Motivation and its theory. Content theory and process theory. Job Design

1. MOTIVATION
&
ITS THEORIES
Preparedby–Alka Kujur

2. MOTIVATION
Definition :-
Motivation is defined as the desire to achieve a goal or a certain
performance level, leading to goal-directed behaviour.
According to Robbins and coulter, 2010: “Motivation is the process by
which a person’s efforts are energised, directed and sustained toward
attaining a goal.”

3. MOTIVATION THEORIES
CONTENT THEORIES
• Content theories focuses on
“WHAT” motivates human
behaviour.
• Content theories also known
as NEED theories , these are
the earliest theories of
motivation.
• This theory explains the
necessities and requirement
that are essential to
motivate a person.
PROCESS THEORIES
• Process theories are
concerned with “HOW”
motivation occurs.
• Process theories focusses on
what kind of process can
influence our motivation.
• This theory outline various
behavioural patterns of
individuals in fulfilling's their
needs and requirements.

4. MOTIVATION THEORIES
• MAJOR THEORIES OF MOTIVATION
CONTENT THEORIES PROCESS THEORIES
1. MASLOW’S HIERARCHY OF NEEDS THEORY – By
Abraham Maslow
2. ALDERFER’S ERG THEORY- By Clayton P. Alderfer
3. HERZBERG’S TWO FACTOR THEORY- By Frederick
Herzberg
4. McCLELLAND ACHIEVEMENT MOTIVATION
THEORY- By David McClelland
5. McGREGOR’S THEORY X AND THEORY Y- By
Douglas McGregor
1. Z THEORY- By William Ouchi.
2. VROOM’S EXPECTANCY THEORY- By Victor
H. Vroom
3. PORTER AND LAWLER MODEL- By Layman
Porter and Edward Lawler
4. ADAM’S EQUITY THEORY- By John Stacey
Adams
5. GOAL SETTING THEORY- By Edwin Locke
6. REINFORCEMENT THEORY- By B.F Skinner

5. CONTENTTHEORIES: -
1. MASLOW’S HIERARCHY OF NEEDS THEORY – By Abraham Maslow

6. CONTENTTHEORIES: -
1. MASLOW’S HIERARCHY OF NEEDS THEORY – By Abraham Maslow
• According to this theory, individuals strives to seek a higher need when lower needs are fulfilled.
• Maslow’s identified 05 general types of Motivating needs:-
i) Physiological Needs:- It includes the most basic needs for humans to survive like Water ,
Clothes , Shelters, Food etc.
ii) Safety Needs : - It includes personal security, health , wellbeing and safety.
iii) Belonging Needs : - This is where people need to feel sense of belonging and acceptance.
It is about relationships, families and friends.
iv) Self Esteem Needs:- Esteem needs are two fold in nature.
a) Self Esteem – Includes Self confidence, achievement, competence,
self respect, Knowledge.
b)Esteem of Others- it related to one’s reputation, need for status, for
recognition, appreciation deserve from fellows and associates.
v) Self Actualization:- This needs for realizing one’s own potentiality to continued self
development. It is the desire to become what one is capable of becoming.

7. CONTENTTHEORIES: -
2. ALDERFER’S ERG THEORY- By Clayton P. Alderfer
• Existence Needs:- It includes all material and
physiological desires (e.g., food, water, air, clothing,
safety, physical love and affection).
• Relatedness Needs:-Encompass social and external esteem;
relationships with significant others like family, friends,
co-workers and employers. This also means to be
recognized and feel secure as part of a group or family.
• Growth Needs:-Internal esteem and self-actualization;
these impel a person to make creative or productive effects
on himself and the environment (e.g., to progress toward
one's ideal self). This includes desires to be creative and
productive, and to complete meaningful tasks.

8. CONTENTTHEORIES: -
3. HERZBERG’S TWO FACTOR THEORY- By Frederick Herzberg
• According to Herzberg two kind of factor affect motivation . They are:-
i. Hygiene Factors:- There are some conditions of a Job which operate primarily to Dissatisfy
employees when they are not present . However, the presence of this
conditions does not bring strong motivation. Hygiene factors are extrinsic
(External motivators) and includes factors such as company policies,
interpersonal relationship (with peers, supervisors and subordinates),
Salary, Job security, personal life, working condition and status.
ii. Motivators:- There are some job conditions which, if present, build high levels of motivation
and job satisfaction. However, if these conditions are not present, these do not
cause dissatisfaction. They are intrinsic factors (internal motivators) such as
Achievement, Recognition, the work itself, personal growth and responsibilities.

9. CONTENTTHEORIES: -
4. McCLELLAND ACHIEVEMENT MOTIVATION THEORY- By David McClelland
• Identified three motivators that he believed we all have: a need for achievement, a need
for affiliation, and a need for power.
i. Need of Power (n Pow): this is the need to dominate, influence and control
others. Power speaks about the ability to manipulate or control the activities of
others to suit one’s own purposes.
ii. Need of Affiliation (Application) (n Aff): the need for affiliation is a social need,
for companionship and support, for developing meaningful relationship with
people.
iii. Need of Achievement (n Ach): this is a need for challenge, for personal
accomplishment and success in competitive situations.

10. CONTENTTHEORIES: -
5. McGREGOR’S THEORY X AND Y THEORY - By Douglas McGregor

11. PROCESSTHEORIES:
1. Z THEORY- , By William Ouchi and W.J Reddin.
• Pioneers in the development of these theory includes Douglas McGregor for X & Y theory
and Dr. William Ouchi and W. J Reddin for Z theory of Motivation.
• Theory Z is an approach to management based upon a combination of American
management philosophies (speedy decision making, risk taking skills, individual
autonomy, innovations and creativity)and Japanese management philosophies (Social
cohesion, job security, concern of employees)
• It is characterised by :
i. long-term job security : Assurance that able to work for long term.
ii. Trust : Between employees, supervisors, work groups, management, union and
Government.
iii. Organisational-employee relationship : Strong linkage between employees and the
organisation.
iv. Employee participation : Employees are invited to suggest but the final decision is
given by the management.
v. Structureless organisation : Team work and cooperation, sharing of information,
resources and plans at various levels without any frictions.
vi. Holistic concern for employees : To create a healthy work climate where employees
do not see any conflict between their personal and organisation goals.

12. PROCESSTHEORIES:
2. VROOM’S EXPECTANCY THEORY- By Victor H. Vroom
• Vroom distinguishes between the effort people put in, their performance and the final result. His
theory primarily relates to motivation within a work environment. When employees can make
choices in their work, Victor Vroom argues that they will mostly choose that what motivates them
the most.
• Victor Vroom uses a formula to calculate the motivational force:
Motivational force = Expectancy x Instrumentality x Valence

13. PROCESSTHEORIES
3. PORTER AND LAWLER MODEL- By Layman Porter and Edward Lawler
• Promoted the thesis that performances causes satisfaction.
• Explored the relationship between motivation, satisfaction and performance.
• This model suggest that performance leads to satisfaction. The major variables in the
model are :-
i. Effort – The amount of energy exerted by an employee to perform a given task.
ii. Performance – It depend on the amount of effort exerted, on persons ability and the
way he perceives the role he should play.
iii. Reward- It may be intrinsic or extrinsic
iv. Satisfaction – An internal cognitive state, which is derived from the extent to which
rewards are given.

14. PROCESSTHEORIES
4. ADAM’S EQUITY THEORY- By John Stacey Adams
• People maintain a fair relationship between the performance and rewards in comparison to
others.
• It is based on the following assumptions:
1. Individuals make contributions (inputs) for which they expect certain rewards (outcomes).
2. To validate the exchange, an individual compares his input and outcomes with those of others and try to
rectify the inequality.
• Overpaid Inequity: When an individual perceives that his outcomes are more as compared to his
inputs, in relation to others. The overpaid inequity can be expressed as:
• Underpaid Inequity: When an individual perceives that his outcomes are less as compared to his
inputs, in relation to others. The Underpaid Equity can be expressed as:
• Equity: An individual perceives that his outcomes in relation to his inputs are equal to those of others.
The equity can be expressed as

15. PROCESS THEORIES
5. GOAL SETTING THEORY- By Edwin Locke
• This theory state that goal setting is essentially linked to task performance. It states that specific and
challenging goals along with appropriate feedback contribute to higher and better task performance.
• Three most important criteria that Goal must meet if they are to influence the behavior of organization
members.
a) Goal specification-
i. Goal must be very specific and clear (to avoid misunderstanding).
ii. Goal must have some deadlines.
iii. Goal must be measurable.
b) Goal difficulty and challenge –
i. The more difficult and challenging the goal is, the higher the level of motivation and performance.
ii. Challenging Goals energize us because we have to work harder to attain them.
iii. When goals are Difficult, people persist in trying to achieve them.
c) Goals Acceptance and Feedback-
i. The person has to feel some personal ownership of the Goals and must have commitment to achieve it.
ii. People do better when they get feedback on how well they are progessing towards their Goal because
feedback helps to identify discrepancies between what they have done and what they want to do.

16. PROCESSTHEORIES
6.REINFORCEMENT THEORY- By B.F Skinner
• It is based on why some behaviours are maintained and change over time. It is based on the fairly simple
assumption that result in rewarding consequences are likely to be repeated, whereas behaviour that result
in punishing consequences are less likely to be repeated.

17. Organisation Behaviour Modification
• It is the set of techniques by which reinforcement theory is used to modify human
behaviour. Behaviour modification is the process of changing patterns of human
behaviour over the long term using various motivational techniques, mainly
consequences (negative reinforcement) and rewards (positive reinforcement).
• The following steps are suggested by K.E. Chung.
a) Define the Target Behaviour: it refers to a specific behaviour that management wants to
modify (Attendance, cooperation & production).
b) Develop performance Goals: The target behaviour need to be translated into specific
performance goals (improving attendance, increasing sales or expending market shares.
c) Assess performance progress: Performance of the employees should be periodically assessed
to provide feedback.
d) Match performance with rewards: Rewards can be tied to performance on an individual or a
group basis.

18. JOB DESIGN
• The Job Design means outlining the task, duties, responsibilities, qualifications, methods
and relationships required to perform the given set of a job.
• There are several important methods and techniques that the management uses while designing
the jobs. These are:
1) Job Simplification :- Jobs are divided into smaller components and subsequently assigned
to workers as whole jobs (Eg. Dominos).
2) Job enlargement :- The horizontal expansion of jobs wherein more and more activities, and
tasks are added to the existing job scope at the same level in the organization.
3) Job Rotation :- An employee is shifted from one job role to the other, with the purpose of
familiarizing him with all the verticals of an organization.
4) Job enrichment :- The opportunity given to the employees to explore their abilities when
some tough task is assigned to them. The job enrichment is the vertical restructuring of
moral excellence in which more authority, autonomy, control is given to the employees to
perform a given set of a job.

19. JOB CHARACTERISTICS MODEL- by Hackman and Oldham
• According to this theory employees will work hard when they are rewarded for the work they
do and the work gives them satisfaction. There are five core Job dimensions which can
describe job:-
i. Skill Variety- The degree to which the Job requires that workers use a variety of different
activities, talents and skills in order to successfully complete the job requirements.
ii. Task identity- The degree to which the job allows workers to complete whole task from
start to finish rather than disjoint portions of the job.
iii. Task significance- The degree to which Job significantly impact the lives of others both
within and outside the workplace.
iv. Autonomy- The degree to which the job allows workers freedom in planning and
scheduling and the methods used to complete the job.
v. Feedback- The degree to which the job itself provides workers with clear, direct and
understandable knowledge of their performance.

20. Continued……
JOB CHARACTERISTICS MODEL-

21. Thank You