The document provides an overview of motivation in the workplace including definitions of motivation and several motivation theories. It discusses Maslow's hierarchy of needs theory, ERG theory, McClelland's learned needs theory, and Herzberg's two-factor theory. It also outlines topics of interest for teaching, details of an ongoing research thesis on change implementation in Indian public sector banks, general research interests in human resource practices and organizational performance, and publication details.

1. Motivation in the Workplace
Presented by
Richa Singh

2. Content of Presentation
• Definition of Motivation
• Why Motivating Employee in Necessary?
• Motivation Theories
• Needs Hierarchy Theory
• ERG Theory
• Theory of Learned Needs
• Herzberg Two Factor Theory
• Topics of Interest for Teaching
• Research Work
• Research Interest
• Publication Details

3. Motivation
• The term motivation is derived from the Latin word for the movement (Provitera,
2012). Therefore, it can be said that motive is a reason for doing something.
• Motivation is a driving force that initiates and directs behavior. It is a
psychological force and direction of behavior that influence people to behave in a
specific goal- oriented manner (Armstrong, 2017).
• Motivation is the set of forces that leads people to behave in particular ways
(Griffin and Moorhead, 2014 ).
• Motivation represents the forces within a person that affect his or her direction,
intensity and persistence or voluntary behaviour (Sansone and Glinow, 2005).
o Directions refers to the fact that motivation is goal oriented.
o Intensity is amount of effort allocated to the goal.
o Motivation involves varying levels of persistence, employees sustain their
effort until they reach their goal or give up beforehand.
• Motivated employees are willing to exert particular level of effort (intensity) for a
certain amount of time (persistence) toward a particular goal (direction).
Mcshane, S., & Von Glinow, M. A. (2005). Organizational Behavior: Emerging Realities for the Workplace Revolution .
(Third ed.). McGraw-Hill.

4. Contd..
In the fields of human resource management and organizational behavior motivation is often
described as being intrinsic or extrinsic in nature (Sansone and Harackiewicz, 2000).
• Intrinsic motivation
Intrinsic motivation is apparent when individuals’ behavior is oriented towards the
satisfaction of innate psychological needs rather than to obtain material rewards (Ryan and
Deci, 2000).
• Extrinsic Motivation
It occurs… “when employees are able to satisfy their need indirectly, most importantly
through monetary compensation” (Osterloh et. al, p.64).

5. Why
Motivating
Employees in
Necessary?
Employee Needs are Changing (McShane and
Glinow, 2005)
Globalization (McShane and Glinow, 2005)
Sustainable Development of Organization
(Sekhar et al. 2016)
Post-Covid-Remote Work force (Antonio, 2022)
https://www.linkedin.com/pulse/employee-motivation-post-covid-world-suzy-jurist?trk=read_related_article-card_title

6. Motivation Theories

7. Need Hierarchy Theory
• The theory was developed by Abraham Maslow.
• Needs are deficiencies that energize or trigger behaviours to satisfy those needs.
• Maslow’s motivation theory of the instinctive needs arranged in a hierarchy, whereby people are motivated
to fulfill a higher need as a lower one becomes gratified.
• Maslow’s recognized that people are motivated simultaneously by various needs, but behaviour is mostly
motivated by the lowest unsatisfied need at the time. As the person satisfies the lower-level need, the next
higher need in the hierarchy becomes the primary motivator. This is termed as satisfaction-progression
process.
• Even the person is unable to satisfy the higher-level need, he or she will be motivated by it until it is
eventually satisfied.

8. Maslow’s Need Hierarchy
Self-Actualization
Esteem
Belongingness
Safety Needs
Physiological Needs

9. Contd..
• Self-Actualization-At the top of hierarchy is self-actualization which represents the need for
self- fulfillment –a sense that person's potential has been realized.
• Esteem Needs- It includes self esteem through personal achievement as well as esteem
from others (recognition and respect from others).
• Belongingness-It includes the need for love, affection, and interaction with other people.
• Security Needs-It is the need for stable and a secure environment and the absence of pain
threat or illness.
• Physiological Needs- It includes need to satisfy biological requirement for food, air, water
and shelter.

10. ERG Theory
• ERG theory was developed by organizational behavior scholar Clayton Alderfer to overcome the
problems with Maslow’s needs hierarchy theory.
• ERG theory groups human needs into 3 broad categories : Existence, Relatedness and Growth.
• Existence needs include a persons physiological and physically related safety needs such as the need for
food, shelter, and safe working conditions.
• Relatedness needs include a person’s need to interact with other people, receive public recognition, and feel
secure around people.
• Growth needs consist of a person’s self esteem through personal achievement as well as the concept of self
actualization presented in Maslow‘s model.
• ERG theory states that an employees’ behavior is motivated simultaneously by more than one need
level. Thus, one might try to satisfy growth needs even though relatedness needs are not completely
satisfied.
• ERG theory includes a frustration-regression process, whereby those who are unable to satisfy a
higher need become frustrated and regress back to the next lower need level.

11. ERG MODEL
Growth
Relatedness
Existence

12. Theory of Learned Needs
• Psychologist David McClelland devoted his career to study three secondary needs that he considered particularly
important sources of motivation: need for achievement, need for affiliation, and need for power.
• McClelland argued that achievement, affiliation, and power needs are learned rather than instinctive.
• Need for achievement (nAch)–People with a strong need for achievement want to accomplish reasonably challenging
goals through their own effort. They prefer working alone rather than in teams and they choose tasks with a moderate
degree of risk. High nAch people also desire unambiguous feedback and recognition for the success .
• Need for affiliation (nAff)-The need for affiliation refers to a desire to seek approval from others, conform their wishes
and expectations, and avoid conflict, and confrontation. People with a strong nAff want to form positive relationships with
others. They try to project a favorable image of themselves and take other steps to be liked by others .
• Need for power (nPow)-The need for power refers to a desire to control one’s environment including people and material
resources. People with a high nPow want to exercise control over others and are concerned about maintaining their
leadership position.

13. Herzberg Two Factor Theory
• The two-factor theory (also called as Motivator-Hygiene theory) was developed by Fredrick Herzberg.
• Till this two-factor theory, job satisfaction was considered as a single continuum represented by satisfaction and
dissatisfaction at the two opposite extremes . It was assumed that the motives for doing a job either causes
satisfaction or dissatisfaction. However, this view was changed with the two-factor theory.
• Theory postulates that job satisfaction was made of two different continuums.
• One continuum controlled by hygiene factors represented dissatisfaction at one end of the continuum and no
dissatisfaction at the other end. The second continuum controlled by motivating factors represented no
dissatisfaction at one end and satisfaction at the opposite end.
• Theory postulates that the hygiene factors when present in job caused no dissatisfaction however when absent the
hygiene factor caused dissatisfaction with the job. On the other hand, the motivating factors caused satisfaction
when present and no dissatisfaction when absent.
• The two factor theory states that there are certain factors in workplace which cause job satisfaction while a separate
set of factors cause dissatisfaction.

14. Two-Factor Theory
Source: Sanjeev, M. A., & Surya, A. V. (2016). Two factor theory of motivation and satisfaction: An empirical verification. Annals of Data Science, 3(2),
155-173.
• Company policies
• Quality of supervision
• Relations with others
• Personal life
• Salary
• Benefits and Job security
• Physical working conditions
• Achievement
• Career advancement
• Personal growth
• Work itself
• Recognition
• Responsibility
Hygiene Factors Motivational Factors
Not Dissatisfied
but
Not Motivated
Positive Satisfaction
and
Motivation
Dissatisfaction
and
Demotivation

15. Article
What Maslow’s Hierarchy Won’t Tell You About Motivation (by Susan
Fowler)
https://hbr.org/2014/11/what-maslows-hierarchy-wont-tell-you-about-
motivation

16. Topics of
Interest for
Teaching
Organization Change and Development
Performance Management Systems
Employee Relations and Labour Laws
HR Analytics
Talent Acquisition

17. Research Work
Thesis Title
People-centric Approach To Effective Change Implementation:
A Study of Merger of a Few Public Sector Banks In India
• Thesis submitted-12 January 2022
• Oral examination Scheduled in June 2022 Last Week

18. Research
Premise
• Any kind of change is a strategic move to fulfil certain
long-term objectives. Therefore, it becomes imperative
for the organizations to ensure the effectiveness of
change implementation.
• The research premise of the study is that among all
those affected by any change process, people are very
crucial. Any major organizational change affects the
status-quo of employees. Therefore, it is proposed to
investigate the role of people-centric interventions in
facilitating change implementation effectiveness.
• It is established by past researches that people’s
response to change is a critical hurdle in effective
change implementation. Therefore, it is being
attempted to analyze how addressing response to
change through people-centric interventions enhances
the change implementation effectiveness.

19. Research Context
• In recent years, Indian public sector banks (PSBs)
have gone through major changes in the form of
amalgamations of banks. This has resulted in
reduction of total number of PSBs in the country
from 27 to 12.
• As the merged banks were independent from each
other, they are likely to have their own culture and
established processes. The merger took place due to
a government policy. Hence, it is envisaged that the
merger will create a need for conscious efforts
towards effective change implementation on the
ground level.
• Furthermore, banks by very nature of their
operations are people driven. Hence, people-centric
interventions can be influential in enhancing the
effectiveness of change implementation by
addressing people-related issues.
• Therefore, we resolved to study the amalgamation of
PSBs as the change context for validating the
research model.
List of public sector banks merged in recent years:

20. Research Questions and Research Objectives

21. Data Collection
• Survey Method: Employees of selected PSBs which have undergone merger
• Data Collection Instrument - Structured questionnaire
• Data Collection Period- The survey was conducted in two stages:
o From September to November, 2019 (Three Months) focusing on three banks, which had merged in 2019.
o In January and February, 2021 (Two Months) focusing on the 10 banks merged in the next phase.
• Sampling Technique- Multi-stage Sampling
• Sample Collected- 290 Responses
• Tools of Analysis- SPSS 26.0 and Smart PLS 3.0
• Statistical Technique-
a) Quantitative technique (PLS-SEM)
b) Qualitative technique (Independent sample t-test)

22. Sampling Procedure
• India is a large country and bank branches are geographically dispersed all over the country. Multi-stage sampling is
used to narrow down the geographical area to collect a representative sample.
• Uttar Pradesh has the largest number of offices of scheduled commercial banks (18,485) as per RBI data (at the end
of March 2021), Thus, Uttar Pradesh is selected as the geographical area for conducting the survey of merged banks.
• Uttar Pradesh has many cities as it is a big state (area-wise) in itself. Judgement sampling is adopted to select the
cities of Uttar Pradesh for conducting the survey. A total of five cities were selected to represent the State. The
respective websites of banks were visited to locate the different branches of banks which have undergone the merger
(transferor as well as transferee banks) for data collection in these cities. Convenience sampling is used to select the
branches from the five cities. Special effort was made to include
male and female employees.
• The permission of the branch head was taken to distribute the questionnaire and getting it filled by the respective
bank employees. However, the banks did not permit the disclosure of either the identity of the respondent or name of
the bank.
• As per Gazette of India dated January 2, 2019, “bank” means the Transferee Bank, Transferor Bank 1, or Transferor
Bank 2. The undertaking of the Transferor Bank which is transferred to, and will vest in the Transferee Bank (Gazette
of India, March 20, 2017).
• Thus, the names of banks has not been disclosed and the terms ‘Transferor Bank’ and ‘Transferee Bank’ has been
used.
• Total 290 responses were collected.

23. Sampling Size
• Broad guidelines for calculating minimum sample size while using PLS SEM technique:
• 10 times rule (Barclays et al., 1995; Hair et al., 2017)
❑ As per this rule, minimum sample size should be 10 times the maximum number of arrowheads
pointing at a latent variable anywhere in the PLS path model.
❑ Minimum sample size is 60
• Sample size recommendation in PLS-SEM for a detecting R-Square value of 0.50 for 5% percent
significance level assuming the statistical Power of 80% and the maximum number of arrows pointing
at a construct in the PLS path model (Cohen, 1992; Hair et al., 2017).
❑ Minimum sample size-21
❖The collected sample size of 290 is adequate sample.

24. Final Output
Model

25. Conclusion
• There are mainly four target variables for implementing change within organizations, i.e., formal & informal structure,
process, people, and technology. Employees are at the epicenter of any change process irrespective of change in any
dimension as they are the change agents, change implementers, as well as change targets. Thus, any change implementation
process disrupts the existing status quo of employees generating various people-related issues.
• Various studies have cited that employee response to change is a critical deciding factor for the success or failure of the
change implemented. Employee may respond to change in three possible manners; positively (acceptance of change),
negatively (resistance to change), or may react indifferently (neutral response to change).
• It is evident in literature that, organizations incorporate various HRM/OD interventions while implementing change. These
interventions are influential in facilitating change implementation effectiveness. Also, these interventions are influential in
dealing with employee response to change and thus making change implementation effective.
• As an outcome of the literature review, communication, training, rewards, supervisory support and cross-functional teams
have been identified as five critical people-centric interventions having influence on change implementation effectiveness.
• To conclude the literature review, a conceptual research model of effective change implementation is proposed. Model
includes independent variables (five people-centric interventions), mediating variable (response to change) and dependent
variable (effective change implementation).
• Analysis shows that the model explains the 59.7 per cent variance in change implementation effectiveness.
• The resistance to change is found to be higher in male employees as compared to the female employees

26. Research Interest
• People-centric intervention in managing change
• Human resource practices and organizational performance
• Employee retention

27. Publication Details
Publication in Journal
• Singh, R., Geetika and Ghosh, P. (2022). Human Resource Management Interventions in Change
Implementation: An Analysis of Change Models. Organization Development Journal. (Accepted
for Publication). [Scopus] [C Category]
• Singh, R., Geetika, Ghosh, P., and Sinha, S. (2021). “Mergers in Indian Public Sector Banks:
Can Human Resource Practices Ensure Effective Implementation of Change?” Management
Decision, ISSN 0025-1747 . DOI: 10.1108/MD-09-2020-1279, [Scopus] [B Category]
• Ghosh, P., Goel, G., Dutta, T., & Singh, R. (2019). Turnover intention among liquid
knowledge workers: a study of Indian insurance professionals. Journal of Global Operations
and Strategic Sourcing. 12 (2), 288-309. ISSN (2398-5364). DOI: 10.1108/JGOSS-10-2017-
0040. [Scopus] [C Category]

28. Contd..
• Rai, A., Ghosh, P., Chauhan, R., & Singh, R. (2018). Improving in-role and extra-role
performances with rewards and recognition: does engagement mediate the process?
Management Research Review. 41(8), 902-919. ISSN (2040-8269). DOI:10.1108/MRR-
12-2016-0280. [Scopus] [C Category]
Edited Book
• Singh, R. and Geetika (2020). Conceptualizing Change Implementation Effectiveness
through Human Resource Management Interventions, in Bloomsbury Publication. Edited
book Innovations and Futuristic Practices in Business and Management, pp (130-148).
Bloomsbury Publication. ISBN 9789390358021

29. Thank You