The document discusses various theories of motivation including: - Maslow's hierarchy of needs which proposes that people are motivated to fulfill basic physiological needs and progress to higher needs of belonging, esteem and self-actualization. - Herzberg's two-factor theory which distinguishes between hygiene factors like salary that prevent dissatisfaction and motivation factors like achievement that create satisfaction. - Expectancy theory which proposes that motivation depends on how much value an individual places on a reward and their belief that effort will lead to performance and rewards. The document also covers intrinsic and extrinsic rewards, with intrinsic rewards from meaningful work being more important for ongoing motivation than extrinsic rewards like pay and benefits.

1. MOTIVATION

2. DEFINITION & NATURE
• It refers to a set of forces that energise people
to behave in certain ways.
• Motivation is necessary to accomplish tasks,
to produce quality goods, & for other related
purposes.

3. • Performance of an individual depends on his
or her ability backed by motivation.

5. IMPORTANCE OF MOTIVATION

6. Qualities of Motivation:
Energizes behavior
Directs behavior
Enables persistence towards a goal

7. Six C’s of Motivation..
Choices
collaboration
Constructing meaningConsequences
Control
Challenges

8. THEORIES OF MOTIVATION

9. Early Theories – Scientific
Management
• It is the name given to a philosophy & set of
methods & techniques that stressed the
scientific study & organisation of work at the
operations level for the purpose of increasing
efficiency.
• Scientific Management is more associated
with F.W. Taylor who is remembered as the
“Father of Scientific Management”.

10. • Scientific Management had contributed
several techniques –
1. Planning the task
2. Standardisation
3. Specialisation & division of work
4. Mental Revolution

11. • Taylors theory stated that –
• Physical work could be scientifically studied to
determine the optimal method of performing a
job.
• Workers could thereafter be made more efficient
by being given prescriptions for how they were to
do their jobs.
• Workers would be willing to adhere to these
prescriptions if paid on a different piece work
basis.

12. Human Relations model

13. Contemporary Theories - Content
Theories
• Content Theories include -
a) Maslow’s Need Hierarchy Theory
b) Herzberg 2 factor theory
c) Alderfer’s ERG theory
d) Achievement Motivation Theory

14. Maslow’s Theory
• Abraham Maslow is considered father of the
humanistic movement.
• Hierarchy of needs: the motivational
component of Maslow’s theory, in which our
innate needs, which motivate our actions, are
hierarchically arranged.
• Self-actualization: the fullest realization of a
person’s potential

15. Abraham Maslow

16. Graphic: Hierarchy of Needs

17. • Efficient perceptions of reality
• Comfortable acceptance of self, others, and nature
• Spontaneity
•Profound interpersonal relationships
• Comfort with solitude (the state or situation of
being alone)
• Peak experiences
Characteristics of
Self-Actualized People

18. Herzberg’s Motivation-Hygiene Theory
Job satisfaction and job dissatisfaction are
created by different factors.
Hygiene factors Maintenance factors -
Extrinsic (Environmental ) factors that
create job dissatisfaction.
Motivation Factors- Intrinsic
( Psychological ) factors that create job
satisfaction.

19. Motivation–Hygiene Theory of
Motivation
Hygiene factors/
Maintenance factors -
job dissatisfaction
• Company policy &
administration
• Supervision
• Interpersonal relations
• Working conditions
• Salary
• Status
• Security
• Achievement
• Achievement recognition
• Work itself
• Responsibility
• Advancement
• Growth
Motivation factors
increase job satisfaction

20. Alderfer’s ERG Theory
• Modification of Maslow’s need hierarchy was
proposed by Clay Alderfer.
• Alderfer’s views on motivation arose from the
results of questionnaires he gave to over 100
employees at several levels in a bank.
• Alderfer’s work led him to propose that there
are three (rather than maslow’s five) primary
categories of human needs. They are -

21. • Existence – The basic physiological needs
(hunger & thirst)& protection from physical
danger.
• Relatedness – Social & affiliation needs & the
need for respect & positive regard from others.
• Growth – The need to develop & realise one’s
potential.

22. Achievement Motivation Theory by
McClelland
According to David McClelland a person requires 3
types of needs as a result of one’s life experience.
They are –
• Need for Achievement (n Ach)– A drive to excel,
advance & grow
• Need for Power (nPow) - A drive to dominate or
influence others & situations
• Need for Affiliation (nAff) - A drive for friendly &
close inter-personal relationships

23. SUCCESSFUL
ENTREPRENEURS

24. McClelland states that people with high need for
achievement are characterized by the following –
• They set realistic & attainable goals for them
• They take calculated risks & look for challenging
tasks.
• They prefer situations wherein they can take personal
responsibility for solving problems.

25. • They need concrete feedback on how well they are
doing
• Their need for achievement exist not merely for the
sake of economic rewards or social recognition rather
personal accomplishment is intrinsically more
satisfying to them.

26. • Employees with a high need for achievement derive
satisfaction from achieving goals.
• Succeeding the task is important to the high achiever.
• Although people with a high need for achievement are often
wealthy, their wealth comes from their ability to achieve
goals.
• In most societies goal achievement is rewarded financially.

27. • High achievers are not motivated by money.
• High achievers prefer to work independently, so that
successful tasks performance (or failure) can be
related to their own efforts rather than to someone
else’s.

28. • Eg – Kakinada Project in 1970’s.
• Researchers attempted to raise the achievement
motivation of businessmen in Kakinada.
• The businessmen made plans that would help
them realise their goals to become successful
entrepreneurs & told each other about their goals
& their methods of reaching them.

29. • The businessmen became more productive as
entrepreneurs, they started several large
industries, enlarged their businesses & hired
more than five thousand of their villagers.
• In a ten year reassessment of the programme,
achievement motivational levels & results
were still exceptional.

30. Process - Theories
• Process-Based Theories
–Deals with how motivation occurs
–Rather than attempting to identify
motivational stimuli, process perspectives
focus on why people choose certain
behavioral options to satisfy their needs and
how they evaluate their satisfaction after
they have attained those goals.

31. Process - Theories
• Goal Setting Theory
• Vroom’s Expectancy Theory
• Adam’s Equity Theory
• Porter’s Performance Satisfaction Model

32. Goal Setting Theory
• Consists of 3 elements
1) Desire in an individual to attain his or her
goal. When individuals succeed in meeting a
goal, they feel competent & successful.
2) Acceptance by individuals of job &
organisational goals as personal goals. This is
the idea of goal commitment – the extent to
which people invest themselves in meeting a
goal.

33. 3) Goal setting theory emphasizes that beliefs about self
efficiency & goal commitment influence task
performance.
Goals should be
S - Specific
M- Measurable
A – Attainable
R – Realistic
T – Time Bound

34. Equity Theory of Motivation
• Equity Theory
– Is the belief that one is being treated fairly in
relation to others; inequity is the belief that one is
being treated unfairly in relation to others.
• Social Comparisons
– Involves evaluating our own situation in terms of
others’ situations.
• Four Step Process
– People in organizations form perceptions about the
equity of their treatment through a four-step
process.

35. Forming Equity Perceptions
• Step 1: A person evaluates how he or she is being
treated by the firm.
• Step 2: The person forms a perception of how a
“comparison other” is being treated.
• Step 3: The person compares his or her own
circumstances with those of the comparison other to
form an impression of either equity or inequity.
• Step 4: On the strength of this feeling, the person may
choose to pursue one or more alternatives.

36. Expectancy Theory of Motivation
• The Basic Expectancy Model
– Suggests that people are motivated by how much
they want something and the likelihood they
perceive of getting it.
• Effort-to-Performance Expectancy
– A person’s perception of the probability that efforts
will lead to performance.

37. Expectancy Theory of Motivation
(continued)
• Performance-to-Outcome Expectancy
– An individual’s perception of the probability that
performance will lead to certain outcomes.
• Outcomes and Valences
– An outcome is anything that results from performing a
particular behavior.
– Valence is the degree of attractiveness or unattractiveness a
particular outcome has for a person.

38. The Expectancy Theory of Motivation

39. The Porter-Lawler Model
• Since its original conception, the expectancy
theory model has been refined and extended
many times.
• Although convention wisdom argues that
satisfaction leads to performance, Porter and
Lawler argued the reverse: If rewards are
adequate, high levels of performance may lead
to satisfaction.

40. The Porter-Lawler Model (continued)
• According to the model, at the beginning of the
motivational cycle, effort is a function of the value of
the potential reward for the employee (its valence)
and the perceived effort-reward probability (an
expectancy).
• Effort then combines with abilities, traits, and role
perceptions to determine actual performance.

41. The Porter-Lawler Model

42. EXTRINSIC AND INTRINSIC
REWARDS
• Extrinsic rewards—usually financial—are the
tangible rewards given employees by
managers, such as pay raises, bonuses, and
benefits. They are called “extrinsic”
• In contrast, intrinsic rewards are psychological
rewards that employees get from doing
meaningful work and performing it well.

43. • Extrinsic rewards remain significant for workers.
• Pay is an important consideration for most
workers in accepting a job, and unfair pay can be
a strong de-motivator.
• However, after people have taken a job and issues
of unfairness have been settled, it is found that
extrinsic rewards are now less important, as day-
to-day motivation is more strongly driven by
intrinsic rewards.

44. JOB PERFORMANCE

45. Features of job performance
• Performance versus outcomes
• Organizational goal relevance
• Multidimensionality