This document discusses group members and an outline for a presentation on motivation. It will cover the nature and models of motivation, motivational drives, need-based and process-based perspectives, job design theory, and motivating employees through involvement and rewards. The presentation outline includes sections on historical perspectives on motivation, McClelland's theory of needs, need-based theories like Maslow and Herzberg, goal setting theory, expectancy theory, equity theory, behavior modification, the job characteristics model, and alternative work arrangements like flextime.

2. Group Member
Shahreen Shabnam
Nazdia Sarwar
Jannatul Ferdous Munmun
Subrina Ali
Anik Mondal
Shahriar Rawshon
Taaka Mokadeesa
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3. Outline of Presentation
The Nature of Motivation, Model and Historical Perspectives
Motivational Drives
Need-based Perspectives on Motivation
Process-based Perspectives on Motivation
Learning-based Perspectives on Motivation
Motivating by Job Design Theory
Employee Involvement and Rewards to Motivate Employees
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4. Motivation
• The set of forces that causes people to engage in
one behavior rather than some alternative behavior.
• Motivation may differ among individuals
of the same group, based on their goals.
• From the organizational viewpoint, the
objective is to motivate people to behave in
ways that are in the best interest of the
organization.
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5. Importance of Motivation
• Managers strive to motivate people to perform at high levels.
• Job performance depends on ability and environment as well as
motivation.
To reach high levels of performance, an employee must want to do
the job well (motivation); must be able to do the job effectively
(ability); and must have the materials, resources, equipment, and
information required to do the job (environment).
P M A EPerformance
Motivation
Environment
Ability
• A manager should thus strive to ensure that all three conditions are
met.
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6. The Model of Motivation
Needs & Drives Performance
Environment
EffortTension
Opportunity
Goals & Incentives Ability
Rewards
Need satisfaction
The role of motivation in performance is summarized in the following figure:
P M A E
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7. Historical perspectives on motivation
• The Traditional Approach
– Frederick Taylor’s job structuring called “scientific management”
– Basic premise : employees are economically motivated
and work to earn as much money as they can
– Advocate for incentive pay systems
– Too narrow a view of the role of monetary compensation
and failure to consider other motivational factors.
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8. Historical perspectives on motivation
(contd.)
• The Human Relations Approach
– Replaced scientific management in the 1930s
– Key assumptions:
• employees want to feel useful and important,
• employees have strong social needs, and
• these needs are more important than money in motivating employees
– Managers advised to make workers feel important
– Participation was expected to enhance motivation
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9. Historical perspectives on motivation (contd.)
• The Human Resource Approach
– Most contemporary thinking about employee motivation that
began to emerge in the 1950s
– Basic assumptions:
• people want to contribute and are able to make genuine contributions and
• the contributions themselves are valuable to both individuals and
organizations.
– Management should encourage participation and
create a work environment that makes
full use of the human resources available.
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10. Motivational Drives
• McClelland's Theory
Need for
Achievement
Need for
Affiliation
Need for
Power
Personal
Power
Institutional
Power
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11. Need for Achievement
• A drive to accomplish objectives and get ahead
Achievers work hard when:
 They will receive personal credit for their effort
 The risk of failure is only moderate
 They receive feedback for past performance
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12. Continued……..
Characteristics of achievers :
 High drive for achievement
 Control their destiny
 Seek responsibility
 Desire for feedback
 Enjoy winning
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13. Need for Affiliation
• A drive to relate to people effectively
People with affiliation motives:
 Like compliment
 Feel loved and accepted by others
 Surrounded themselves with likable people
 Enjoy working together
 Favors collaboration over competition
 Dislike high risk and uncertainty
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14. Need for Power
• A drive to influence people, take control and change
situation
 Personal Power
 Institutional Power
People with power motives:
 Control and influence others
 Lead others
 Willing to take risk
 Enjoy competition and winning
 Like status and recognition
 Determine and loyal to the organization
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15. Need-based Perspectives On
Motivation
• * The Hierarchy of Needs/ Maslow’s
Hierarchy of Needs
• *Herzberg’s Two-Factor Model/ The Dual-
Structure Theory
• *Alderfer’s ERG Model/ ERG Theory
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16. Goal Setting Theory
Goal provide a directional nature to people behavior &
guide their thoughts, believe and actions to one outcome
rather than another.
 Goals are target and objectives for future performance.
Employee performance could be improve through goal
setting.
 A major factor in the success of goal is Self efficacy.
Self efficacy can be judged either on a specific task or
variety of performance duties. If employee have higher
self efficacies they will tend to set higher personal goals
under the belief that they are attainable.
The first key to successful goal setting is to build and
reinforce employee Self efficacy.
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17. Elements of Goal Setting Theory
Goal Acceptance: Goals need to understood as well as
accepted
Specificity: Goals need to be as specific, clear and
measurable
Challenge: Difficult goals present a challenge to the
employees
Performance monitoring and Feedback:
Performance monitoring
Performance feedback
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18. Expectancy Model
Expectancy model is the widely accepted approach of
motivation, developed by Victor H. Vroom.
He suggests that motivation will be high when workers
feel:
 High level of effort lead to high performance.
 High performance will lead to the attainment of desire
outcomes.
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19. Vrooms Expectancy Theory Factors
Motivation
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20. Elements of Expectancy Theory
• The employee’s perception of the probability
that effort will lead to high level of performance.
Effort-to-Performance Expectancy
• The employees perception of probability that
performance will lead to a specific outcome –the
consequence or reward for behaviors in an
organizational setting.
Performance-to-Outcome
Expectancy
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21. Expectancy model of
Motivation
Environment
Motivation Effort Performance
Ability
Outcome
Outcome
Outcome
Valence
Outcome Valence
Outcome Valence
Valence
Valence
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22. Advantages and Drawbacks of Expectancy
Model
Advantages of Expectancy
Model
Employees do not act simply
because of strong internal drives,
unmet needs or the application of
rewards and punishment.
Instead they are thinking
individuals whose beliefs,
perception and probability
influence their behavior.
The model reflects Theory Y
assumptions
Drawbacks of Expectancy
Model
Perceptions about effort, performance
and the value of rewards are difficult to
quantify so comparisons between
different choices or people using the
expectancy theory framework may not
be accurate.
Rewards may not necessarily be directly
connected to effort and performance: in
some companies rewards such as
raises might be built into a contract or
depend upon factors like education or
specific job skills.
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23. Equity Theory
• People are motivated to seek social equity in the
rewards they receive for performance.
• Equity is an individual’s belief that the treatment he or
she receives is fair relative to the treatment received
by others.
• Individuals view the value of rewards (outcomes) and
inputs of effort as ratios and make subjective
comparisons of themselves to other people.
Equity Theory
•
𝑶𝒏𝒆′ 𝒔 𝒐𝒘𝒏 𝑶𝒖𝒕𝒄𝒐𝒎𝒆𝒔
𝑶𝒏𝒆′𝒔 𝒐𝒘𝒏 𝒊𝒏𝒑𝒖𝒕
=
𝑶𝒕𝒉𝒆𝒓𝒔′ 𝑶𝒖𝒕𝒄𝒐𝒎𝒆𝒔
𝑶𝒕𝒉𝒆𝒓𝒔 𝒊𝒏𝒑𝒖𝒕
Equity theory states below formula:
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24. Conditions of and reactions to equity
comparisons
Feeling equitably rewarded
• Maintain performance and accept comparison as fair estimate
Feeling under-rewarded—try to reduce inequity
• Change inputs by trying harder or slacking off
• Change outcomes by demanding a raise
• Distort the ratios by altering perceptions of self or of others
• Leave situation by quitting the job
• Change comparisons by choosing another object person
Feeling over-rewarded
• Increase or decrease inputs
• Distort ratios by rationalizing
• Help the object person gain more outcomes
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25. BEHAVIOR MODIFICATION
The Models of Motivation that have been discussed up to
this point are known as Content Theories Of Motivation,
since they focus on the Content (Nature) of items that may
motivate a person.
Organizational Behavior Modification, (OB) Mod, is
the application in organizations of the principles of
behavior modification.
OB Mod and several other Models are “Process Theories of
Motivation” Since they provide perspectives on the dynamics
by which employees canBe motivated.
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26. BEHAVIOR MODIFICATION
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27. BEHAVIOR MODIFICATION
Law of effect
– Theoretical basis for manipulating
consequences of behavior.
– Behavior that results in a pleasant outcome is
likely to be repeated while behavior that
results in an unpleasant outcome is not likely
to be repeated.
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28. Punishment
Positive
reinforcement
Negative
reinforcement Extinction
Application
Manager's use
Withdrawal
Negative Positive
NATURE OF CONSEQUENCE
OB Mod Uses Four Alternative
Consequences

29. Reinforcement Theory
Positive Reinforcement
The administration of positive consequences
to increase the likelihood of repeating the
desired behavior in similar settings.
Rewards are not necessarily positive
reinforces.
A reward is a positive reinforce only if the
behavior improves.
Negative Reinforcement
Also known as avoidance
The withdrawal of negative
consequences to increase the
likelihood of repeating the
desired behavior in a similar
setting
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30. Reinforcement Theory
Punishment
The administration of negative
consequences or the withdrawal
of positive consequences to
reduce the likelihood of repeating
the behavior in similar settings.
Implications of using
Punishment
Punishing poor performance
enhances performance without
affecting satisfaction.
Arbitrary punishment leads
to poor performance and
low satisfaction.
Punishment may be offset by
positive reinforcement from
another source.
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31. Reinforcement Theory
• The withdrawal of the reinforcing
consequences for a given behavior
• The behavior is not unlearned; it
simply is not exhibited
• The behavior will reappear if it is
reinforced again
Extinction
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32. Schedules of Reinforcement
• Continuous Reinforcement
– A schedule of reinforcement
in which every correct
response is reinforced.
• Partial Reinforcement – One
of several reinforcement
schedules in which not every
correct response is reinforced.
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33. 4 Basic Schedules of
Reinforcement
Fixed-interval
schedule
Variable-interval
schedule
Fixed-ratio
schedule
Variable-ratio
schedule
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34. Fixed-Interval Schedule
A schedule in which a fixed
amount of time must elapse
between the previous and
subsequent times that
reinforcement will occur.
No response during the
interval is reinforced.
The first response
following the interval is
reinforced.
Produces an overall low
rate of responding
Ex. I get one pellet of food every
5 minutes when I press the lever
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35. Variable-Interval Schedule
A schedule in which a variable
amount of time must elapse between
the previous and subsequent times
that reinforcement is available.
Produces an overall low
consistent rate of responding.
Ex. – I get a pellet of food on
average every 5 minutes when I
press the bar.
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36. Fixed-Ratio Schedule
A schedule in which
reinforcement is provided after a
fixed number of correct
responses.
These schedules usually
produce rapid rates of
responding with short post-
reinforcement pauses
The length of the pause is
directly proportional to the
number of responses
required
Ex. – For every 5 bar presses, I
get one pellet of food
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37. Variable-Ratio Schedule
A schedule in which
reinforcement is provided
after a variable number of
correct responses.
Produce an overall high
consistent rate of
responding.
Ex. – On average, I press the
bar 5 times for one pellet of
food.
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38. TYPE MEANING OUTCOME
Fixed
Ratio
Reinforcement depends on
a definite number of
responses
Activity slows after
reinforcement and
then picks up
Variable
Ratio
Number of responses
needed for reinforcement
varies
Greatest activity of
all schedules
Fixed
Interval
Reinforcement depends on
a fixed time
Activity increases as
deadline nears
Variable
Interval
Time between
reinforcement varies
Steady activity
results
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39. The Job Characteristics Model
1.Skill
variety
• Skill variety is the degree to which a job requires a variety of different activities so the
worker can use a number of different skills and talent
2.Task
identity
• Task identity is the degree to which a job requires completion of a whole and
identifiable piece of work.
3.Task
significance
• Task significance is the degree to which a job affects the lives or work of other people.
4. Autonomy
• Autonomy is the degree to which a job provides the worker freedom, independence,
and discretion in scheduling work and determining the procedures in carrying it out.
5. Feedback
• Feedback is the degree to which carrying out work activities generates direct and
clear information about your own performance.
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40. How Can Jobs Be Redesigned?
Job Rotation
Job Rotation is If employees
suffer from overroutinization
of their work, one alternative
is job rotation , or the periodic
shifting of an employee from
one task to another with
similar skill requirements at
the same organizational level
(also called cross-training ).
Job Enrichment
Job enrichment expands jobs
by increasing the degree to
which the worker controls the
planning, execution, and
evaluation of the work.
An enriched job organizes
tasks to allow the worker to
do a complete activity,
increases the employee’s
freedom and independence,
increases responsibility, and
provides feedback so
individuals can assess and
correct their own
performance.
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41. Alternative Work
Arrangements
• Employees must work a specific number of hours per week but are free to vary their
hours of work within certain limits.
• All employees are required to be at their jobs during the common core period, but they
may accumulate their other 2 hours before, after, or before and after that.
• Some flextime programs allow employees to accumulate extra hours and turn them
into a free day off each month.
Flextime
• Job sharing allows two or more individuals to split a traditional 40-hour-a-week job.
• One might perform the job from 8:00 a.m. to noon and the other from 1:00 p.m. to 5:00
p.m., or the two could work full but alternate days.
Job Sharing
• No commuting, flexible hours, freedom to dress as you please, and few or no
interruptions from colleagues its called telecommuting , and it refers to working at
home at least 2 days a week on a computer linked to the employer’s office.
Telecommuting
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42. Benefits and Drawbacks of
Flextime
Benefits
Flextime tends to reduce absenteeism and
frequently improves worker productivity,
probably for several reasons.
Employees can schedule their work hours to
align with personal demands, reducing
tardiness and absences, and they can work
when they are most productive.
Flextime can also help employees balance
work and family lives; it is a popular criterion
for judging how “family friendly” a workplace
is.
Drawbacks
Major drawback is that it’s not applicable to every job or
every worker.
It works well with clerical tasks for which an employee’s
interaction with people outside his or her department is
limited.
It is not a viable option for receptionists, sales personnel
in retail stores, or people whose service jobs require
them to be at their workstations at predetermined times.
It also appears that people who have a stronger desire to
separate their work and family lives are less prone to
take advantage of opportunities for flextime.
Employers need to consider the appropriateness of both
the work and the workers before implementing flextime
schedules.
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43. Benefits and Drawbacks of Job
Sharing
Benefits
• Job sharing increases flexibility
and can increase motivation and
satisfaction when a 40-hour-a-
week job is just not practical.
From the employee’s
perspective
• It opens the opportunity to
acquire skilled workers—for
instance, women with young
children and retirees—who might
not be available on a full-time
basis.
Management point of View
Drawbacks
• The major
drawback is finding
compatible pairs of
employees who
can successfully
coordinate the
intricacies of one
job.
Employee Point
of View
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44. Benefits and Drawbacks of
Telecommuting
Benefits
The potential pluses of
telecommuting include a
larger labor pool from which
to select, higher productivity,
less turnover, improved
morale, and reduced office-
space costs.
A positive relationship exists
between telecommuting and
supervisor performance
ratings.
Drawbacks
• The major downside for management is
less direct supervision of employees.
Management point of View
• Telecommuting can offer a considerable
increase in flexibility and job
satisfaction—but not without costs.
• Employees with a high social need,
telecommuting can increase feelings of
isolation and reduce job satisfaction.
• All telecommuters are vulnerable to the
“out of sight, out of mind” effect.
• Employees who aren’t at their desks, who
miss meetings, and who don’t share in
day-to-day informal workplace
interactions may be at a disadvantage
when it comes to raises and promotions.
Employee Point of View
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45. The Social and Physical Context
of Work
Social aspects
Socialcharacteristicsthat
improvejobperformance
include
• Interdependence
• Social support
• Interactions with
other people
outside work.
Benefits
Social interactions are strongly
related to positive moods and give
employees more opportunities to
clarify their work role and how well
they are performing.
Social support gives employees
greater opportunities to obtain
assistance with their work.
Constructive social relationships
can bring about a positive
feedback loop as employees assist
one another in a “virtuous circle.”
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46. The Social and Physical Context
of Work (cont.)
Work Context
Physical demands make
people physically
uncomfortable, which is
likely to show up in lower
levels of job satisfaction.
Hot, loud, and dangerous
work is less satisfying
than work conducted in
climate-controlled,
relatively quiet, and safe
environments
To assess why an employee is
not performing to his or her
best level,
see whether the work environment is
supportive.
Does the employee have adequate
tools, equipment, materials, and
supplies?
Does the employee have favorable
working conditions, helpful co-
workers, supportive work rules and
procedures, sufficient information to
make job-related decisions, and
adequate time to do a good job?
If not, performance will suffer
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47. Employee Involvement
Employee involvement is a participative process that
uses employees’ input to increase their commitment to
the organization’s success.
Employee involvement is creating an environment in
which people have an impact on decisions and actions
that affect their jobs.
Employee involvement is not the goal nor is it a tool, as
practiced in many organizations. Rather, it is a
management and leadership philosophy about how
people are most enabled to contribute to continuous
improvement and the ongoing success of their work
organization.
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48. Examples of Employee Involvement
Programs
• A process in which subordinates share a
significant degree of decision-making power
with their immediate superiors.
Participative Management:
• A system in which workers participate in
organizational decision making through a
small group of representative employees
Representative Participation:
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49. Using Rewards to Motivate
Employees
• decided by establishing a pay
structure
What to pay
employees
• (decided through variable pay
plans and skill-based pay plans)
How to pay
individual
employees
• (such as flexible benefits)
What benefits and
choices to offer
• Employee recognition programs
range from a spontaneous and
private thank-you to widely publicized
formal programs
How to construct
employee
recognition
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50. What to Pay:
Establishing a Pay Structure
Ways to
pay
employees
Internal equity—the worth of the job to
the organization (usually established
through a technical process called job
evaluation)
External equity—the external
competitiveness of an organization’s
pay relative to pay elsewhere in its
industry (usually established through
pay surveys).
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51. How to Pay:
Rewarding Individual Employees
Through Variable-Pay Programs
• A pay plan that bases a portion of an
employee’s pay on some individual and/or
organizational measure of performance.
Variable-pay program:
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52. Variable-pay program
• A pay plan in which workers are paid a fixed sum for each
unit of production completed.
Piece-rate pay
plan:
• A pay plan based on performance appraisal ratings
Merit-based pay
plan
• A pay plan that rewards employees for recent performance
rather than historical performance
Bonus
• A pay plan that sets pay levels on the basis of how many
skills employees have or how many jobs they can do.
Skill-based pay
• An organization wide program that distributes
compensation based on some established formula
designed around a company’s profitability.
profit-sharing
plan
• A formula-based group incentive plan.Gain sharing
• A company-established benefits plan in which employees
acquire stock, often at below-market prices, as part of their
benefits.
Employee stock
ownership plan
(ESOP)
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53. Flexible Benefits:
Developing a Benefits Package
Modular plans
• Modular plans are
predesigned packages
or modules of benefits,
each of which meets
the needs of a specific
group of employees.
• A module designed for
single employees with
no dependents might
include only essential
benefits.
Core-plus options
• Coreplus plans
consist of a core of
essential benefits and a
menu like selection of
others from which
employees can select.
• Typically, each
employee is given
“benefit credits,” which
allow the purchase of
additional benefits that
uniquely meet his or
her needs.
Flexible spending
accounts
• Flexible spending
plans allow employees
to set aside pretax
dollars up to the dollar
amount offered in the
plan to pay for
particular benefits,
such as health care
and dental premiums.
• Flexible spending
accounts can increase
take-home pay
because employees
don’t pay taxes on the
dollars they spend from
these accounts
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54. Intrinsic Rewards:
Employee Recognition Programs
Employee recognition programs range
from a spontaneous and private thank-
you to widely publicized formal programs
in which specific types of behavior are
encouraged and the procedures for
attaining recognition are clearly identified.
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55. Conclusion
The motivation theories in this chapter differ in their predictive strength. Here, we (1) review the most
established to determine their relevance in explaining turnover, productivity, and other outcomes and(2)
assess the predictive power of each.
• Need theories. Maslow’s hierarchy, McClelland’s needs, and the two- factor theory focus on needs.
None has found widespread support, although McClelland’s is the strongest, particularly regarding the
relationship between achievement and productivity. In general, need theories are not very valid
explanations of motivation.
• Goal-setting theory. Clear and difficult goals lead to higher levels of employee productivity, supporting
goal-setting theory’s explanation of this dependent variable
• Reinforcement theory. This theory has an impressive record for predicting quality and quantity of work,
persistence of effort, absenteeism, tardiness, and accident rates
• Equity theory/organizational justice. Equity theory deals with productivity, satisfaction, absence, and
turnover variables. However, its strongest legacy is that it provided the spark for research on
organizational justice, which has more support in the literature.
• Expectancy theory. Expectancy theory offers a powerful explanation of performance variables such as
employee productivity, absenteeism, and turnover.
• Recognize individual differences. Managers should be sensitive to individual differences.
• Allow employees to participate in decisions that affect them. Employees can contribute to setting work
goals, choosing their own benefits packages, and solving productivity and quality problems.
• Link rewards to performance. Rewards should be contingent on performance, and employees must
perceive the link between the two.
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56. References
Keith Davis, John W Newstrom, “Organizational Behaviour,
Human Behaviour at Work”, 12nd Edition
Ricky W. Griffin, Gregory Moorhead “Organizational Behavior,
Managing People and Organizations” 11th Edition
Robert E. Stevens, David L. Loudon, “Organizational
Behaviour”, 2nd Edition
Stephen P. Robbins, Timothy A. Judge “Organizational
Behaviour”, 15th Edition
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57. Thank You
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