MOTIVATION
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Definition
It is a process that starts with a physiological or psychological deficiency or need that activates behaviour or a drive that is aimed at a goal or incentive. Three interacting and interdependent elements
Needs Drives Incentives
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Primary motivation
Otherwise called as physiological, biological or unlearned. Sometimes the learned secondary motives stronger than the unlearned primary motives
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General motives
Otherwise called as stimulus motives Curiosity Manipulation Activity motives Affection
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Secondary motives
The power motive The achievement motive
Moderate risk taking Need for immediate feedback Satisfaction with accomplishment Pre occupation with the task
The affiliation motive The security motive The status motive
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Characteristics
Psychological phenomenon Continuous process Related to person in totality Based on needs Goals are motivator Motivation is different from satisfaction
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Importance
Performance = ability X motivation Best utilization of resources Will to contribute Reduction in labour problems Sizeable increase in production & productivity Basis of cooperation Improvement upon skill & knowledge Acceptance of organizational change Better image
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Work motivation approach
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1.Content theories
1.a. Scientific management 1.b. Human relations
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1.c.Maslows hierarchy of needs
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1.d. Herzbergs two factor theory
1. What did you feel particularly good about your job- what turned you on? 2. What did you feel exceptionally bad about your job- what turned you off?
Hygiene factors
1. Company policy and administration Supervision Salary Interpersonal relation Working condition
Motivators
1. 2. 3. 4. 5. Achievement Recognition Work itself Responsibility advancement
2. 3. 4. 5.
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Motivation-Hygiene Combinations
High M Low M
high motivation low motivation High H few complaints few complaints high motivation low motivation Low H many complaints many complaints
(Motivation = M, Hygiene = H)
Relationship between both the theories
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1.e. Alderfers ERG theory
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2. Process theories
2.a. Vrooms expectancy theory
Valance: the value of the person places on the rewards that he expects to receive from the organization Expectancy : relation ship between given level of effort and performance Instrumentality : workers belief about the reward for performance
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Expectancy Model of Motivation
Effort Effort (Expectancy) Perceived effort performance probability
Performance (Instrumentality)
Perceived performance reward probability
Reward (Valence)
Perceived value of reward
If I work hard, will I get the job done?
What rewards will I get when the job is well done?
What rewards do I value?
Belief that effort will not result in performance Belief that performance will not result in rewards The value a person places on, or the preference a person has for, certain rewards
Assumptions Underlying Expectancy Theory: 3 Causes of Motivational Problems
Putting Expectancy Theory Together
The Process Theories of Work Motivation
(Continued)
2.b. Porter and Lawler model
3.Contemporary theory
3.a. Equity theory of motivation
Motivational Theory of Social Exchange
Equity
Negative Inequity Positive Inequity Comparison other Outcomes = Outcomes Inputs Inputs Outcomes < Inputs Outcomes > Inputs Outcomes Inputs Outcomes Inputs Person
Strategies for Resolution of Inequity
Alter the persons outcomes Alter the persons inputs Alter the comparison others outputs Alter the comparison others inputs Change who is used as a comparison other Rationalize the inequity Leave the organizational situation
New Perspectives on Equity Theory
Equity Sensitive
I prefer an equity ratio equal to that of my comparison other
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Benevolent
I am comfortable with an equity ratio less than that of my comparison other
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Entitled
I am comfortable with an equity ratio greater than that of my comparison other
Theory x & y
Theory x assumptions Employee dislike work will try to play
Employee dislike work Seek formal direction Want security
Theory y assumptions View work begin natural as rest or avoid it
Exercise self direction and self control committed to the objective Under proper conditions, responsibility Other needs such as self actualization
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Mc Gregors approach
Theory x Production centered Theory y Employee centered
Autocratic External control Close supervision
Emphasis on control and punishment Lazy, lack of ambition
Democratic Internal control General supervision
Growth, autonomy and reward Enjoy the work self controlled and self developed
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Reinforcement theory
Anything causes a given behavior to be repeated or inhibited .
Positive reinforcement Negative Extinction Punishment
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McClellands Theory of Needs :
David McClelland has developed a theory on three types of motivating needs : Need for Power Need for Affiliation Need for Achievement
