Chapter 6
Motivation
Motivation - Concept
• 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.
• It is a reason(s) for acting or behaving in a particular way.
• Motivating factors include achievement, advancement, autonomy,
personal growth, recognition, responsibility, and the work itself.
• It starts with a physiological or psychological deficiency or need that
activates behavior or a drive that is aimed at a goal or incentive.
Features of Motivation
• Psychological concept
• Complex and Unpredictable
• Concerned with individual
• Continuous process
• Pervasive
• Goal-oriented
Motivation Variables
Types of Motivation
• Extrinsic motivation - the factors that pushes somebody to
accomplish a task come from outside that individual.
• We are motivated by money, praise, awards, recognition, and
benefits.
• Intrinsic motivation - means that the stimuli that impact
behavior, goals, or thoughts come internally.
• It relies on a person's internal values and the reward of feeling good
to achieve a positive reaction.
• https://motivationping.com/types/
Types (Contd…)
• Introjected motivation is internalized, just like intrinsic motivation,
but where it differs lies in the emotion of guilt. With this type of
motivation, if a task or goal is not completed, there will be an acute
sense or tension of guilt.
• Identified motivation exists were the person realizes something
actually does need to be completed, but he or she has not taken steps
to actually do anything about it.
Motivation theories
• Maslow’s Needs Hierarchy theory
• Hygiene & Motivation factors theory
• ERG Motivation theory
• Achievement theory
• Expectancy theory
• Others.
Needs Hierarchy theory
Implications of Maslow's hierarchy of needs
theory
For Against
Needs motivate individuals and every It was initiated from the US; so chances
human being have needs. of replicating the same level of
development & scenario in other
countries are slim.
A person moves step-by-step in the need No evidence to support that the order of
hierarchy. Satisfied needs do not require the needs, or specific needs, are same
motivation. for every person.
A manager can better understand his The linear mobility from one needs to
employees by knowing their most upper level may not be true for all
pressing needs. individuals.
https://www.managementstudyguide.com/maslows-hierarchy-needs-theory.htm
Motivation-Hygiene theory
• Herzberg's motivation-hygiene theory, also called dual-factor theory was
penned by Frederick Herzberg in 1959.
• He conducted his research by asking a group of people about their good
and bad experiences at work. He was surprised that the group answered
questions about their good experiences very differently from the ones
about their bad experiences.
• It states that there are certain factors in the workplace that cause job
satisfaction while a separate set of factors cause dissatisfaction, all of which
act independently of each other.
• Hygiene or Maintenance factors do not cause motivation, rather they are
Dissatifiers, i.e. absence of these may lead to dissatisfaction.
• https://www.toolshero.com/psychology/two-factor-theory-herzberg/
Hygiene & Motivation factors (Dual Factors) theory
Motivational factors
Achievement Improving
these will
Recognition
increases job
Work itself
satisfaction.
Personal Growth
Responsibility
Job status
Hygiene factors
Administration/Policy
Interpersonal relations
Improving
these will Salary/ Wages
decreases job Job security
dissatisfaction Personal life
. Technical Supervision
Working Conditions
Implications of Herzberg Two Factor Theory
• Take away the dissatisfaction
• Create a work environment where all employees are respected.
• Create conditions for satisfaction
• Criticisms:
• Humans tend to look at the aspects of their work that they like and project
them onto themselves when things are going well. When times are bad,
external factors seem to play a larger part.
• The theory assumes that job satisfaction equals higher productivity. There are
plenty of reasons to disagree, like external factors that might influence
productivity.
• Herzberg didn’t take this into account while researching and coming up with his
theory.
ERG Theory
• Developed by Clayton Alderfer by taking Maslow ’s Hierarchy of
Needs as a basis and has expanded on this in the ERG Theory.
• He thinks that it is possible for people to regress down to a lower
level even though their needs in this level have been satisfied before.
From this level people can climb to a higher level again.
• The five human needs described in Hierarchy of Needs, have been
reduced to three levels - Existence Needs, Relatedness Needs and
Growth Needs.
Achievement Motivation Theory
• Achievement Motivation Theory is one of the famous works of American
psychologist David Clarence McClelland.
• Achievement Theory is all about how needs of an individual change over a
period of time with changes in his experience.
• The theory also explains what effects an individual’s need for achievement,
power, and affiliation have on their behavior.
• need for achievement – Desire to accomplish difficult tasks, solve difficult
problems, do things more efficiently, & master complex tasks.
• Need for power – Desire to influence other people, to be responsible and
hold authority over them.
• Need for affiliation – Desire to establish and maintain warm relationships
with others.
Implications of Achievement Motivation
Theory
• This theory regroups Maslow’s needs.
• The employers must identify or recognize these natures so that they could
properly motivate employees and extract the best from them.
• Individuals needs can be changed through education and training.
• This highlights the importance of matching the individual and the job.
Theory X and Y
• Theory X and Theory Y were first explained by McGregor in his book, "The
Human Side of Enterprise,"
• They refer to two styles of management – authoritarian (Theory X) and
participative (Theory Y).
• The approach that you take will have a significant impact on your ability to
motivate your team members.
• Theory X managers tend to take a pessimistic view of their people, and assume
that they are naturally unmotivated and dislike work. As a result, they think that
team members need to be prompted, rewarded or punished constantly to
make sure that they complete their tasks.
• Theory Y managers have an optimistic, positive opinion of their people, and
they use a decentralized, participative management style. This encourages a
more collaborative , trust-based relationship between managers and their team
members.
Relationship among various Need-based
Theories
Dual
Maslow’s ERG McClleland Theory X
Factor
Theory Theory Theory and Y
Theory
Self-actualisation Motivators Growth Need for Acheivement Theory Y
Esteem Need for Power
Social Relatedness
Safety Hygiene factors Need for Affiliation Theory X
Physiological Existence
Equity Theory
• Considered one of the justice theories, equity theory was first developed in the 1960s
by J. Stacy Adams.
• 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.
• Assumptions:
• Employees expect a fair return for what they contribute to their jobs, a concept
referred to as the "equity norm".
• Employees determine what their equitable return should be after comparing their
inputs and outcomes with those of their coworkers. This concept is referred to as
"social comparison".
• Employees who perceive themselves as being in an inequitable situation will seek to
reduce the inequity either by distorting inputs and/or outcomes in their own minds
("cognitive distortion"), by directly altering inputs and/or outputs, or by leaving the
organization.
Expectancy Theory
• Expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale
School of Management.
• Expectancy Theory basically states that a person behaves the way they do because
they are motivated to select that behavior ahead of others because of what they
expect the result of that behavior to be.
• The individual makes choices based on estimates of how well the expected results of a
given behavior are going to match up with or eventually lead to the desired results.
• It emphasizes relationships between effort, performance and valence for motivation.
• These three components of expectancy theory (expectancy, instrumentality, and
valence) fit together in this fashion:
• Expectancy: Effort → Performance (E→P)
• Instrumentality: Performance → Outcome (P→O)
• Valence: Outcome → Reward V(O)
• Example of $1 million & memorizing a book.
Reinforcement Theory
• Reinforcement theory of motivation was proposed by BF Skinner and his
associates.
• It states that individual’s behaviour is a function of its consequences.
Reinforcement conditions behavior.
• It is based on “law of effect”, i.e., individual’s behaviour with positive
consequences tends to be repeated, but individual’s behaviour with negative
consequences tends not to be repeated.
• There are four types of reinforcement: positive, negative, punishment, and
extinction.
• Ignoring the internal individual factors, Skinner assumes the external
environment of the organization must be designed effectively and positively so
as to motivate the employee.
• https://www.managementstudyguide.com/
Application of Motivation theories
• MBO (Management by Objectives): A program that encompasses specific goals,
participatively set, for an explicit time period, with feedback on goal progress.
• Employee Involvement Programs
• Delegation
• Participative Management (Suggestion scheme, Consultation, Representation in BoDs,
Co-ownership, Quality circle)
• Job Redesign (based on core job dimensions such as skill variety, task identity,
autonomy and feedback)
• Job Rotation – the periodic shifting of an employee from one task to another.
• Job Enrichment – the vertical expansion of jobs, which increases the degree to which the
worker controls the planning, execution and evaluation of the work.
• Skills-based Pay Plans
• Alternative Work Arrangements (Flextime, Telecommuting, Job sharing)
Motivation for Performance
• Substantially, employees are motivated by the jobs they do and the context of
these jobs. If there's motivation, performance is possible.
• Motivation and performance lead to business outcomes like turnover and
profit.
• Performance must be measured against job descriptions; and goals and
expectations must be quantified.
• Using Rewards and Variable-pay programs (piece-rate pay, bonuses, profit-
based plans, ESOP, gainsharing, flexible benefits package etc.) to motivate
employees and boost performance.
• Aligning personal goals with company goals is also a key too improve
performance and motivate employees.
• https://www.researchgate.net/publication/291765574_MOTIVATION_PERFOR
MANCE_AND_EFFICIENCY
Job Satisfaction - Concept
• Job satisfaction is defined as the
extent to which an employee feels
self-motivated, content
& satisfied with his/her job.
• It happens when an employee feels
he or she is having job stability,
career growth and a
comfortable work life balance.
• It depends on multiple factors such
as pay, promotion, supervision,
benefits, operating procedures,
nature of work, co-workers,
contingent rewards among several
other factors.
Effects of JS on Employee’s performance
• It increases efficiency and effectiveness at work.
• It helps to reduce employee’s absenteeism.
• It promotes harmonious employee’s relation.
• It enhances organization’s productivity and employee’s satisfaction.
• It helps to decrease employee’s turnover.
• It helps to improve the image of the organization.
• Absence of job satisfaction may lead to job stress, poor employee morale,
low productivity, high employee turnover among others.
Effects of Job Satisfaction on Employee
Performance
• Productivity
• Absenteeism
• Turnover
• Wastage and Accidents
• Organisational Citizenship behaviour
