MOTIVATION

• Motivation is the word derived from the

word ’motive’ which means needs, desires,
wants or drives within the individuals.

• It is the process of stimulating people to

actions to accomplish the goals.
NEED :- is the starting point of motivation .
However any need in the individual does
not necessarily lead to action. The need
has to be activated.
INCENTIVE :- is an external stimulus that
activates need .
 Morale
• Morale can be defined as the total
satisfaction derived by an individual from
his job, his work-group, his superior, the
organization he works for and the
environment.
• It generally relates to the feeling of
individual’s comfort, happiness and
satisfaction.
• While motivation is an internal-
psychological drive of an individual which
urges him to behave in a specific manner,
morale is more of a group scenario.
• Higher motivation often leads to higher
morale of employees, but high morale does
not essentially result in greatly motivated
employees as to have a positive attitude
towards all factors of work situation may
not essentially force the employees to work
more efficiently.
 Need

Tension

Search Behavior

Performance

Incentive
or
Reward
 Characteristics of Motivation
• An Internal Feeling
• Produces Goals
• Consists of System Orientation
• Either positive or negative
• Means Bargaining
• Complex process
 Need and Importance of
Motivation
• Puts human resources into action
• Improves level of efficiency of employees
• Leads to achievement of organizational
goals
• Builds friendly relationship
• Leads to stability of work force
APPROACHES TO MOTIVATION

1. CONTENT THEORIES
2. PROCESS THEORIES
3. REINFORCEMENT THEORY
 CONTENT THEORIES
• Maslow theory
• Herzberg theory
• MeCllelland theory
• ERG theory
 Maslow’s Hierarchy of Needs
Lower-Order Needs Higher-Order Needs
Needs that are satisfied Needs that are satisfied
externally; physiological internally; social, esteem,
and safety needs Self and self-actualization
needs
Esteem

Social

Safety

Physiological
• Physiological needs – related to survival and maintenance of
human life.

• Security Needs – job security, protection against dangers.

• Social or Affiliation Needs – interested in

Conversation,sociability

• Esteem or Status needs – self confidence, independence,

achievement, competence, knowledge , initiative and success.

• Self- Actualization – these are the needs of the highest order.

Generally found in persons whose first four needs have
already been fulfilled.they are concerned with achieving what
a person considers to be mission of his life.
 McClelland’s Theory
Man’s behavior at any point of time is mostly
guided by multiplicity of motives.
• NEED FOR POWER – desire to influence others.
People with power need are out spoken, forceful,
willingness to confront in confrontation.
• NEED FOR ACHIVEMENT - process of carrying
work to its successful completion.
• NEED FOR AFFILIATION – desire for
companionship.
 David McClelland’s Theory of Needs
Need for Achievement Need for Affiliation
The drive to excel, to achieve The desire for friendly
in relation to a set of and close personal
standards, to strive to relationships.
succeed.

Need for Power nPow

The need to make others
behave in a way that they
would not have behaved
otherwise.
nAch nAff

6–14
Matching High Achievers and
Jobs
 Predictions Based on the Theory
• Individuals with a high need to achieve are strongly
motivated in situations where
• Personal responsibility
• Feedback
• Intermediate degree of risk

• High achievers are interested in how well they do

personally and not in influencing others to do well.

• The needs for affiliation and power tend to be closely

related to managerial success.
• The best managers are high in their need for
power and low in their need for affiliation.

• Employees have been successfully trained

to stimulate their achievement need.
Trainers should teach individuals to think
– In terms of accomplishments, winning, and success
– Helping them to learn how to act in a high achievement
way by preferring situations where they have personal
responsibility, feedback, and moderate risks
 HERZBERG’S TWO FACTORS
THEORY
Hygienic Factors Motivational Factors
• Company policy & Administration• Achivement
• Technical Supervision
• Recognition
• Inter-Personal Relations with Supervisor
• Inter- Personal relations with Peers.
• Salary • Advancement
• Job Security
• Personal Life
• Work itself
• Working Conditions • Possibilities of growth
• Status
• Responsibility
Contrasting Views of Satisfaction
and Dissatisfaction

Presence Absence
 Herzberg’s Two-factor Theory

Hygiene Factors Motivational Factors

• Quality of supervision • Career Advancement
• Remuneration • Personal growth
• Company policies
• • Recognition
Working conditions
• Relations with others • Responsibility
• Job security • Achievement

High No Dissatisfaction 0 Satisfaction High

 Alderfer’s ERG
• Consolidates Maslow into 3 categories
• Existence-physiological and security
• Relatedness-affiliation
• Growth-esteem and self-actualization
 14.4

ERG Model of Motivation

Frustration-Regression Satisfaction-Progression

Growth Needs

Relatedness Needs

Existence Needs
ERG Theory
ERG Theory
(Clayton Alderfer)
There are three groups of core needs: existence,
relatedness, and growth.

Core
CoreNeeds
Needs Concepts:
Concepts:
Existence:
Existence:provision
provisionofofbasic More
material
basic Morethanthanone
oneneed
needcan
canbebe
materialrequirements.
requirements. operative
operativeatatthethesame
sametime.
time.
Relatedness:
Relatedness:desire
desirefor IfIfaahigher-level
relationships.
for higher-levelneed
needcannot
cannot
relationships. be fulfilled, the desire to
be fulfilled, the desire to
Growth: satisfy
satisfyaalower-level
lower-levelneed
Growth:desire
desirefor
forpersonal
personal increases.
need
development.
development. increases.

6–23
 Frustration-Regression
• Differs from Maslow
• When unable to satisfy upper level needs,
the individual will revert to satisfying lower
level needs
• Interesting point from research....growth
stimulates growth
 Content Theories of Motivation
Maslow’s Alderfer’s Herzberg’s McClelland’s
Need Hierarchy ERG Theory Theory Learned Needs

Self- Need for

Actualization Achievement
Growth Motivators
Need for
Esteem
Power

Need for
Belongingness Relatedness
Affiliation

Safety Hygienes
Existence
Physiological
 PROCESS THEORIES
1. Expectancy Theory
2. Equity Theory
 VROOM’S VALENCE
EXPECTANCY THEORY
Motivation is a product of the anticipate worth to a
person of an action and the perceived probability
that the person’s goals would be achieved.
Motivational Force(M) =Expectancy (E) x Valence(V)
x Instrumentality(I)
M= (E x I x V )
• Expectancy – this is person’s perception or
outcome of an action
• Instrumentality – this factor relates to
person’s beliefs and expectation that his
performance will lead to a particular
outcome or reward.
• Valence – it is the value a person assigns to
the desired reward.
• The Expectancy theory states that
employee's motivation is an outcome of
how much an individual wants a reward
(Valence), the assessment that the
likelihood that the effort will lead to
expected performance (Expectancy) and the
belief that the performance will lead to
reward (Instrumentality).
1. Effort-performance relationship: The probability perceived by the
individual that exerting a given amount of effort will lead to
performance.

2. Performance-reward relationship: The degree to which the individual

believes that performing at a particular level will lead to the attainment
of desired outcome.

3. Reward-personal goals relationship: The degree to which

organizational rewards satisfy an individual’s personal goals or needs
and the attractiveness of those potential rewards for the individual.
 Equity theory
is based in the idea that individuals are motivated by
fairness, and if they identify inequities in the input
or output ratios of themselves and their referent
group, they will seek to adjust their input to reach
their perceived equity. Adams suggested that the
higher an individual's perception of equity, the
more motivated they will be and vice versa: if
someone perceives an unfair environment, they
will be de-motivated.
• The easiest way to see the equity theory at
work, and probably the most common way it
does impact employees, is when colleagues
compare the work they do to someone else
that gets paid more than them. Equity theory
is at play anytime employees say things like,
'John gets paid a lot more than me, but
doesn't do nearly as much work
 REINFORCEMENT THEORY
Based on the concept of operant conditioning propounded by
B.F.Skinner. Under this , the individuals having learned
from the past,develop patterns of behavior to control future
consequences. Reinforcement theory has at its core the
idea that we learn what to do or what to do either to gain
rewards or to avoid unpleasant consequences.
 Types of Reinforcement
• Positive Reinforcement-rewards
• Punishment-Application of a negative
outcome
• Negative Reinforcement/Avoidance-
removal of negative outcomes when
behavior is performed
• Extinction-absence of reinforcement
(removal of positive reinforcement)
 14.9

Reinforcement Process
Stimulus
(situation)

Response
(behavior)

Consequences
(rewards and punishments)

Future Behavior
 Techniques of Motivation
• Fear and Punishment technique
• Reward system Technique
• Behavioral control
• Cordial working conditions technique
• Job based technique(Job
simplification,rotation,enlargement,enrichment))
• MBO/participative technique
• Leadership technique
• Sensitivity training
• Quality of work life(flexible work schedle, participative
management , workplace democracy)
 Essential of Good Motivation
System
•Productive
•Adequacy
•Flexibility
•Scientific
•Comprehensive
•Competitive
•Simple
•Judicious
•Continuity
•Economical