2. Flow of Presentation
Introduction of topic –
Theories of Motivation
Content Theory- Maslow’s need hierarchy theory
ERG theory
Herzberg theory
Process Theory- Vroom’s expectancy theory
Porter Lawler Model
Contemporary Theory- Equity theory
3. Meaning
Motivation refers to the forces within a person that affect his direction, intensity
and persistence of voluntary behavior.
Motivation is the set of forces that causes people to engage in one behavior
rather than some alternative behavior.
Eg.1- Students who stay up all night to ensure that their term papers are the best
they can be,
Eg.2- Sales people who work on Saturdays to get ahead, and doctors who make
follow-up phone calls to patient to check on their condition are all motivated people.
4. Objective
The objective of motivation is to motivate people to behave
in way that are in the organization ‘s best interest.
Importance
Manager strive to motivate people in the organization to
perform at high levels.it means getting them to work hard,
to come to work regularly and to make positive contribution
to the organization’s mission .
But job performance depends on ability and environment
as well as motivation.
5. Importance Cont.…
This relationship can be stated as follows:
Performance= M+A+E
M= motivation, A= Ability and E= Environment
To reach high level of performance, an employee must
want to do job well(Motivation)
Must be able to do the job effectively(Ability)
And must have the material, resources, equipment and
information to do the job(Environment).
A deficiency in any one of these areas hurts
performance.
6. Needs Hierarchy
Theory
Content Theory Needs Hierarchy Theory
• Maslow arranged five needs in
a hierarchy
• Satisfaction-progression
process
• People who experience self-
actualization desire more
rather than less of this need
• Not much support for Maslow’s
theory
Self-
Actualization
Esteem
Belongingness
Safety
Physiological
7. ERG
Theory
Needs Hierarchy
Theory
ERG Theory
• Alderfer’s model has three
sets of needs
• Adds frustration-regression
process to Maslow’s model
• Somewhat more research
support than Maslow’s
theory
Self-
Actualization
Esteem
Belongingness
Safety
Physiological
Growth
Relatedness
Existence
8. Frederick Herzberg Theory
Late 1950’s and early 1960’s by interviewing 200 accountants
and engineers-
When they felt especially satisfied and motivated by their jobs
and times when they felt dissatisfied and demotivated?
In a content analysis , the words , phrases and sentences
used by respondents are analyzed and categorized according
to their meanings.
To his surprise , Herzberg found that entirely different set of
factor were associated with the two kinds of feeling about
work- e.g. ‘ low pay’ is a source of dissatisfaction instead
‘High pay’ would not be as a source of satisfaction and
motivation.
9. Frederick Herzberg Theory
Herzberg theory is known as dual/two factor theory
consist Motivation – Hygiene theory.
Herzberg observed that motivation is that factor which
presence give satisfaction, but their absence do not
lead to dissatisfaction.
Hygiene factors are those factor whose absence led
to dissatisfaction but their presence do not satisfy the
people.
10. Frederick Herzberg Theory
Motivation factor
Challenging work
Opportunities to receive
recognition
Promotion/Growth in the job
Sense of personal
achievement
Chance to take over new
responsibilities
Hygiene factor
Company policy &
administration
Poor working conditions
Salary
Job security
Quality of supervision
Interpersonal relationship
11. Innate(Natural) Drives Theory
Drive to Bond
Drive to Learn
• Need to form relationships and
social commitments
• Basis of social identity
• Need to satisfy curiosity and
resolve conflicting information
• Basis of self-actualization
Drive to Defend
• Need to protect ourselves
• A reactive (not proactive) drive
• Basis of fight or flight
Drive to Acquire
• Need to take/keep objects and
experiences
• Basis of hierarchy and status
12. Learned Needs Theory
Some needs are learned, not innate
Need for achievement
Desire for challenging and somewhat risky goals,
feedback, recognition
Need for affiliation
Desire to seek approval, conform, and avoid conflict
Try to project a favorable self-image
Need for power
Desire to control one’s environment
Personalized versus socialized power
13. Is Money a Motivator?
• Intrinsic(Essential) vs. Extrinsic Motivation
• Edwin Locke: “If you think money doesn’t matter, stop
paying your employees and see how long they continue
coming to work.”
14. What about Recognition Programs?
• Recognition is about singling people out, making
them feel “above the crowd”
• How many employees can you “single out?”
16. Increasing E-to-P Expectancy
• Train employees
• Select people with required competencies
• Provide role clarification
• Provide sufficient resources
• Provide coaching and feedback
17. Increasing P-to-O Expectancy
• Measure performance accurately
• Describe outcomes of good and poor
performance
• Explain how rewards are linked to past
performance
18. Increasing Outcome Valences
• Ensure that rewards are valued
• Individualize rewards
• Minimize counter valent outcomes
19. The Porter and Lawler Model
Porter & Lawler exploded the complex relationship
between Motivation, Satisfaction and Performance.
Acc to them performance is a function of 03 important
factors,viz;
if employee wants to perform, must be motivated.
motivation does not work alone it requires abilities and
skills as well.
must have the required knowledge of the job.
20.
21. Significance of Porter and Lawler Model
Put the right person on the right job; Match abilities and
trait of individual to the requirements of the job.
Make sure the employee understand their role properly.
22. Equity Theory of Motivation
Proposed by:- J Stacy Adams
Argument:- Job performance and satisfaction is the
degree of equity or inequity that people perceive in
their work situation.
24. Goal Difficulty and Performance
High
Task
Performance
Low Moderate Challenging Impossible
Area of
Optimal
Goal
Difficulty
Goal Difficulty
25. Goal Setting Maps to Expectancy Theory
Specific
Relevant
Challenging Task
Effort
Task
Performance
Feedback
Participation
Commitment
Outcome 1
+ or -
E-to-P
Expectancy
P-to-O
Expectancy
Outcomes
& Valences
Outcome 3
+ or -
Outcome 2
+ or -
26. Theory X & Y of Motivation
Proposed by : - Douglas McGregor
Theory relates to the Assumptions of Manager about
human Natures towards their employees.
27. Theory X Assumptions
People are naturally lazy.
Will avoid work responsibility.
They are concerned with only job security.
People inherently dislike work.
People must be coerced or controlled to do work to
achieve objectives.
People prefer to be directed.
28. Outcome
With these assumptions in mind , theory X states that in
order for manager to motivate their employee they must
use coercion and punishment to ensure that they
achieve the goal of the organization.
Where as
Maslows hierarchy is concerned with fulfilling the needs of
the employee, theory X concerns itself with using the
threat of removing the factors that fulfill those needs.
29. Example:-
Instead of using salary increases and job safety to
motivate employee,
Theory X would use the threat of job loss and salary cuts
to motivate employees.
Over a period of time managers will soon find themselves
unable to effectively motivate employees.
30. Theory Y Assumptions
People view work as being as natural as play and rest.
They exercise self direction and control towards
achieving objectives they are committed to
People learn to accept and seek responsibility.
31. Characteristics of Effective Feedback
Effective
Feedback
Specific
Relevant
Timely
Credible
Sufficiently
frequent
33. Summary
• There are a variety of theories which may be useful in
helping understand employee behavior
• No two employees are the same; being an effective
supervisor requires figuring out what makes individual
employees tick
• Goal Setting isn’t much of a theory; it’s more of a
method or technique. However, it tends to work in most
jobs where performance can be accurately measured
