The document discusses various theories and concepts related to motivation and leadership. It defines motivation as the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal. Several theories of motivation are described, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Vroom's expectancy theory. Leadership styles such as autocratic, bureaucratic, democratic, transformational, and laissez-faire are also outlined, along with when each style is most appropriate to use. Job performance is defined as an individual-level variable referring to whether a person performs their job well.

1. UNIT-4

2. MOTIVATION
the processes that account for an individual’s
intensity, direction, and persistence of effort toward
attaining a goal.
it is condition that is initiated by a physiological or
psychological deficiency or need in an individual, which
causes the individual to behave in a certain manner in
order to achieve a particular goal or incentive.

3. Elements of Motivation
Physiological/
Psychological
deficiency
(NEED)
Achieves a
particular goal
(INCENTIVE)
Individual
behaves in a
certain
manner
(DRIVE)
these elements are interactive and interdependent

4. Need : physiological or psychological deficiency
or imbalance in an individual will result in a need.
For e.g. hunger thirst
But psychological need may sometimes arise without
any deficiency or imbalance. e.g. strong need for
progress.
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. Early Theories of Motivation
Hierarchy of Needs Theory
within every human being, there exists a
hierarchy of five needs.
(1) physiological
(2) safety
(3) social
(4) esteem
(5) self-actualization

6. Maslow’s Hierarchy of
Needs
 Abraham Maslow
Self actualization
needs
Esteem needs (Important projects,
Recognition, prestigious office
location)
Social needs (Good
coworkers, peers, superiors, customer
Safety osr) Security Needs
(Job security; benefits like life
insurance; safety regulations)
Physiological needs
(Basic pay, Workspace, heat, water
company cafeteria)
Chapter-7
(Challenging projects,
Opportunities for innovation
and creativity, training)

7. 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

8. Hygiene Factors (Needs): they are preventive in
nature they are responsible for preventing
dissatisfaction.
They are similar to lower level needs in Maslow’s
hierarchy
 Presence of able supervisors
 administrative policies of the org.
 Fair pay
 Good interpersonal relations
 Conducive working conditions
Once hygiene factors have been
addressed, organization can make use of
motivators to make people feel motivated and
satisfied

10. • McClelland’s Theory of Needs
- focuses on three needs:
(1)Need for achievement (nAch)
(2)Need for power (nPow)
(3)Need for affiliation (nAff)
- has had the best research support, but
has less practical effect than others.

11. Alderfer’s ERG Theory:
 Clayton Alderfer : proposed a continuum of
needs rather than a hierarchy
 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.

12. The Relationship between Maslow,s
Hierarchy of Needs, Herzberg’s Two-
Factor Theory and
Alderfer’s ERG Needs
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

13. Vrooms’ Expectancy Theory of
Motivation
 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.
 Valence (V) denotes the strength of an individual’s preference for a
particular outcome.
 valence is value or expected utility
 Valence is +ve if person prefer to attain a particular outcome
 valence is –ve if person is not interested in the outcome

14. 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.

15. • Reinforcement Theory
- reinforcement conditions behavior.
- people learn to behave to get something they
want or to avoid something they don’t want.
- behaviorism: people learn to associate
stimulus and response, but their conscious
awareness of this association is irrelevant.

16. - social-learning theory: behavior is a
function of consequences.
(1) attentional processes
(2) retention processes
(3) motor reproduction processes
(4) reinforcement processes

17. Equity Theory/Organizational Justice
- individuals compare their job inputs and
outputs with those of others and then
respond to eliminate any inequities.
- four referent comparisons: self-inside/
outside, other inside/outside.

18. JOB PERFORMANCE
Job performance is a commonly used, yet poorly defined
concept in industrial and organizational psychology, the
branch of psychology that deals with the workplace. It's also
part of Human Resources Management. It most commonly
refers to whether a person performs their job well. Despite
the confusion over how it should be exactly
defined, performance is an extremely important criterion
that relates to organizational outcomes and success. Among
the most commonly accepted theories of job performance
comes from the work of John P. Campbell and colleagues.
Coming from a psychological perspective, Campbell
describes job performance as an individual level variable.
That is, performance is something a single person does. This
differentiates it from more encompassing constructs such as
organizational performance or national performance which
are higher level variables.

19. Features of job
performance

20. Different types of performance

22. LeadershipStyles
• Autocratic
(Authoritarian)
• Bureaucratic
• Democratic
• Coercive
• Transactional
• Transformational
• Laissez-Faire
22

23. 23
Autocratic(Authoritarian)
• Manager keep hold of power (classical approach)
• Manager is decision-making authority
• Manager does not consult employees for input
• Subordinates expected to obey orders
without explanations
• Motivation provided through structured
rewards and punishments

24. When touse Autocratic
24
• New, untrained employees
• Employees do not respond to any
other leadership style
• High-volume production needs
• Limited time for decision making
• Manager’s power is challenged by
an employee

25. 25
When toNottouseAutocratic
• Employees expect to have their opinions
heard
• Employees begin depending on their
manager to make all their decisions
• There is low employee morale, high
turnover and absenteeism and work
stoppage

26. Who are Autocratic
Leaders? (usually)
•Many military leaders are considered Autocratic Leaders.
• Prison systems almost have to use an autocratic style, along
with other places where it is too risky to leave anything
questionable and unanswered.
• Factories often require high volume production on a daily
basis—we often see autocratic leadership styles used to increase
efficiency
26

27. 27
Bureaucratic
• Manager manages “by the
book¨
• Everything must be done according to
procedure or policy
– When considering leadership traits,
Integrity is often listed as one of the most
valuable traits a leader could possess.
If it isn’t covered by the book, the
manager refers to the next level
above him or her
•
• Police officer more than leader

28. Whentouse
Bureaucratic
28
• Performing routine tasks
• Need for standards/procedures
• Use of dangerous or delicate equipment
• Safety or security training being conducted
• Tasks that require handling cash

29. 29
When nottouse
Bureaucratic
• This style is ineffective when:
• Employees lose their interest in their
jobs and in their fellow workers.
• Employees do only what is expected of
them and no more.

30. Who are
BureaucraticLeaders?
Law enforcement absolutely
needs bureaucratic leaders
30
Anytime there is an exchange of money,
or someone is required to manage
money, we hope to have bureaucratic
leaders, or people with bureaucratic
skills in those positions

31. 31
Democratic
• Often referred to as participative style
• Keeps employees informed
• Shares decision making and problem
solving responsibilities
• “Coach” who has the final say, but…
• Gathers information from staff
members before making decisions
– Because a democratic leader welcomes team input
and facilitates group discussion, it is often referred
to as a participative leadership style

32. 32
DemocraticContinued
• Help employees evaluate their
own performance
•
•
Allows employees to establish goals
Encourages employees to grow on the job
and be promoted
•
•
Recognizes and encourages achievement
Can produce high quality and high quantity
work for long periods of time

33. When to use
Democratic
33
•
•
To keep employees informed
To encourage employees to share in
decision- making and problem-solving
• To provide opportunities for employees to
develop a high sense of personal growth
and job satisfaction
Complex problems that require a lots of
input To encourage team building and
participation.
•
•

34. 34
When nottouseDemocratic
• Democratic leadership should not be used
when:
• There is not enough time to get everyone’s
input.
• It’s easier and more cost-effective for the
manager to make the decision.
• The business can’t afford mistakes.
• The manager feels threatened by this type
of leadership.
• Employee safety is a critical concern.

35. 35
Coercive
•
•
•
Power from a person’s authority to punish
Most obvious types of power a leader has.
Good leaders use coercive power only as
a last resort:
– In today’s sophisticated and complex
workplace, excessive use of coercive power
unleashes unpredictable and destabilizing forces
which can ultimately undermine the leader using
it.

36. When touseCoercive
36
• To meet very short term goals
• When left with no other choice
• In times of crisis or threats to the
survival of the organization at large,
coercion may come to the forefront
• In those types of situations, employees
must be fired, those who fail to
conform to the organizational goals
for survival will be most likely
candidates for termination

37. 37
Transactional
• Motivate followers by appealing to their own
self- interest
• Motivate by the exchange process.
– EX: business owners exchange status and wages
for the work effort of the employee.
• Focuses on the accomplishment of tasks &
good worker relationships in exchange for
desirable rewards.
• Encourage leader to adapt their style and
behavior to meet expectations of followers

38. • Leader wants to be in control
• When there are approaching
deadlines that must be met
• Relationship is short term
When to use
Transactional
38

39. 39
Transformational
•
•
Charismatic and visionary
Inspire followers to transcend their self-
interest for the organization
Appeal to followers' ideals and values
Inspire followers to think about problems
in new or different ways
Common strategies used to influence
followers include vision and framing
•
•
•

40. 40
Transformationalcont.
•  Instils feelings of confidence, admiration and commitment
 Stimulates followers intellectually, arousing them to develop
new ways to think about problems.
 Uses contingent rewards to positively reinforce desirable
performances
 Flexible and innovative.
•
•
•

41. •
part of the organization and have
ownership to it
•
•
•
When leaders are building a sense of purpose
When the organization has a long term plan
When people need to be motivated
41
Transformation
When leaders want me
a
mb
lers to be an active

42. 42
Laissez-Faire
•
•
•
•
•
Also known as the “hands-off¨ style Little
or no direction
Gives followers as much freedom as
possible All authority or power is given to
the followers
Followers must determine goals, make
decisions, and resolve problems on their
own.

43. • Employees are highly skilled,
experienced, and educated
Employees have pride in their work and
the drive to do it successfully on their
own
Outside experts, such as staff
specialists or consultants are being
used
Employees are trustworthy and
experienced
•
•
•
When to use
Laissez-
Faire
43

44. 44
When not to use Laissez-
e
This style should not be u
F
sed w
a
he
i
nr
:
•
•
•
It makes employees feel insecure at the unavailability of a
manager.
The manager cannot provide regular feedback to let
employees know how well they are doing.
Managers are unable to thank employees for their good
work.
The manager doesn’t understand his or her responsibilities
and is hoping the employees can cover for him or her.
•
•
• Some risks are involved with Laissez-Faire Leadership.
Followers may like them, but some people find events
around them confusing and chaotic. They also may feel that
the leader does not respect their time and energy. Most
importantly, they may not see where their contribution fits
and slowly become less committed and enthusiastic.