This document summarizes several theories of motivation. It discusses Maslow's hierarchy of needs, Herzberg's two-factor theory, Alderfer's ERG theory, Vroom's expectancy theory, Porter and Lawler's model, equity theory, attribution theory, and goal setting theory as ways to understand what motivates individual and workplace behavior. It also covers how motivation relates to job design and performance management in organizations.

1. CHAPTER 7 MOTIVATION By- Aastha Tyagi

2. Motivation “ A great man is one who can make a small man feel great, and perform great.”

3. MOTIVATION ??? it is defined as a driving force that initiates and directs behavior. motivation is a kind of internal energy which drives a person to do something in order to achieve something. It is a temporal or dynamic state within a person which is not concerned with his/her personality

4. MOTIVATION Derived from Latin word movere , which means to move . Stephen P. robbins --- “the willingness to exert high levels of effort towards organizational goals, conditioned by the effort’s ability to satisfy some individual needs.”

5. MOTIVATION PROCESS Physiological/ psychological deficiency (NEED) Individual behaves in certain manner (DRIVE / MOTIVE) Achieves a particular goal (INCENTIVE)

6. NEED:-- a physiological or psychological imbalance leads to creation of need. DRIVES (MOTIVES):-- propel individuals to attain their goals or satisfy their need INCENTIVES:-- anything that can mitigate a need and decrease the intensity of a drive

7. CLASSIFICATION OF MOTIVES 1. Primary Motives :-- Not learned Physiological based.

8. 2. General Motives (Stimulus motives):-- Nether purely primary nor secondary. Not learned and not physiologically based. Stimulate tension within a person Curiosity, manipulation & activity motives Affection motives (love )

9. 3. Secondary motives:-- Are learned or acquired over time. Power Motive Achievement Motive (TAT) Affiliation Motive Security Motive Status Motive - Moderate degree of risk taking - Need for prompt and precise feedback - Satisfaction with achievement than rewards - Dedication towards the task NOTE: STATUS – rank a person holds relative to others within a group, organization or society

12. CONTENT THEORY (“what”) 1. Maslow’s Need Hierarchy:-- Needs were categorized as five levels of lower- to higher-order needs. Individuals must satisfy lower-order needs before they can satisfy higher order needs. Satisfied needs will no longer motivate. Motivating a person depends on knowing at what level that person is on the hierarchy. Hierarchy of needs Lower-order (external): physiological, safety Higher-order (internal): social, esteem, self-actualization

13. Maslow’s Hierarchy of Needs PHYSIOLOGICAL OR SURVIVAL NEEDS Food, drink, shelter, sex, warmth, physical comfort MOST NEEDS HAVE TO DO WITH SURVIVAL PHYSICALLY AND PSYCHOLOGICALLY

14. Maslow’s Hierarchy of Needs PHYSIOLOGICAL OR SURVIVAL NEEDS SAFETY NEEDS Job security, safety regulations

15. Maslow’s Hierarchy of Needs PHYSIOLOGICAL OR SURVIVAL NEEDS SAFETY NEEDS SOCIAL NEEDS Friendship, love, affection, belongingness

16. Maslow’s Hierarchy of Needs PHYSIOLOGICAL OR SURVIVAL NEEDS SAFETY NEEDS LOVE, AFFECTION, AND BELONGINGNESS NEEDS ESTEEM NEEDS Ego, status, respect, prestige, promotion, influence, power, recognition,et.

17. Maslow’s Hierarchy of Needs SELF- ACTUALIZATION NEED FOR MASLOW EMPHASIZES NEED FOR SELF ACTUALIZATION IS A HEALTHY I NDIVIDUAL’S PRIME MOTIVATION It explains why people write poetry, plays, book and music, play music, act in films, take up hobbies, climb mountains, take part in charity activies, etc.

18. Maslow’s Hierarchy of Needs SELF- ACTUALIZATION NEED FOR MASLOW EMPHASIZES NEED FOR SELF ACTUALIZATION IS A HEALTHY INDIVIDUAL’S PRIME MOTIVATION SELF-ACTUALIZATION MEANS ACTUALIZING ONE’S POTENTIAL BECOMING ALL ONE IS CAPABLE OF BECOMING Challenging projects, opportunity for innovation and creativity

19. Maslow’s Hierarchy of Needs PHYSIOLOGICAL OR SURVIVAL NEEDS SAFETY NEEDS LOVE, AFFECTION, AND BELONGINGNESS NEEDS ESTEEM NEEDS SELF- ACTUALIZATION

20. 2. Herzberg’s 2 factor Theory Critical Incident Method. Interviewed 200 accountants When did you feel good about your job? When did you feel exceptionally bad about your job?

21. -- Job satisfaction and job dissatisfaction are created by different factors. Hygiene factors (job context factors): extrinsic ( job environment) factors that create job dissatisfaction. Motivators (job content): intrinsic (psychological factors/job content ) factors that create job satisfaction. Attempted to explain why job satisfaction does not result in increased performance. The opposite of satisfaction is not dissatisfaction, but rather no satisfaction.

22. Satisfaction vs. Dissatisfaction Motivators Achievement Growth Recognition Responsibility Hygiene Compensation Fringes Supervision Work Conditions

23. Exhibit 16–3 Contrasting Views of Satisfaction-Dissatisfaction

24. 3. Alderfer’s ERG Theory Existence needs relatedness needs Growth needs

25. Maslow’s Herzberg’s Alderfer’s motivational hygiene physiological needs safety and security belonginess and social needs esteem and status Self actualisation Working condition pay Company policy Job security relationships Advancement Recognition status Work itself Achievement Growth responsibility existence Relatedness Growth

26. THE PROCESS THEORIES

27. 1. Vroom’s Expectancy Theory VIE theory Valence: strength of individual’s preference for expected outcome Instrumentality : degree to which a first-level outcome would help in attaining the desired second level. Expectancy: probability that performing a specific action would produce a particular first level outcome.

28. Effort-performance relationship Performance-reward relationship Rewards-personal goals relationship

29. 2. Porter Lawler Model Tried to explore the complex relationship between motivation, satisfaction and performance and pointed out the efforts put in by an employee did not directly result in performance.

30. Performance is dependent on: Employee desire to perform Ability and skills Clear perception of role

31. Important variables: Effort Performance Rewards Satisfaction

32. CONTEMPORARY THEORIES OF WORK MOTIVATION

33. 1. Equity theory 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.

34. EQUITY: Person’s outcomes = other’s outcomes person’s inputs other’s inputs INEQUITY:

35. Self-inside Self-outside Other-inside Other-outside

36. Choices in front of an employee: Change in inputs Change in outcomes Distort perceptions of self Distort perceptions of others Choose a different referent leave the field

37. 2. Attribution Theory It identifies attributions made by people as the basis for their motivation. Explains the relationship between personal perception and interpersonal behavior

38. Locus of control Consensus, consistency and distinctiveness have an impact on the type of attributions made by persons

39. Findings: External factors: - Bad-luck attribution Good-luck attribution Internal factors: Challenging goals Desire for achievement

40. OTHER EMERGING THEORIES cognitive phenomenon Control Theory control function (integral part of management process) Agency theory

41. MOTIVATING PERFORMANCE THROUGH JOB DESIGN Job engineering Job enlargement Job rotation Job enrichment Quality of work life Job characteristics - skill variety - task identity - task significance - autonomy - feedback

42. MOTIVATING PERFORMANCE THROUGH GOAL SETTING Goal should be specific goal should be difficult and challenging Goal must be owned and accepted Goals must have a specific time frame Goals should be measurable

43. Barriers to effective goal setting Lack of top management support Lack of communication Content of goal Technical incompetence

44. Application of goal setting to organizational system performance The process Consensus on key goals Plan of action Control behavior Periodic appraisal and reviews