It almost covers all aspects of motivation.

1. MOTIVATION
Aswathy Babu

2. What is Motivation?
Motivation is the internal drive to
accomplish a particular goal. In a work
setting, motivation is what makes people
want to work.

3. IMPORTANCE
• High performance
• Low employee turnover and absenteeism
• Better organizational image
• Better industrial relation
• Acceptability to change

4. 4
Drives
The Motivation Process
Search
Behaviour
Tension Reduction
of Tension
Satisfied
Need
Unsatisfied
Need

5. Ten Morale-Building Factors
• Interesting Work
• Full appreciation of work done
• Involvement
• Good pay
• Job security
• Promotion and growth
• Good working conditions
• Loyalty to employees
• Help with personal problems

6. Other Morale-Building Factors
• PERKS
• Autonomy
• Status
• Responsibility
• Flexible Scheduling
• Benefits
• Others

7. Maslow’s Hierarchy of Needs
Self-
Actualization
Esteem / Ego
Social or Belongingness
Safety and Security
Physiological

8. Maslow’s Hierarchy of Needs
Physiological

9. Factors in the Workplace Meeting
Physiological Needs
• Physical Comfort
• Temperature
• Working Conditions
• Inside/Outside
• Lunch and Rest Breaks
• Bathroom Facilities
• Ergonomics

10. Maslow’s Hierarchy of Needs
Safety and Security
Physiological

11. Factors in the Workplace Meeting
Safety and Security Needs
• Safety
• Job Security
• Seniority
• Benefits
• MONEY
• Retirement Plans

12. Maslow’s Hierarchy of Needs
Social or Belongingness
Safety and Security
Physiological

13. Factors in the Workplace Meeting
Social or Belongingness Needs
• Relationships with co-workers
• Relationships with Supervisors
• Teams
• Fun
• Social Events

14. Maslow’s Hierarchy of Needs
Esteem / Ego
Social or Belongingness
Safety and Security
Physiological

15. Factors in the Workplace Meeting
Esteem/Ego Needs
• Opportunities for Growth & Advancement
• Promotions
• Job Titles
• Recognition
• PERKS
• Training & Development
• Positive Feedback on Performance

16. Maslow’s Hierarchy of Needs
Self-
Actualization
Esteem / Ego
Social or Belongingness
Safety and Security
Physiological

17. Factors in the Workplace Meeting
Self-Actualization Needs
• Meaningful Work
• Sense of Satisfaction
• Accomplishment
• Self-Improvement
• Improving Others and/or Society
“Be all that you can be.”

18.  Researchers have proved that there is lack
of hierarchical structure of needs as suggested by Maslow.
Some people may have deprived of lower level
needs but strive for self actualization. (Mahatma Gandhi)
 There is lack of direct cause and effect relationship
between need and behavior.
 Sometimes peoples are not aware of their own needs.
 Measurement of satisfaction of needs is not possible.

19. Herzberg's Model of Motivation
Two-Factor Theory:
Hygiene vs. Motivational Factors
Achievement
Growth Potential
The Work Itself
Recognition
Advancement
Responsibility
Job Security
Company Policy
Working Conditions
Salary
Compare to Maslow
Interpersonal
Relations
Self-
Actualization &
Esteem Needs
Social Needs
Safety Needs
Physiological
Motivational
Factors
Hygiene or
Maintenance
Factors

20. Hygiene factors
• Salary
• Job security
• Working condition
• Technical supervision
• Inter-personal relations with
supervisor
• Inter-personal relations with
peers
• Inter-personal relations
withsu bordinate
Motivational factors
• Achievement
• Advancement
• Possibility of growth
• Recognition
• Work itself
• responsibility

21. criticisms
• Not conclusive
White collar/professionals may like responsibility
General workers are motivated by pay and other benefits
• Methodology
Result will always be subjective and biased
• Job enrichment
Too much emphasis on job enrichment and totally ignore job satisfaction

22. History
McGregor's THEORY X & Y
McGregor developed a philosophical view of humankind with his
Theory X and Theory Y in 1960. His work is based upon Maslow's
Hierarchy of Needs, where he grouped the hierarchy into lower-order
needs (Theory X) and higher-order needs (Theory Y). He
suggested that management could use either set of needs to
motivate employees, but better results would be gained by the use
of Theory Y, rather than Theory X. These two views theorized how
people view human behavior at work and organizational life.

23. Understanding the Theories
Your management style is strongly influenced by your beliefs
and assumptions about what motivates members of your
team: If you believe that team members dislike work, you will
have an authoritarian style of management; On the other
hand, if you assume that employees take pride in doing a
good job, you will tend to adopt a more participation style.

24. Theory X
- Theory X assumes that employees are naturally unmotivated and dislike working,
and this encourages an authoritarian style of management. According to this
view, management must actively intervene to get things done. This style of
management assumes that workers:
• Employees inherently dislike work and, whenever possible, will
attempt to avoid it;
• Since employees dislike work, they must be coerced, controlled,
or threatened with punishment to achieve goals;
• Employees will avoid responsibilities and seek formal direction
whenever possible;
• Most workers place security above all other factors associated
with work and will display little ambition.

25. Theory Y
Theory Y shows a participation style of management
that is de-centralized. It assumes that employees are
happy to work, are self-motivated and creative, and
enjoy working with greater responsibility. It assumes
that workers:
• Employees can view work as being as natural as rest or play;
• People will exercise self-direction and self-control if they are
committed to the objectives;
• The average person can learn to accept, even seek,
responsibility;
• The ability to make innovative decisions is widely dispersed
throughout the population and is not necessarily the sole
province of those in management positions.

26. Comparing Theory X and Theory Y
• Motivation
Theory X assumes that people dislike work; they want
to avoid it and do not want to take responsibility.
Theory Y assumes that people are self-motivated, and
thrive on responsibility.
• Management Style and Control
In a Theory X organization, management is
authoritarian, and centralized control is retained, while
in Theory Y, the management style involves employees
in decision making, but retains power to implement
decisions.

27. • Work Organization
Theory X employees tend to have specialized and often
repetitive work. In Theory Y, the work tends to be organized
around wider areas of skill or knowledge; Employees are
also encouraged to develop expertise and make
suggestions and improvements.
• Rewards
Theory X organizations work on a ‘carrot and stick’ basis,
and performance is part of the overall mechanisms of
control. In Theory Y organizations, appriciation is also
regular and important, but is usually a separate mechanism
from organizational controls. Theory Y organizations also
give employees frequent opportunities for promotion.

28. Application
Although Theory X management style is widely accepted as poor to
others, it has its place in large scale production operation and
unskilled production-line work. Many of the principles of Theory Y
are widely adopted by types of organization that value and
encourage participation. Theory Y-style management is suited to
knowledge work and professional services. Professional service
organizations naturally evolve Theory Y-type practices by the nature
of their work; Even highly structure knowledge work, such as call
center operations, can benefit from Theory Y principles to
encourage knowledge sharing and continuous improvement.

29. Ouchi’s Theory Z
William G. Ouchi
“Theory Z is an approach to management based
upon a combination of American and Japanese
management philosophies”. Proponents of Theory Z
suggest that it leads to improvements in
organizational performance.

30. Differences between American and Japanese
Management Practices
American Organizations Japanese Organizations
Short-term employment Lifetime employment
Individual decision making Collective decision making
Individual responsibility Collective responsibility
Rapid evaluation & promotion Slow evaluation & promotion
Explicit control mechanisms Implicit control mechanisms
Specialized career paths Non-specialized career paths
Segmented concern for employee as an
employee
Holistic concern for employee as a person

31. FEATURES
• LONG-TERM EMPLOYMENT (ORGANISATION- EMPLOYEE RELATIONSHIP)
• TRUST
• EMPLOYEE P[ARTICIPATION
• STRUCTURELESS ORGANISATION (INFORMAL CONTROL WITH FORMALIZED
MEASURES)
• HOLISTIC CONCERN

32. Management
Concept
Douglas McGregor
(Theory X & Y)
William Ouchi
(Theory Z)
Motivation Tends to categorise people as one type or
another: either being unwilling or
unmotivated to work, or being self
motivated towards work. Threats and
disciplinary action are thought to be used
more effectively in this situation, although
monetary rewards can also be a prime
motivator to make Theory X workers
produce more.
Believes that people are innately self
motivated to not only do their work, but
also are loyal towards the company, and
want to make the company succeed.
Leadership Theory X leaders would be more
authoritarian, while Theory Y leaders
would be more participative. But in both
cases it seems that the managers would
still retain a great deal of control.
Theory Z managers would have to have a
great deal of trust that their workers
could make sound decisions. Therefore,
this type of leader is more likely to act as
"coach", and let the workers make most
of the decisions.

33. Management
Concept
Douglas McGregor
(Theory X & Y)
William Ouchi
(Theory Z)
Power &
Authority
As mentioned above, McGregor's
managers, in both cases, would seem to
keep most of the power and authority. In
the case of Theory Y, the manager would
take suggestions from workers, but would
keep the power to implement the
decision.
The manager's ability to exercise power
and authority comes from the worker's
trusting management to take care of
them, and allow them to do their jobs.
The workers have a great deal of input
and weight in the decision making
process.
Conflict This type of manager might be more likely
to exercise a great deal of "Power" based
conflict resolution style, especially with
the Theory X workers. Theory Y workers
might be given the opportunity to exert
"Negotiating" strategies to solve their
own differences.
Conflict in the Theory Z arena would
involve a great deal of discussion,
collaboration, and negotiation. The
workers would be the ones solving the
conflicts, while the managers would
play more of a "third party arbitrator"
role.

34. ERG Theory (Clayton Alderfer)
Core Needs
Existence: provision of basic
material requirements.
Relatedness: desire for
relationships.
Growth: desire for personal
development.
Concepts:
More than one need can be
operative at the same time.
If a higher-level need cannot
be fulfilled, the desire to
satisfy a lower-level need
increases.

35. David McClelland’s Theory of
Needs
This theory focuses on three needs: achievement,
power, and affiliation that help explain motivation.
Some people have a compelling drive to succeed. They
are for personal achievement rather than the rewards
of success.
The need for power is the desire to have impact, to be
influential, and to control others.
Affiliation needs are desires to be liked and accepted
by others.

36. David McClelland’s Theory of Needs,
Contd.,

37. David McClelland’s Theory of Needs, Contd.,
High Achievers will be Motivated, if

38. Victor Vroom’s Expectancy Theory
The theory assumes that behavior results from conscious
choices among alternatives whose purpose is to maximize
pleasure and minimize pain.
The key elements to this theory are referred to as
following-
1. Valence (V)
2. Instrumentality (I)
3. Expectancy (E)

39. Valence
 Valence is the strength of an individual’s preference for an
outcome or goals.
 Valence may vary from -1 to +1.
 Valence is negative if the individual prefers not attaining an
outcome compared with attaining it.
 Valence is zero if the individual is indifferent to the outcome.
 Valence is positive if the individual has the strong preference
to the outcome.
 The Valence of the individual must be positive if motivation
were to take place.

40. Instrumentality
 The Instrumentality refers to the belief that the first
level outcome will lead to the second level outcome .
 The value of Instrumentality varies from 0 to 1. If an
employee sees that promotions are based on
performance, instrumentality will be rated high.
 A low estimate of instrumentality will be made if the
employee fails to see such linkage between
performance and reward.

41. Expectancy
 Expectancy is the probability that a particular action
will leads to desired outcome.
 The value of Expectancy varies between 0 to 1.
 If an employee sees no chance that effort will lead to
the desired performance, the expectancy is zero.
 On the other hand if the employee is confident that
the task will be completed , the expectancy has a
value of 1.

42. • Motivational Force
Expectancy * instrumentality *valence = motivation
or
Force = valence * expectancy
( force is the strength of a person’s motivation, valence is the
strength of an individual’s preference for an outcome or goal,
expectancy is the probability that a particular action will leads
to desired outcome)

43. Influence of components in Expectancy
theory of motivation
Valence Instrumentalit
y
Expectancy Motivation
High High High High
Low High High Moderate
High Low High Moderate
Low Low High Low
High High Low Low
Low High Low Low
High Low Low Low
Low Low Low Very Low

44. Porter and Lawler’s model
• Porter and Lawler trying to explore the complex
relationship between motivation ,satisfaction and
performance are pointed out that efforts put in by an
employees did not directly result in performance.
• It gives a comprehensive explanation of work
motivation.

45. • Acc to porter Lawler model performance is
dependent on three factors :
– An employee should have the desire to perform
i.e. he must feel motivated
– Motivation alone cannot ensure successful
performance of a a task: he should have the
necessary skills and abilities.
– The employee should also have the clear
perception of his role in the org. and accurate
knowledge of the job requirement.
Chapter-7 45

46. Chapter-7 46
1. Value of Reward
4. Abilities & Traits
8. Perceived Equitable
Rewards
3. Effort
6. Performance
7.a Intrinsic
Rewards
2. Perceived Effort
Reward Probability 5. Role Perception
7b Extrinsic
Rewards
9. Satisfaction
The Porter-Lawler Model contd…

47. • Effort: the amount of energy expended by an
individual to perform a specific task. Effort depends
upon the attractiveness of the reward and the
probability that his efforts will lead to the reward.
• Performance : it is not necessary that the effort will
result in performance. Performance in turn is
depended on the abilities and skills and the way the
individual perceives his role.
Chapter-7 47

48. important variables in the model
• Reward: employee is rewarded according To
performance. Reward can be intrinsic or extrinsic.
– intrinsic rewards : are those a person grants to
himself for having performed a task well
– Extrinsic rewards : are the rewards given to the
employee by the organization
• Satisfaction: depends upon whether the actual
reward offered fall short of, match or exceed what
the individual perceives as an equitable level of
reward.
Chapter-7 48

49. The Contemporary Theories of Work
Motivation
Chapter-7 49
• Equity Theory :
J. Stacy Adams
• This theory states that the degree of equity
or inequity perceived by an employee with
reference to his work situation plays a major
role in work performance and satisfaction.

50. • Employees generally compares their output
– input ratio with that of others. If they
perceives the ratio of their outcomes and
inputs are equal to that of their peers and
others , it will result in equity .
Chapter-7 50

51. Equity Theory Contd…
Equity theory represented schematically as:
Person’s Outcomes = Other’s Outcomes
Person’s inputs Other’s inputs
(Equity)
Inequity is represented as follows:
Person’s Outcomes < Other’s Outcomes
Person’s inputs Other’s inputs
(negative inequality)
(or)
Person’s Outcomes > Other’s Outcomes
Person’s inputs Other’s inputs
(positive inequality)
Chapter-7 51

52.  Various referent comparison used by employees:
Self-inside - comparing ones experience in the present position
with the experiences of those holding a similar position in
same org.
Self-outside - comparing ones experience in the present position
with the experiences of those holding a similar position in
another org
Other-inside- comparing ones experience in the present position
with the experiences of those holding a a different position
but belonging to the same org.
Other-outside - comparing ones experience in the present position
with the experiences of those holding a different position in
another org
Chapter-7 52

53. Equity Theory Contd…
 After comparing his position with that of his referent, if an
employee perceives an inequity, he will make certain choices. The
choices that an employee is likely to make are as described below:
Change in inputs: he may reduce the effort he puts in a particular
Chapter-7 53
job
Change in outcomes: the employee may act an manner that
brings about change in the outcome or end result.
Alter perceptions of self: the employee may distort the perception
he held about his own performance
Alter perception of others: an employee may change the way he
perceives others jobs, positions and productivity.
change comparison:
leave situation:

54. Positive Reinforcement & Recognition:
Job-Related Confirming Behaviors
• Praise
• Positive Written Communication
• Orientation and Training
• Active Listening
• Courtesy
(REINFORCEMENT - A behavioral construct where control is achieved by manipulating the
consequences of behaviour. A business manager using reinforcement theory
might employ rewards for desirable behaviour by staff and punishments for undesirable
behaviour to help steer employees toward intended performance goals.
Also called operant conditioning.)

55. Self-Motivation Strategies
• Take control of your expectations
• Fight the urge to underachieve
• Learn to love the job you hate
• Strive for balance

56. APPLICATION OF MOTIVATION IN WORK PLACE

57. EMPLOYEE INVOLVEMENT PROGRAMMES
• Employee involvement team( Group of employees who
works on solving the problem.)
• Participative management
• Quality circle (a small group of people who work voluntarily in the
company time)

58. Contemporary Motivational Strategies
• Motivation through job design
– Job rotation
– Job enlargement
– Job enrichment
• Motivation through incentives (organizational reward system)
• Training and education
• Motivation through empowerment
• Teambuilding
• MBO
• Quality of work life

59. THANK YOU