This document discusses theories of motivation and how organizations can motivate employees. It describes content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. It also discusses process theories such as expectancy theory and equity theory. The document then covers how job design, goal setting, and other techniques can be used to motivate performance at work. Managers are advised to recognize individual differences, use goals and feedback, allow participation, link rewards to performance, and ensure equity.

1. Motivation
Motivation is the willingness to exert high
levels of effort towards organizational
goals, conditioned by the effort’s ability to
satisfy some individual need.
It is the relationship between needs, drives
and incentives.

2. Theories of Motivation
1.Content theories :
 Maslow’s Hierarchy of Needs.
 Herzberg’s two- factor theory.
 Alderfer’s ERG Theory.
 McClelland’s theory of Needs.

3. Maslow’s Hierarchy of Needs
This theory puts five human needs in a
pyramid, depicting basic needs at the
bottom.
These needs are physiological, safety,
social, esteem and self actualization
needs.
When the lower needs are satisfied, a
person seeks to achieve higher needs.

4. Maslow’s Hierarchy of Needs
 Lower order needs are physiological and
safety needs. These needs are satisfied
externally.
 Higher order needs such as
social, esteem, and self actualization are
satisfied externally.

5. Herzberg’s two-factor theory.
 Herzberg makes a distinction b/w factors
that affect job satisfaction and factors
that affect motivation.
 Hygiene factors are the ones which will
ensure that people will not be dissatisfied
at work.
e.g. Company policy, a good
boss, salary, supervision.

6. Herzberg’s two-factor theory.
 Motivating factors are different from
hygiene factors.
 Motivators are factors such as job
challenge and independence to work
which cannot be provided by the external
environment… they are the characteristics
of the job itself.

7. McGregor’s Theory X and Theory Y
 Theory X believes that employees dislike
work and responsibility, are lazy. They
must be coerced to perform.
 Theory Y believes that employees like to
work, are creative, seek
responsibility, and can exercise self-
direction.

8. Mc Clelland’s theory of Needs
 Need for Achievement – the individual has
the drive to excel, strives to succeed.
 Need for Power- the need to make sure
that others behave in a way in which they
would not have otherwise behaved.
 Need for Affiliation – the desire for
friendly and close interpersonal
relationships.

9. Theories of Motivation
2. Process theories :
Vroom’s Expectancy theory
Equity theory

10. Expectancy Thoery
This theory is based on three relationships-
1. Effort-performance relationship.
2. Performance-reward relationship.
3. Rewards-personal goals relationship.

11. Equity theory
 This theory says that individuals compare
their job inputs and outcomes with those
of others.
 The individual may perceive himself to be
under-rewarded, over-rewarded or fairly
rewarded.
 The individual then makes an effort to
eliminate any inequities.

12. Equity Theory
 Distributive justice- perceived fairness of
the amount and allocation of rewards
among individuals.
 Procedural justice – perceived fairness of
the process used to determine the
distribution of rewards.

13. Implications for Managers
 Recognize individual differences.
 Use Goals and Feedback.
 Allow employees to participate in
decisions that affect them.
 Link Rewards to Performance.
 Check the system for Equity.

14. How do Organizations
Motivate people at work
 Motivating Performance through Job
Design
 Motivating Performance through Goal
Setting.

15. Job Design
 Job Characteristics Model
 Job Enlargement
 Job Rotation
 Job Enrichment
 Quality of Worklife

16. Job Characteristics Model
Core Job Characteristics-
1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback
MPS=(1+2+3)/3 *4*5

17. MBO
 Consensus on key goals and objectives.
 Sketch a plan of action.
 Control of behaviour.
 Periodic appraisal and reviews.

18. Goal Setting
 Goals should be specific
 Goals should be difficult and challenging
 Goals must be owned and accepted
 Goals must have a specific time frame
 Goals must be measurable.

19. Implications for Managers
 Recognize individual differences.
 Use Goals and Feedback.
 Allow employees to participate in
decisions that affect them.
 Link Rewards to Performance.
 Check the system for Equity.