2. meaning
Motivation is a process that starts with a psychological
need that activates a drive that is aimed at an incentive
elements of motivation
Need Drive Goals/Incentives
(Deficiency) (fulfills deficiency)
3. Need : physiological or psychological deficiency or
imbalance in an individual will result in a need.
e.g. hunger thirst
Drive: physiological drive is a condition which causes a
person to work in a particular direction
Incentive : anything that mitigate the drive and decrease the
intensity of the drive
5. Primary motive
two criteria must be met in order for a motive to be
included in the primary
1) It must be unlearned,
2) and it must be physiologically based
eg: Hunger, thirst, sleep, avoidance of pain
Hunger, thirst, sleep, avoidance of pain
6. General Motives:
A motive is considered to be a general motive if
1) it is not learned,
2) but is also not based on physiological need.
general motives stimulate tension within the individual.
They are also called “stimulus motives”
eg: curiosity, affection motive
7. Secondary motive
It is a motive that has been learned or acquired over
time
The power motive
The achievement motive
The affiliation motive
The security motive
The status motive
8. theories of motivation
the major theories of motivation can be classified in the
following heads
i. Content theory
ii. Process theory
iii. Contemporary theory
iv. Management by objectives
v. Participative management
vi. Job design
9. Content theories of motivation
1. The content theories of motivation attempt to identify
and prioritize the needs and derives that motivate
people at work.
The theories are:
Maslow’s Hierarchy of Needs
Herzberg’s Two-factor Theory of Motivation
Alderfer’s ERG theory
10. Maslow’s Hierarchy of Needs
Abraham Maslow
Chapter-7 10
Self actualization
needs
Esteem needs
(Important projects,
Recognition, prestigious office
location)
Social needs
(Good
coworkers, peers, superiors, custo
mers)Safety or Security Needs
(Job security; benefits like life insurance; safety
regulations)
Physiological needs
(Basic pay, Workspace, heat, water company cafeteria)
(Challenging projects,
Opportunities for innovation
and creativity, training)
11. Two-Factor Theory:
Herzberg’s classification of needs as hygiene
factors and motivators.
He conducted a study to find out the job
satisfaction and dissatisfaction factors
Job satisfiers were associated with job
content and job dissatisfiers were related to job
context ( circumstances/ situation)
satisfiers were called motivators and
dissatisfiers were called hygiene factors
Chapter-7 11
12. Hygiene Factors (Needs): they are preventive in
nature they are responsible for preventing dissatisfaction
14. Alderfer’s ERG Theory:
Clayton alderfer modified and reduced Maslow's five
needs to three levels
Existence needs – These are associated with the
survival and physiological wellbeing of an individual
Relatedness needs – These needs emphasize the
significance of social and interpersonal relationship.
Growth needs – These needs are related to a person’s
inner desire for personal growth and development.
15. According to Alderfer : a person’s background or cultural
environment may cause the relatedness needs to
predominate over unfulfilled existence needs
It is also possible that intensity of growth needs will
increase in the degree to which they are satisfied
16. The Relationship between Maslow,s Hierarchy
of Needs, Herzberg’s Two-Factor Theory and
Alderfer’s ERG Needs
Chapter-7 16
Self-actualization
and fulfillment
Esteem and status
Belongings and
social needs
Safety and
security
Physiological
needs
Growth
Relatedness
Existence
Work itself Achievement
Possibility of growth
Responsibility
Advancement
Recognition
Status
Relations with supervisors
Peer relations
Relations with subordinates
Quality of supervisions
Company policy
and administration
Job security
Working conditions
Pay
Motivation
factors
Hygiene
factors
17. The Process Theories of Work Motivation
The process theories of motivation deal with “How” of
Motivation.
1) Vroom's’ Expectancy Theory
2) The Porter-Lawler Model
18. Vroom's’ Expectancy Theory
• The theory is based on three variables –
valence, instrumentality and expectancy – and is
therefore commonly termed VIE theory.
• An individual will act in a certain way based on the
expectation that the act will be followed by a given
outcome and on the attractiveness of that outcome to the
individual.
19. valence:
means the attraction of an outcome to the individual
1) Valence is +ve if person prefer to attain a particular
outcome
2) valence is –ve if person is not interested in the
outcome
20. Instrumentality refers to the degree to which a first-level
outcome would help in attaining the desired second-level
outcome
Instrumentality serves as an input for valence
21. Expectancy is the probability that performing a
specific action would produce a particular first-level
outcome or effort.
22. Chapter-7 22
Performance
Instrumentality
belief
that if I do better,
I get a better reward
Effort
Expectancy
Belief that if I try had
I can do better
Outcome
Valence
Value of the outcome
to the person
Vs indifference or aversion
Motivation
23. The Porter-Lawler Model
Porter and Lawler tried to explore the complex
relationship between motivation, satisfaction and
performance, and pointed out that efforts put in by an
employee did not directly result in performance
24. • 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.
25. important variables in the model
• 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.
• Reward: employee is rewarded acc. 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.
26. The Contemporary Theories of Work
Motivation
• Equity Theory
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.
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
27. Chapter-7 27
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
28. Management by objectives
• Technique used by managers to motivate employees to
perform well by using the goal setting technique
process Of MBO
• Consensus on key goals and objectives
• Sketch a plan of action
• Control of behavior
• Periodic appraisal and reviews:
29. Motivation of Performance Through Job
Design and Goal Setting:
“Job design” can be defined as the process of
structuring tasks and responsibilities into a job in an
attempt to make the job more meaningful, significant
and satisfying.
The theory of goal setting as propounded by
Locke, Wood and Mento is based on the principle that
difficult goals stimulate performance and commitment.
Chapter-7 29
30. Approaches to job design
Job engineering approach to job design
Job enlargement approach
Job rotation
Job enrichment
Chapter-7 30
32. Job enlargement
• Simply adds more tasks to the job so that the worker has
a variety of simple tasks to perform rather than doing just
one task repeatedly
34. Job enrichment
• It involves providing employees with more control over
the work they do. By providing them with more authority
and responsibility, it may encourage them to seek out
better and more efficient ways to accomplish their
task, leading to a potential increase in productivity.
35. Participative management
• Participative management is defined as a management
style in which leaders place emphasis on employees’
involvement in the management process. This
management method is also known as employee
involvement or participative decision making,
