ob motivation_needs and process

8/6/2019 OB Motivation_Needs and Process

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Term motivation is derived from Latin

word movere which means to move.

Includes three component viz. needs,

drive and incentives.

Needs: are created wherever there is

physiological or psychologicalimbalance.

Food, shelter, sleep etc are needs.


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Drives: Are set up to alleviate needs.It is a

deficiency with a direction. Hunger, thirst

are drives. Need for friends becomes

drive for affiliation.

Incentives: Anything that will alleviate a

need and reduce a drive.Restores

physiological and psychological balanceand reduces the drive.


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Primary: It isunlearned and

physiologically based.Hunger, thirst,

sleep,avoidance of pain etc.

General: It isunlearned but not

physiologically based. Also called

stimulus motives as they increase the

amount ofstimulation. Curiosity,manipulation activity and affection etc.

more relevant to OB.


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Secondary: They are learned and dominate

the study of OB. Power, achievement,

Affiliation, security and status are examples.They are important associety develops and

becomes more complex.


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Classification based onsets ofsources.

Extrinsic are tangible and visible to

others.Relevant to attract people and

keep them in job. Pay, benefits,promotions,transfer etc.

Intrinsic are internally generated.Are

motivators that the person associates with

the task or job itself. Responsibility,achievement, accomplishment, feeling of

being challenged orcompetitive etc.


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A task may be intrinsically motivating but

when an extrinsic motivator gets

associated with the task, the actual

motivation decreases.

Self concordance: The degree to which

peoples reasons for pursuing goals are

consistent with theirinterest and corevalues.


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--Threats, deadlines directives, pressures

and imposed goals are likely to be key

factors that diminish intrinsic motivation.

--criticism built onstudiesusing students

assubjects rather than workersin

workplace setting and that actual

decrementsinintrinsic motivation wererelatively small when extrinsic rewards

were introduced.


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Content Theories

Process Theories

Contemporary Theories


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Scientific ManagementGoes back to

20th century where scientific managers F

W Taylor, Frank Gilbreth and Henry L.

Gantt proposed sophisticated wageincentive models to motivate workers.


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Human Relation Movement:Incentives

include working conditionssecurity and

democraticstyle ofsupervision.


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Propounded by Abraham Maslow. Within

every human exists hierarchy of five needs:

1. Physiological: Includes hunger, thirst,

shelter and other bodily needs.

2. Safety: Includessecurity and protection

from physical and emotional harm

3. Social:Includes affection,belongingness,acceptance and friendship.


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4. Esteem: Includesinternal esteem factors as

self-respect, autonomy and achievement and

external factorssuch asstatus, recognitionand attention.

5.Self Actualization: The drive to become

what one iscapable of becoming includes

growth, achieving ones potential and self-

fulfillment.


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Separated physiological and safety needs

into lower-order needs and social,

esteem and self actualization ashigher-

order needs. Differentiation was made on the premise

that higher orderneeds are satisfied

internally (within the person) whereas

lower orderneeds are satisfied externally

( by pay, unioncontracts and tenure).


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Maslowsneed hierarchy theory can be

converted into content model of work

motivation. Satisfaction-progression approach.


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Motivation related to two factorsviz. Job

satisfiers( motivators) and Job dissatisfies (

hygiene Factors). Job satisfiers are related to Job content

and Job dissatisfies related to Job

Context.


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Formulated Needscategory Model,

approved distinction between Lower order

needs and Higher orderneeds.

Identified three group ofcore needs:

(a) Existence: concerned with survival

( physiological well being)

(b) Relatedness: concerned withinterpersonal and social relationships.


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Growth: concerned with individuals

intrinsic desire for personal development.

Frustration Regression approach i.e. whenhigher orderneeds are stifled due to

circumstances and lack of ability the

individualisinclined to regress back to lower

orderneeds and feel them strongly.


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Relationship betweenAlderfers ERG

needs,Maslows five level hierarchy and

Herzbergs two factor theory.(figure)


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Propounded by Douglas McGregor for two

distinct viewsviznegative and positive.

Managersviews of employees are based

on assumptions which moulds theirbehavior.

Theory X- (-ve)

(a) Employees dislike work and tend toavoid it.

(b)So they should be coerced, controlled

and threatened.


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Employees avoid responsibilities and seek

formal direction wherever possible.

(d) Workers place security above all other

factors associated with work and display littleambition.

Theory Y (+ve)

(a) Employeesview work asnatural as rest or

play

(b) People exercise self-direction and controlif

they are committed to objective.


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The average personcanlearn to accept

and seek responsibility.

(d) The ability to make innovative decision

is widely dispersed throughout thepopulation.

Theory X assumes that lower orderneeds

dominate individuals.

Theory Y assumes that higher orderneeds

dominate individuals


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McGregor held that Theory Y assumptions

are more valid thanTheory X.

Hence ideaslike participative decisionmaking, responsible and challenging jobs

and good group relation are the approaches

that will maximize an employees job

motivation.


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Lacks explanatory power regarding the

complexity of work motivation.

Referred to asstatic because they

incorporate only one or few pointsin timeand are either past-or-present time

oriented.

Identify only the importance of meeting

certain employee content needs on the

job.


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Given by Victor Vroom.

Model built around concepts ofvalence,

Instrumentality and Expectancy known as

VIE.

Valence: Strength ofindividuals

preference for a particular outcome.Called asvalue, incentive, attitude and

expected utility.


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Positive Valence: persons preference ofattaining the outcome to not attaining it.

Zero valence:Personisindifferent tooutcome.

Negative Valence: Preference ofnotattaining the outcome to attaining it.

Instrument: The input into the valence

which boosts first level of outcome inobtaining desired second level of outcome


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-- Example: A person would be motivated toward

superior performance (first level outcome)

because of desire to be promoted (second leveloutcome).

Expectancy: It is the probability ( ranging from 0 to

1) that a particular action /effort will lead to a

first level of outcome


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States that motivation, satisfaction and

performance are separated variables.

Motivation does not directly lead toperformance but moderated by abilities, traits

and role perceptions.

Perception of accomplishment determines

satisfaction levels.


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Not much impact on actual practice of human

resource management.

Based on cognitive concepts of work motivationhence talks less about content of the job.


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Given by J. Stacy Adams.( psychologist)

Majorinput into job performance and

satisfactionis the degree of equity thatpeople perceive in their work situation.

Inequity occurs when ratio of anemployees outcome to input and ratio of

relevant others outcome to input areunequal.(figure)


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Input Age,sex, education, socialstatus ,organizational positions, qualifications etc.

Outcomes: Pay, promotion and intrinsicinterest in the job.

If perceived ratio isnot equal to others,the employee strives to restore equity.

The strength of this motivationis directlyproportional to perceived inequity thatexists.


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Developed by David McClelland.

Focused in three needsviz.

(a)Need for achievement: The drive to

excel, to achieve in relation to a set ofstandards, to strive to succeed.

(b) Need for power: The need to make

others behave in a way that they wouldnot have behaved otherwise.


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Need for affiliation: The desire for friendly

and close interpersonal relationship.

The theory states that achievement, powerand affiliation are three important needs that

help explain motivation.

ob motivation_needs and process

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