Motivation at Work

Definition of Motivation

Motivation –

The driving force within individuals by which they attempt to achieve some goal in order to fulfill some needs or expectation.

The degree to which an individual wants to choose in certain behavior.

Motivation as a process..

It is a process by which a person’s efforts are energized,directed and sustained towards attaining the goal. Energy- A measure of intensity or drive. Direction- Towards organizational goal. Persistence- Exerting effort to achieve goal

Motivation works best when individual needs are compatible with organizational goal.

Basic model of motivation

Needs or expectations

Result in Drive force(Behavior or

Action)

To Achieve

Desired Goals

Which Providesfulfillments

Feedback

Motivation is…

Complex Psychological Physical Unique to each and every person Context sensitive Not fully understood

Qualities of Motivation

Energizes behavior Directs behavior Enable persistence towards a goal Exists in varying details

Six C’s of Motivation..

Choices

collaboration

Constructing meaningConsequences

Control

Challenges

Groups of Motivational Theories

Internal Suggest that variables within the individual give rise

to motivation and behavior Example: Maslow’s hierarchy of needs theory

Process Emphasize the nature of the interaction between the

individual and the environment Example: Expectancy theory

External Focus on environmental elements to explain behavior Example: Two-factor theory

Early Theories of Motivation

Content Theories:

Emphasis on what motivates individuals. Maslow’s need Hierarchy Macgregor's Theories X & Y Herzberg’s two factors theory

Process Theories of MotivationEmphasis on actual process of motivation. Three needs Theory ( McClelland) Goal-setting Theory Reinforcement Theory Designing Motivating theory Equity Theory Expectancy Theory

Maslow’s Hierarchy of needs theory

Needs were categories as five levels of lower-higher-order needs. Individual must satisfy lower-level needs before

they can satisfy higher order needs. Satisfied needs will no longer motivate. Motivating a person depends on knowing at what

level that a person is on the hierarchy.

POTENCY of NEEDSPOTENCY of NEEDS

The needs are INNATE, but they are not of equal potency (strength). They are arranged in a hierarchy of potency.

AN INDIVIDUAL IS MOTIVATED BY HER/HIS MOST POTENT

UNSATISFIED NEED

HIERARCHY and SEQUENCEHIERARCHY and SEQUENCE

What Is a Hierarchy?

You must successfully complete (resolve, equilibrate one stage before you go to the next.)

How Is Hierarchy Related To Sequence?

All hierarchical theories are sequential, but not all sequential theories are hierarchical.

Hierarchy of Needs

Lover order ( External ) : Physiological and safety needs

Higher order ( Internal ) : Social, Esteem, and Self-actualization

Physiological needs

Safety Needs

Social Needs

Esteem Needs

Self-Actualization Needs

McGregor’s Theory X and Y

Theory X Assume that workers have little ambition,dislike

work, avoid responsibility,and require close supervision.

Theory Y Assumes that workers can exercise self-

direction,desire, responsibility, and like to work. Assumption

Motivation is maximized by participative decision making, interesting jobs, and good group relation.

Motivational Theories X & Y

Physiological

Safety & Security

Esteem

SA Theory Y - a set of assumptions of how to manage individuals motivated by higher order needs

Theory X - a set of assumptions of how to manage individuals motivated by lower order needs

Social

Herzberg’s Motivation-Hygiene Theory

Job satisfaction and job dissatisfaction are created y different factors. Hygiene factors- Extrinsic ( Environmental )

factors that create job dissatisfaction. Motivation Factors- Intrinsic ( Psychological )

factors that create job satisfaction.

Attempted to explain why job satisfaction does not result in increased performance The opposite of satisfaction is not dissatisfaction

but rather no satisfaction.

Motivation–Hygiene Theory of Motivation

Hygiene factors avoid job dissatisfaction

• Company policy & administration

• Supervision• Interpersonal relations• Working conditions• Salary• Status• Security

• Achievement• Achievement recognition • Work itself• Responsibility• Advancement• Growth

• Salary?

Motivation factors increase job satisfaction

Alderfer’s ERG Theory

Physiological

Safety & Security

Love (Social)

Esteem

SA

Existence

Relatedness

Growth

McClelland’s Need Theory: Need for Achievement

Need for Achievement ( nAch)

The desire to excel and succeed

McClelland’s Need Theory:Need for Power

Need for Power – ( nPow )

The need to influence the behavior of others.

McClelland’s Need Theory:Need for Affiliation

Need for Affiliation – ( nAff )

The desire for interpersonal relationship

Self-actualization

Motivational Need Theories

Maslow Alderfer McClelland

HigherOrderNeeds

LowerOrderNeeds

Esteem selfinterpersonal

Safety & Security interpersonal

physical

Need for Achievement

Need for Power

Relatedness Need for Affiliation

Existence

Growth

Belongingness(social & love)

Physiological

Adams’s Theory of Inequity

Inequity - the situation in which a person perceives he or she is receiving less than he or she is giving, or is giving less than he or she is receiving

Motivational Theory of Social Exchange

Equity Outcomes = Outcomes Inputs Inputs

Negative Outcomes < Outcomes Inequity Inputs Inputs

Positive Outcomes > Outcomes Inequity Inputs Inputs

Person Comparison other

Strategies for Resolution of Inequity

Alter the person’s outcomes Alter the person’s inputs Alter the comparison other’s outputs Alter the comparison other’s 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

New Perspectives on Equity Theory

Benevolent I am comfortable with an equity ratio less than that of my comparison other

New Perspectives on Equity Theory

Entitled

I am comfortable with an equity ratio greater than that of my comparison other

Expectancy Theory of Motivation: Key Constructs

Valence - value or importance placed on a particular reward

Expectancy - belief that effort leads to performance

Instrumentality - belief that performance is related to rewards

Expectancy Model of Motivation

Performance RewardEffortEffort

Perceived effort–performance probability

Perceived value of reward

Perceived performance– reward probability

“If I work hard,will I get the jobdone?”

“What rewardswill I get when the job is well done?”

“What rewardsdo I value?”