of onesones talentstalents

CRITICISM CRITICISM ::

SometimesSometimes thethe personperson maymay not not awareaware about about hishisownown needsneeds.. HowHow cancan thethe managersmanagers comecome toto knowknowabout about thesethese needs?needs?



ThereThere isis aa lacklack of of direct direct causecause andand effect effect relationshiprelationshipbetweenbetween needneed andand behaviourbehaviour.. A A particularparticular individualindividual

behaviourbehaviour maymay bebe duedue toto thethe result result of of different different needsneeds..

Dont Dont appreciateappreciate existenceexistence of of subsub consciousconscious needsneeds..

ThereThere isis aa lacklack of of hierarchicalhierarchical structurestructure of of needsneeds asassuggestedsuggested byby Maslow,Maslow, thoughthough everyevery individualindividual hashas somesomeorderingordering forfor hishis needneed satisfactionsatisfaction.. SomeSome peoplepeople maymay bebedepriveddeprived of of hishis lowerlower levellevel needsneeds but but maymay strivestrive forfor self self actualizationactualization needsneeds..

NoNo ExplanationExplanation regardingregarding needneed satisfactionsatisfaction blockageblockage andand itsitsconsequencesconsequences..

NeedsNeeds maymay simultaneouslysimultaneously effect effect thethe behaviourbehaviour of of individualindividualee..gg hungryhungry andand foodfood inin fivefive starstar hotelhotel



MASLOW·S HIERARCHY NEEDS MASLOW·S HIERARCHY NEEDSS.AS.A N eed structur e wh en P hysiological and saf ety N eed structur e wh en P hysiological and saf ety

ESTEEMESTEEM ar e high ar e high- -str ength n eeds str ength n eeds

SOCIALSOCIALSAFETY SAFETY

PHYSIOLO G ICALPHYSIOLO G ICAL

DEVELOPED COUNTRIES DEVELOPED COUNTRIES

S.AS.A N eed structur e wh en social n eeds ar e high N eed structur e wh en social n eeds ar e high- -

ESTEEMESTEEM str ength and s elf str ength and s elf- - Actualization and P hysiological Actualization and P hysiological

SOCIALSOCIAL n eeds ar e much l ess important n eeds ar e much l ess important

SAFETY SAFETY

PHYS PHYS IN COMIN G FUTURE IN COMIN G FUTURE

S.AS.A N eeds structur e wh en est eem, s elf N eeds structur e wh en est eem, s elf- - Actualization Actualization

ESTEEMESTEEM ar e high ar e high- - str ength n eeds str ength n eeds SOCIALSOCIAL

SAFETY SAFETY

PHYS PHYS



HERZBERG·S TWO FACTOR HERZBERG·S TWO FACTOR

THEORY THEORY HerzbergHerzberg investigatedinvestigated thethe questionquestion

What What dodo peoplepeople want want fromfrom theirtheir jobs jobs

HeHe askedasked peoplepeople toto describedescribe thethe situationssituations inin whichwhich theythey

felt felt extremelyextremely goodgood oror extremelyextremely badbad.. DataData at at studystudy suggestedsuggested that that oppositeopposite of of satisfactionsatisfaction isis

not not dissatisfactiondissatisfaction asas waswas traditionallytraditionally believedbelieved..RemovingRemoving dissatisfyingdissatisfying charactersticscharacterstics fromfrom job job doesdoes not not necessarilynecessarily makemake job job satisfyingsatisfying..

TRADITIONAL VIEWTRADITIONAL VIEW

HERZBERG VIEWHERZBERG VIEW



HerzbergHerzberg HerzbergHerzberg alsoalso notednoted that that therethere werewere hygienehygiene factorsfactors that that areare essentialessential forfor

aa happyhappy workforceworkforce.. TheseThese areare includeinclude goodgood paypay andand workingworking conditions,conditions,asas shownshown byby aa cleanclean andand safesafe workplace,workplace, thethe controlcontrol of of noisenoise andand fumesfumes

andand goodgood rest rest breaksbreaks..

If If thesethese factorsfactors areare missingmissing moralemorale andand motivationmotivation areare lowerlower andand cancan leadlead

toto unhappyunhappy workersworkers andand aa fallfall inin output output ..Traditional V iewTraditional V iew

TwoTwo--FactorFactor View View

(Hygiene(Hygiene Factors)Factors)

Dissatisfaction Satisfaction

Absent (Dissatisfaction)

Present (No Dissatisfaction)

Absent

(No Satisfaction)

Present

(Satisfaction)

(Motivators)



According According toto Herzberg,Herzberg, FactorsFactors that that motivatemotivate anan individualindividualareare different different fromfrom thosethose that that prevent prevent dissatisfactiondissatisfaction.. HeHe

talkedtalked about about twotwo factorsfactors :: HY G IENE HY G IENE FACTORS FACTORS :: TheseThese factorsfactors dodo not not motivatemotivate people,people,

theythey simplysimply prevent prevent dissatisfactiondissatisfaction.. TheseThese factorsfactors dodo not not produceproduce positivepositive resultsresults but but prevent prevent negativenegative resultsresults.. TheseThesefactorsfactors areare relatedrelated toto job job context context :: SalarySalary

WorkingWorking conditionsconditions

InterpersonalInterpersonal relationsrelations withwith superiorssuperiors

InterpersonalInterpersonal relationsrelations withwith subordinatessubordinates

InterpersonalInterpersonal relationsrelations withwith peerspeers.. CompanyCompany policypolicy

StyleStyle of of supervisionsupervision

PresencePresence of of thesethese factorsfactors willwill not not motivatemotivate anan individualindividual but but willwill prevent prevent himhim fromfrom gettinggetting dissatisfieddissatisfied..



MOTIVATIONALMOTIVATIONAL FACTORS FACTORS :: TheThe motivationalmotivational factorsfactorshavehave aa positivepositive effect effect onon job job satisfactionsatisfaction andand oftenoften result result inin anan increaseincrease inin totaltotal output output .. TheseThese factorsfactors areare relatedrelated

withwith job job content content .. MotivatorsMotivators areare::

Achievement Achievement

Advancement Advancement

RecognitionRecognition

ResponsibilityResponsibility

WorkWork itselfitself

ProductivityProductivity isis functionfunction ofof abilityability andand willingnesswillingness.. F(F(a,wa,w))

According According toto Herzberg,Herzberg, HygieneHygiene factorsfactors havehave effecteffect ononwillingnesswillingness toto workwork whilewhile motivatingmotivating factorsfactors havehave effecteffect

onon abilityability toto workwork..

ThisThis theorytheory isis notnot conclusiveconclusive asas notnot applicableapplicable toto everyoneeveryone..(Challenging(Challenging workwork acceptableacceptable toto some)some) otherother criticismcriticism isisthatthat bothboth factorsfactors cancan workwork asas satisfierssatisfiers oror dissatisfiersdissatisfiers atat

differentdifferent pointspoints ofof timetime



RELATIONSHIP BETWEEN MASLOW&HERZBERG RELATIONSHIP BETWEEN MASLOW&HERZBERG

MaslowMaslow

According to motivation theory, Maslow theory identifies the need while According to motivation theory, Maslow theory identifies the need while

Herzberg theory identifies goals, incentives that need lead to satisfactionHerzberg theory identifies goals, incentives that need lead to satisfactionof needof need

Maslow given hierarchy & Herzberg doesnt given. Herzberg didnt Maslow given hierarchy & Herzberg doesnt given. Herzberg didnt presupport presupport existence of factors in hierarchy. All needs influenceexistence of factors in hierarchy. All needs influencesimultaneously.simultaneously.

PhysiologicalPhysiological

safetysafety

SocialSocial

HygieneHygiene Self esteemSelf esteem

Self Self--Actualization Actualization

MotivatorsMotivators

Line has been drawn Between esteem Because esteems can be acquiredLine has been drawn Between esteem Because esteems can be acquiredon birth. on birth.

Motives

Goals

Behaviour



ALDERFER ERG THEORY ALDERFER ERG THEORY ERG theory was developed by ClaytonERG theory was developed by Clayton Alderfer Alderfer. He. He

reformulated Maslows need hierarchy theory. reformulated Maslows need hierarchy theory. Alderfer Alderfercondenses 5 need given by Maslow into 3 needscondenses 5 need given by Maslow into 3 needs

1.1. EXISTENCE NEEDSEXISTENCE NEEDS : It is concerned with survival: It is concerned with survival(physiological well(physiological well--being). It includes Maslows physiologicalbeing). It includes Maslows physiological

& safety needs.& safety needs.2.2. RELATEDNESS NEEDSRELATEDNESS NEEDS: It includes the importance of : It includes the importance of

interpersonal & social relationships. It includes Maslowsinterpersonal & social relationships. It includes MaslowsSocial & esteem needsSocial & esteem needs

3.3. GROWTH NEEDSGROWTH NEEDS: These needs are concerned with the: These needs are concerned with theindividuals intrinsic desire for personal development . It isindividuals intrinsic desire for personal development . It issimilar to Maslows self similar to Maslows self-- Actualisation Actualisation needs.needs.

RemovedRemoved thethe hierarchicalhierarchical assumptionassumption

CanCan bebe motivatedmotivated byby allall threethree at at onceonce



HeHe arguedargued that that thethe needsneeds formform aa hierarchyhierarchy onlyonlyinin thethe sensesense of of decreasingdecreasing concretenessconcreteness ii..ee.. thethe

waysways inin whichwhich wewe cancan satisfysatisfy thesethese needsneedsbecomebecome increasinglyincreasingly abstract abstract ..

HeHe reasonedreasoned that that wewe areare likelylikely toto satisfysatisfy ourourmost most concreteconcrete needsneeds first first thenthen abstract abstract needsneeds

Dealt Dealt withwith copingcoping behaviourbehaviour alsoalso ii..ee.. therethere cancanbebe frustrationfrustration--regressionregression.. If If anan individualindividual failsfails totosatisfysatisfy aa needneed at at higherhigher level,level, hehe willwill dropdrop backbacktoto concreteconcrete needsneeds andand trytry toto fulfillfulfill themthem moremore

andand moremore

HeHe conceivedconceived thethe ERGERG alongalong aa continuumcontinuum whichwhichavoidsavoids thethe implicationimplication that that higherhigher upup anan

individualindividual inin hierarchyhierarchy betterbetter it it isis..



MC GREGOR THEORY X, THEORY Y

MC Gregor proposed two distinct views of human being :

One basically negative, labeled theory XOther basically positive,labeled theory Y

After viewing the way in which managers deal with employees, Mc Gregor

concluded that the manager¶s view of the nature of human is based on certain

assumptions. He/She tends to mould his/her behaviour towards subordinatesaccording to these assumptions.

THEORY X ASSUMPTION Average human being has inherent dislike of work and will try to avoid it.

Average human being is lazy and avoids responsibility

.

An average human being is indifferent to organizational goals.

Average human being prefers to be directed and relatively less ambitious.

Most workers give more importance to security, than other factors related

to work . So they will show little ambition.



THEORY Y ASSUMPTION Average human being does not inherently dislike work, Work may be

source of satisfaction.

Average human being will exercise self-direction & self ± control, inservice of objectives to which they are committed.

Commitment to objectives is the function of rewards associated with their

achievement.

Average human being under proper conditions not only accept but seek

responsibility

APPLICABILITY OF THEORY X It is more applicable to unskilled & uneducated lower class workers, who work

for the satisfaction of their physiological needs only.

APPLICABILITY OF THEORY Y It is applicable to educated, skilled & professional employees, who

understand their responsibility and are self controlled.



Comparison B etween Theory X & Theory Y Comparison B etween Theory X & Theory Y

Theory XTheory X

Work is inherentlyWork is inherentlydisstastefulldisstastefull to most peopleto most people

Most people are not Most people are not ambitious, have little desireambitious, have little desirefor responsibility and preferfor responsibility and prefer

to be directedto be directed Motivation occurs only at Motivation occurs only at

the physiological andthe physiological andsecurity levelssecurity levels

Theory Y Theory Y

W ork is as natural as play, if W ork is as natural as play, if th e conditions ar eth e conditions ar e

favoura bl efavoura bl e.. Self Self- - control is oft en control is oft en

indisp ensa bl e in achi eving indisp ensa bl e in achi eving organizational goals organizational goals

Motivation occurs at th eMotivation occurs at th esocial, est eem & s elf social, est eem & s elf- - Actualization l ev els, as w ell Actualization l ev els, as w ell as th e physiological &as th e physiological &s ecurity l ev els s ecurity l ev els



McCLELLAND·S McCLELLAND·S NEED NEED

THEORY OF THEORY OF MOTIVATION MOTIVATION Need for Achievement (Need for Achievement (nAchnAch))

The drive to excel, to achieve in relation to a set of The drive to excel, to achieve in relation to a set of standards, compelling drive to succeedstandards, compelling drive to succeed

Need for Power (Need for Power (nPownPow)) The need to make others behave in a way that theyThe need to make others behave in a way that they

would not have behaved otherwise, preferred to bewould not have behaved otherwise, preferred to beplaced in competitive situationplaced in competitive situation

Need for Affiliation (Need for Affiliation (nAff nAff)) The desire for friendly and close interpersonalThe desire for friendly and close interpersonal

relationships, prefer to be in cooperative situationrelationships, prefer to be in cooperative situation

People have varying levels of each of the three needs.People have varying levels of each of the three needs.

Hard to measureHard to measure



LIMITATIONS of McCLELLAND·s LIMITATIONS of McCLELLAND·sTHEORY THEORY

NeedNeed andand satisfactionsatisfaction of of needsneeds isis aapsychologicalpsychological thingthing.. SometimesSometimes thethe personperson

maymay not not awareaware of of hishis ownown needsneeds.. ThereThere isis nono direct direct causecause andand effect effect

relationshiprelationship betweenbetween needneed andand behaviourbehaviour..OneOne particularparticular needneed maymay causecause different different kindskinds

of of behaviourbehaviour.. TheThe physiologicalphysiological andand safetysafety needsneeds areare moremore

important important asas comparedcompared toto McCLELL ANDsMcCLELL ANDstheorytheory..



Performance Predictions for High nAchPerformance Predictions for High nAch PeoplePeople withwith aa highhigh needneed forfor achievement achievement areare likelylikely toto::

PreferPrefer toto undertakeundertake activitiesactivities withwith aa 5050/ /5050 chancechanceof of success,success, avoidingavoiding veryvery lowlow-- oror highhigh--riskrisksituationssituations

BeBe motivatedmotivated inin jobs jobs that that offeroffer highhigh degreedegree of of

personalpersonal responsibility,responsibility, feedback,feedback, andand moderatemoderate riskrisk Not Not necessarilynecessarily makemake goodgood managersmanagers tootoo

personalpersonal aa focusfocus.. Most Most goodgood generalgeneral managersmanagers dodoNOTNOT havehave aa highhigh nAchnAch

NeedNeed highhigh levellevel of of nPownPow andand lowlow nAff nAff forformanagerialmanagerial successsuccess

GoodGood researchresearch support,support, but but it it isis not not aa veryvery practicalpracticaltheorytheory



COMPARISON OF 4 THEORIES OF COMPARISON OF 4 THEORIES OF MOTIVATION MOTIVATION

MASLOW MASLOW ALDERFER ALDERFER HERZBERG HERZBERG McCLELLAND McCLELLAND

S elfS elf-- Actualization Actualization

N eed for N eed for

Est eem G ROWTH Motivators achi ev ement Est eem G ROWTH Motivators achi ev ement

Social Relat edn ess Social Relat edn ess

Hygi en e N eed for Hygi en e N eed for

Saf ety Exist enc e Factors Affiliation Saf ety Exist enc e Factors Affiliation

Phsiological Phsiological



THEORY ZTHEORY ZTheory Z as proposed by William OuchiTheory Z as proposed by William Ouchi

TrustTrust :: Trust Trust andand opennessopenness areare thethe buildingbuilding blocksblocks of of theorytheory zz..TheThe organizationorganization must must workwork towardtoward trust,trust, integrityintegrity andandopennessopenness..

ORG ANISATIONORG ANISATION--EMPLOYEEEMPLOYEE RELATIONSHIPRELATIONSHIP:: It It suggestssuggestsstrongstrong linkagelinkage betweenbetween employeesemployees andand thethe organizationorganization.. It It arguesargues forfor thethe lifelife timetime employment employment forfor peoplepeople inin thethe

organizationorganization.. EMPLOYEEEMPLOYEE P ARTICIP ATIONP ARTICIP ATION:: ParticipationParticipation herehere doesdoes not not

meanmean that that employeesemployees shouldshould participateparticipate inin allall organisationalorganisationaldecisionsdecisions but but aa decisiondecision wherewhere employeesemployees areare invitedinvited totosuggest suggest but but aa finalfinal greengreen signalsignal givengiven byby thethe management management ..

STRUCTURELESSSTRUCTURELESS ORG ANISATIONORG ANISATION.. HOLISTICHOLISTIC CONCERNCONCERN FORFOR EMPLOYEESEMPLOYEES:: LeadersLeaders must must bebe

preparedprepared toto invest invest theirtheir timetime andand energiesenergies inin developingdevelopingemployeesemployees skillskill.. TheThe basicbasic objectiveobjective must must bebe toto workworkcooperativelycooperatively andand willinglywillingly..



VROOM EXPECTANCY THEORY VROOM EXPECTANCY THEORY

Victor Victor Vroom Vroom proposedproposed thisthis theorytheory..

According According toto thisthis theory,theory, motivationmotivation isis determineddetermined byby naturenature of of reward,reward,peoplepeople expect expect toto get get asas result result of of theirtheir job job performanceperformance

ExpectancyExpectancy theorytheory sayssays that that anan employeeemployee willwill bebe motivatedmotivated toto exert exert aa highhighlevellevel of of effort,effort, thenthen hehe oror sheshe belief belief that that effort effort willwill leadlead toto performanceperformanceappraisalappraisal that that goodgood appraisalappraisal willwill leadlead toto rewardsrewards likelike bonus,bonus, salarysalaryincreaseincrease oror aa promotion,promotion, andand that that rewardsrewards willwill satisfysatisfy thethe employeesemployeespersonalpersonal goalsgoals..

TheThe theorytheory focusesfocuses onon 33 relationshipsrelationships::

EFFORTEFFORT-- PERFORMANCEPERFORMANCE EX PECTANCY EX PECTANCY:: TheThe degreedegree toto whichwhich individualindividualbelievesbelieves that that givengiven amount amount of of effort effort willwill leadlead toto attainment attainment of of desireddesiredoutcomeoutcome..

PERFORMANCEPERFORMANCE-- REWARDREWARD INSTUMENTALITY INSTUMENTALITY:: TheThe degreedegree toto whichwhich

individualindividual believesbelieves that that performingperforming aa particularparticular levellevel willwill leadlead toto attainment attainment

of of desireddesired outcomeoutcome.. VALENCE VALENCE ii..ee REWARDSREWARDS-- PERSONALPERSONAL GOALGOAL REL ATIONSHIPREL ATIONSHIP:: TheThe degreedegree toto

whichwhich organisationalorganisational rewardsrewards satisfysatisfy individualindividual personalpersonal goalsgoals oror needsneeds..



Vroom Expectancy Theory Vroom Expectancy TheoryTheThe strengthstrength of of aa tendencytendency toto act act inin aa certaincertain wayway

dependsdepends onon thethe strengthstrength of of anan expectationexpectation that that thethe act act willwill bebe followedfollowed byby aa givengiven outcomeoutcome andand onon thetheattractivenessattractiveness of of thethe outcomeoutcome toto thethe individualindividual..

MotivationMotivation isis == EE xx II xx V V (all(all thethe threethree elementselements shouldshouldbebe positive)positive)

Expectancy of

performance

success

Instrumentality of

success in getting

reward

Valuation of the

reward in

employee¶s eyes



EXPECTANCY MODEL FOR MOTIVATION

³W hat are my chances of getting job done ³what are my chances of getting rewards ³what rewards do I value?´

If I put forth the necessary effort?´ I satisfactorily complete the job?´

If I give maximum effort, will it be recognized in my performance appraisal ?

For a lot of employees, the answer is ³ NO ́ . Now, ques. Is WHY ?

The reasons are- : may be their skill level is deficient, which means that no matter how hard they try,

they are not likely to be high performer . Sometimes employees perceives that his or her boss don¶t like

them. So he expects to get poor appraisal,regardless of his level of effort. This lead to low employee

motivation.

If I get a good performance appraisal, will it lead to organizational rewards?

Many employees see the performance- reward relationship in their jobs as weak & demotivating..

If I am rewarded, are the rewards one, that I find personally attractive ?The employee works hard in

the hope of getting a promotion but he gets a pay raise instead . Or employee wants a more interesting

& challenging job but he receive only a few words of praise.

EFFORT PERFORMANCE REWARD

PERCEIVED

EFFORT-

PERFORMANCE

PROBABILITY

PERCEIVED

PERFORMANCE-

REWARD

PROBABILITY

PERCEIVED

VALUE OF

REWARD



PORTER AND LAWLER MODEL OF MOTIVATION PORTER AND LAWLER MODEL OF MOTIVATION

Th e various el em ents of this mod el ar eTh e various el em ents of this mod el ar e

EFFORT EFFORT : Effort r ef ers to th e amount of en ergy which a p erson exerts : Effort r ef ers to th e amount of en ergy which a p erson exerts on a jo b.on a jo b.

VALUE OF REWARD VALUE OF REWARD :: I f th e r eward to be o btain ed is attractiv e or I f th e r eward to be o btain ed is attractiv e or val ent val ent, th en th e individual will put extra efforts to p erform th e jo b, , th en th e individual will put extra efforts to p erform th e jo b, oth erwis e h e will low er his effort.oth erwis e h e will low er his effort.

PERCEIVED EFFORT REWARD PROBABILITY PERCEIVED EFFORT REWARD PROBABILITY ::

Th e possi bility of th e p erformanc e l eading to c ertain kinds of r ewards.Th e possi bility of th e p erformanc e l eading to c ertain kinds of r ewards.



PERFORMANCEPERFORMANCE:: TheThe expectedexpected levellevel of of performanceperformance willwill dependdepend uponupon thethe amount amount of of effort,effort,abilitiesabilities andand traitstraits of of thethe individualindividual andand hishis roleroleexpectationsexpectations..

REWARDSREWARDS:: PerformancePerformance leadsleads toto certaincertain outcomesoutcomesinin thethe shapesshapes of of twotwo typestypes of of rewardsrewards namelynamely

extrinsicextrinsic rewardsrewards andand intrinsicintrinsic rewardsrewards.. SATISFACTIONSATISFACTION:: SatisfactionSatisfaction willwill result result fromfrom bothboth

extrinsicextrinsic andand intrinsicintrinsic rewardsrewards.. HoweverHowever ,, forfor beingbeingsatisfied,satisfied, anan individualindividual willwill comparecompare hishis actualactualrewardsrewards withwith thethe perceivedperceived rewardsrewards.. SatisfactionSatisfaction

levellevel willwill dependdepend uponupon extent extent toto whichwhich actualactualrewardreward fallsfalls short,short, meet meet oror exceedexceed thethe individualsindividualsperceivedperceived levellevel of of equitableequitable rewardreward..



EQUITY THEORY

PERSON ,S OUTCOME = OTHER S OUTCOME EQU I TY

P ER S O N

,S IN

P UT OTHER,S IN

P UT S

P ER S O N S OUTCOME S < OTHER,S OUTCOME S N EGAT IV E IN EQU I TY P ER S O N ,S IN P UT S OTHER,S IN P UT S

P ER S O N ,S OUTCOME S > OTHER,S OUTCOME S P O S I T IV E IN EQU I TY P ER S O N ,S IN P UT S OTHER,S IN P UT S

J. Stacy Adams formulated the equity theory, which is most highly developed &

researched - :

Equity theory is based on assumptions that people want to be treated fairly in

comparison to others.

Employees feel satisfied or dissatisfied, when compare themselves to friends,

neighbors, co-workers or their past jobs.

Equity theory recognize that individuals are concerned not only with absolute

amount of rewards, they receive for their efforts but also compare it with

what others receive.

They make judgments on basis of relationships between their inputs &

outcomes and inputs & outcomes of others.

Based on one¶s inputs such as efforts, experience,education, one compares

outcomes such as salary levels, recognition etc.



W hen people perceive an imbalance in their outcome- input ratio relative

to others , tension is created. This tension provides basis for motivation, as

people strive for what they perceive is equity and fairness.

Based on equity theory, when employees perceive an inequity, they can

make on of the six choices - :

1. Change their inputs ( for ex : don¶t exert as much effort ).

2. Change their outcomes ( for ex : individuals paid on piece-rate basis,

can increase their pay by producing a higher quantity of units of lower quality )

3. Distort perceptions of self ( for ex : ³ I used to think, I work at a

moderate pace but now I realized that I work a lot harder than every one

else ).

4. Distort perception of others ( for ex : ³ Mike¶s job isn¶t as desirable , as I previously thought it was ´ ).

5. Choose a different referent ( For ex : ³ I may not make as much as my

brother- in ± law , but I am doing a lot better, than my dad did when he

was of my age ) .

6. Leave the field ( For ex : Quit the job ) .



GOAL SETTING THEORY Edwin locke proposed that intentions to work towards the goal are a major

source of wok motivation.

Goals tell an employee what need to be done and how much effort will need

to be put in.

Specific hard goals produce a higher level of output, than generalized goal of

³ DO YOUR BEST ´.

The specificity of the goal itself act as an internal stimulus.

THEORY EMPHASIS FOLLOWING POINTSIf factors like ability & acceptance of the goals are held constant, we can also

state that the more difficult the goal, the higher level of performance.

People will do better, when they get feedback on how well they are

progressing towards their goals.

If employees have the opportunity to participate in setting of their own goals,will they try harder?

The evidence is mixed regarding superiority of participative over assigned

goals.



FAC TORS IN FLUEN C ING GO AL PERF ORM AN CE

RELA

TIONSHIP - :

1. GOAL COMMITMENT : Goal setting theory, assume that individual is

committed to goal. He is determined not to lower or abandon the goal.

2. SELF-EFFICIENCY : It is individual belief he or she is capable of performing a task. The higher your self-efficiency, more confidence you have

in your ability.

CONCLUSION Hard & specific goals are important motivating force.

Under proper condition, they can lead to higher performance. But, there is no evidence that such goals can lead to increased job

satisfaction.



Similar to GoalSimilar to Goal--Setting Theory, but focused on aSetting Theory, but focused on abehavioral approach rather than a cognitive one.behavioral approach rather than a cognitive one.

Behavior is environmentally causedBehavior is environmentally caused

Thought (internal cogitative event) is not important Thought (internal cogitative event) is not important Feelings, attitudes, and expectations are ignoredFeelings, attitudes, and expectations are ignored

Behavior is controlled by its consequencesBehavior is controlled by its consequences reinforcersreinforcers

Is not a motivational theory but a means of analysisIs not a motivational theory but a means of analysisof behaviorof behavior

Reinforcement strongly influences behavior but is not Reinforcement strongly influences behavior but is not likely to be the sole causelikely to be the sole cause

Reinforcement TheoryReinforcement Theory



MOTIVATION IN FUTURE MOTIVATION IN FUTURE

Employ ees ar e not alik eEmploy ees ar e not alik e diff er ent employ ees r espond diff er ent employ ees r espond to diff er ent manag erial and motivational styl es. to diff er ent manag erial and motivational styl es.

Tomorrows manag ers will not be a bl e to us e any on eTomorrows manag ers will not be a bl e to us e any on eformula .formula .

Th ey will n eed to work with each employ ee for Th ey will n eed to work with each employ ee for as anas anindividual and fit the motivational effort to that individual individual and fit the motivational effort to that individual

Different cultures experience motivational

approaches differently.

M anagers need to give workers what they need to

do a good job-the right tools, the right information,

and the right amount of cooperation

motivation class

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