This document discusses different theories of motivation. It begins by defining motivation as the set of forces that cause certain behaviors and explains that managers aim to maximize desired behaviors. It then discusses determinants of individual performance including motivation, ability, and work environment. The document goes on to explain content and process perspectives on motivation. Content perspectives examine what workplace factors motivate people, discussing theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Process perspectives focus on how people choose behaviors to satisfy needs and evaluate satisfaction, covering expectancy theory, equity theory, and goal-setting theory. The document delves into Vroom's expectancy theory, explaining that motivation depends on desire and likelihood of outcomes. It outlines

1. Ganesh Naik
Dileep Masanakatti
Bharath.R

2. The Nature of Motivation
• Motivation
– The set of forces that cause people to behave in certain
ways.
– The goal of managers is to maximize desired behaviors and
minimize undesirable behaviors.
• The Importance of Motivation in the Workplace
– Determinants of Individual Performance
• Motivation—the desire to do the job.
• Ability—the capability to do the job.
• Work environment—the resources to do the job
– P = M + A + E when:
P = performance
A = ability
M= motivation
E = environment

4. Content Perspectives on
Motivation
• Content Perspectives
Approaches to motivation that
try to answer the
question, “What factors in
the workplace motivate
people?”
• Content Perspectives of
Motivation
 Maslow’s Hierarchy of Needs
 Aldefer’s ERG Theory
 Herzberg’s Two-Factor
Theory
 McClelland’s
Achievement, Power, and
Affiliation Needs

5. Process Perspectives on Motivation
• Process Perspectives
Approaches to motivation that focus on:
• Why people choose certain behavioral options to satisfy their
needs
• How they evaluate their satisfaction after they have attained their
goals.
• Process Perspectives of Motivation
 Expectancy Theory
 Porter-Lawler Extension of Expectancy
Theory
 Equity Theory
 Goal-Setting Theory

6. Vroom’s Expectancy Theory
 Motivation depends on how much we want something and
how likely we are to get it.
 Assumes that:
• Behavior is determined by personal and environmental
forces.
• People make decisions about their behavior in
organizations.
• People have different types of needs, desires, and goals.
• People choose among alternatives of behaviors in selecting
one that that leads to a desired outcome.
• Motivation leads to effort that, when combined with ability
and environmental factors, results in performance which
leads to various outcomes that have value (valence) to
employees.

7. Elements of Expectancy Theory
– Effort-to-Performance Expectancy
• The employee’s perception of the probability
that effort will lead to a high level of
performance.
– Performance-to-Outcome Expectancy
• The employee’s perception of the probability
that performance will lead to a specific
outcome—the consequence or reward
for behaviors in an organizational setting.

8. – Valence
• An index of how much an individual values a particular outcome.
• It is the attractiveness of the outcome to the individual.
– Attractive outcomes have positive valences and unattractive outcomes have
negative valences.
– Outcomes to which an individual is indifferent have zero valences.
– For motivated behavior to occur:
• Both effort-to-performance expectancy and performance-to-outcome
expectancy probabilities must be greater than zero.
• The sum of the valences must be greater than zero.

10. What if a person was motivated to put in effort and expected that his/her
performance would lead to certain (favourable) outcomes but that this
person did not have the actual ability to deliver the performance?
What if a person believed that the reward was not fair for the effort
or the person did not have a favourable perception of the task (an
unpleasant task)?
All these factors could influence effort, performance and so motivation.

11. Porter-Lawler Extension of
Expectancy
– If rewards are adequate, high
levels of performance may lead to
satisfaction.
– 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.

12. The Porter-Lawler Model

13. Types of rewards:
• Extrinsic rewards
outcomes set and awarded by
external parties
Eg: Pay and Promotions
• Intrinsic rewards
outcomes internal to the
individual
Eg: Self-esteem and feelings
of accomplishment