THEORIES OF MOTIVATION
Presented by:
Md. Firoz Kabir
Asst. Professor, Dept. of IPE
Motivation
Motivation is defined as the process of stimulating someone or oneself
to take a desired course of action.
Motivation = (Expectancy*Value)/(Impulsivity*Delay)
Expectancy: Do you expect to succeed? If your expectancy is high, then
you’ll be more motivated and you’ll procrastinate less.
Value: Do you care about the specific task?
Impulsivity: This refers to your sensitivity to delay.
Delay: The longer you have to wait, the less motivated you’ll be and the
more likely you are to procrastinate.
Motivation
Importance of motivation
1. Improves performance level
2. Indifferent or negative attitudes can be changed
3. Reduction of employee turnover and absenteeism
4. Leads to achievement of organizational goals
5. Healthy corporate image
6. Leads to stability of work force
Motivation
Types of motivation
1. Positive motivation
2. Negative motivation
Positive motivation:-
Positive motivation are, thus, the process of attempting to influence the behaviors of
employees through the means of reward. It is concerned with the incentives provided
to the employees.
Factors of positive motivation:-
1. Pay
2. Incentives
3. Praise
4. Job Security
5. Supervision
6. Working condition
7. Fringe benefit etc.
Motivation
Negative motivation:
Negative motivation means the act of forcing employees to work by
means of threats and punishment.
Factors of negative motivation:-
1. Reprimand
2. Fines
3. Demotion
4. Lay off
5. Discharge
6. Punishment
7. Group Rejection etc
Motivation
Theories of motivation:-
1. Freud`s theory
2. Maslow’s theory
3. Herzberg’s theory
4. David McClelland’s Needs Theory
5. Vroom’s Expectancy Model
6. Porter and Lawler model
7. Equity theory
Motivation
1. Freud`s theory of motivation:-
Sigmund Freud developed the psychoanalytic or motivational theory of
personality development which argued that personality is formed through
conflicts among three fundamental structures of the human mind. The Id,
ego and super ego are three parts of human mind.
Id: The instinctual part of mind that responds immediately to wants and
desires. The id is chaotic animal like, seeking pleasure avoiding pain.
Ego: The ego is the decision making part of the mind. It uses reason and
logic, and tries to get the unrealistic id to co-operate in real life.
Super ego: The voice that corporates the values & morals which are learned
from one`s parents and society.
Motivation
2. Maslow`s Hierarchy theory:-
Motivation
Maslow`s Hierarchy theory
Physiological needs: Maslow’s says that until these needs are satisfied to the required level,
man does not aim for the satisfaction of the next highest level needs. In organization these
needs include basic needs like pay, allowance, incentives and benefits.
Security/ safety needs: When the physiological needs are satisfied, man starts thinking of
the way by which he can continue to satisfy these security needs. In organization these needs
include: conformity, security plans, membership in unions, severance pay etc.
Social needs: These needs include friendship, intimacy, trust, and acceptance, receiving and
giving affection, and love.
Esteem needs: These needs for employees include: status symbols, awards, promotions,
titles, power, prestige, reputation ect. Also includes the need for self-respect, self-confidence,
competence, knowledge and autonomy
Self- Actualization needs: This refers to the desire to become what one is capable of
becoming. Man tries to maximize his potential abilities, knowledge and skills, and
accomplish something, when this need is activated in him.
Motivation
3. Herzberg theory:
The two-factor theory (also known as Herzberg's motivation-hygiene theory and dual-factor theory) 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.
Intrinsic factors of satisfaction:-
1. Achievement
2. Recognition
3. The work itself
4. Responsibility
5. Advancement
6. Growth
Extrinsic, hygiene factors of dissatisfaction:-
1. Company policies
2. Supervision
3. Relation with supervisor & peers
4. Work conditions
5. Salary
6. Status
7. Security
Motivation
Herzberg theory
The absence of dissatisfiers/extrinsic is not enough to motivate a purchase;
satisfiers/intrinsic must be present. For example, a computer that does not come with
a warranty is dissatisfier. Yet the presence of a product warranty does not act as a
satisfier of a purchase because it is not a source of intrinsic satisfaction. Ease of use
is a satisfier.
Motivation
4. David McClelland’s Needs Theory:
David McClelland developed a theory of motivation that focused particularly on the need for
achievement, power, and affiliation. These motivators are not inherent, we develop them through our
culture and life experiences.
1. Need for Achievements:
• Has a strong need to set and accomplish challenging goals.
• Takes calculated risks to accomplish their goals.
• Likes to receive regular feedback on their progress and achievements.
• Often likes to work alone.
• Do tasks with personal responsibility.
2. Need for Power:
• Wants to control and influence others.
• Likes to win arguments.
• Enjoys competition and winning.
• Enjoys status and recognition.
Motivation
3. Need for Affiliation:
• Wants to belong to the group.
• Wants to be liked, and will often go along with whatever the rest of the
group wants to do.
• Favors collaboration over competition.
• Doesn't like high risk or uncertainty.
Motivation
5. Vroom’s Expectancy Theory:
It says that an individual’s motivation is affected by their expectations about
the future.
Vroom says that an individual’s motivation is product of several factors:
1. Expectancy: Is the belief that increase effort will increase performance.
2. Instrumentality: Is the belief that if you perform well that a valued
outcome will be achieved.
3. Valence: Is the importance that individual place upon the expected
outcome.
Motivation
Motivation
6. Porter and Lawler model
• Lyman Porter and Edward Lawler came up with a comprehensive theory of motivation.
• The idea was to explain the relation between job attitude and job performance.
• Lyman Porter and Edward Lawler extended the Vroom’s expectancy model.
It has few assumptions:
• Individual behavior is determined by a combination of factors in the individual and in the
environment.
• Individuals are assumed to be rational human beings who make conscious decisions about their
behavior in the organizations.
• Individuals have different needs, desires and goals.
• On the basis of their expectations, individuals decide between alternate behaviors and such
decided behavior will lead to a desired outcome.
Motivation
Motivation
The Various Elements of Porter and Lawler Model
1. Effort,
2. Performance and
3. Satisfaction.
Let us briefly discuss the main elements of the model:
Effort: Effort refers to the amount of energy an employee exerts on a given task. How much effort an
employee will put in a task is determined by two factors:
(i) value of reward and (ii) perception of effort-reward probability.
Performance: One's effort leads to his/her performance. Both may be equal or may not be.
However, the amount of performance is determined by the amount of labour and the ability and
role perception of the employee. Thus, if an employee possesses less ability and/or makes wrong
role perception, his/her performance may be low in spite of his great efforts.
Satisfaction: Performance leads to satisfaction. The level of satisfaction depends upon the
amount of rewards achieved. If the amount of actual rewards meet or exceed perceived equitable
rewards, the employee will feel satisfied. On the contrary, if actual rewards fall short of perceived
ones, he/she will be dissatisfied.
Motivation
7. Equity theory:
Equity Theory is based on the idea that individuals are motivated by fairness. In simple terms, equity theory states that
if an individual identifies an inequity between themselves and a peer, they will adjust the work they do to make the
situation fair in their eyes. As an example of equity theory, if an employee learns that a peer doing exactly the same job
as them is earning more money, then they may choose to do less work, thus creating fairness in their eyes. J. Stacy
Adams developed equity theory.
Motivation
Motivation
This theory is based on the following two assumptions about human behavior:
1.Individuals make contributions (inputs) for which they expect certain outcomes
(rewards). Inputs include such things as the person’s past training and experience,
special knowledge, personal characteristics, etc. Outcomes include pay, recognition,
promotion, prestige, fringe benefits, etc.
2. Individuals decide whether or not a particular exchange is satisfactory, by
comparing their inputs and outcomes to those of others, in the form of a ratio. Equity
exists when an individual concludes that his/her own outcome/input ratio is equal to
that of other people.
Motivation
Motivation
The essential aspects of the equity theory may be shown by the above equation.
There should be a balance of the outcomes/inputs relationship for one person in comparison with that
for another person.
1. If the person thinks that the rewards are greater than what is considered, he/she may work harder.
2. If the person perceives the rewards as equitable, he/she probably will continue at the same level of
output.
3. If the person feels that he/she is inequitably rewarded, he/she may be dissatisfied, reduce the
quantity or quality of output, or even leave the organization.
The three situations of equity theory are illustrated in the following figure:
Motivation
Thanks to all folks
