Basic Motivation

Concepts

BY :DR IPSEETA SATPATHY, D.LITT

PROFESSOR OB & HRM
Defining Motivation

Motivation
The processes that account for an individual’s
intensity, direction, and persistence of effort
towards attaining a goal.

Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
Hierarchy of Needs Theory (Maslow)
Hierarchy of Needs Theory
There is a hierarchy of five needs—physiological, safety, social,
esteem, and self-actualization; as each need is substantially
satisfied, the next need becomes dominant.
Physiological -includes hunger , thirst , shelter and other bodily
needs
Safety -includes security and protection from physical and
emotional harm
Social-includes affection , belongingness , acceptance and
friendship
Esteem-It includes internal esteem factors such as- self respect ,
autonomy and achievement & external esteem factors such as status
, recognition and attention
 self-actualization- The drive to become what one is capable of
becoming , includes growth , achieving one’s potential and self
fulfillment.
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. and self-actualization
needs.
Theory X and Theory Y (Douglas McGregor)
Theory X
Assumes that employees dislike work, lack ambition, avoid
responsibility, and must be directed and coerced to perform.
Under theory X the four assumptions held by managers are:
1. Employees inherently dislike work and , whenever possible, will
attempt to avoid it.
2. Since employees dislike work, they must be coerced ,
controlled or threatened with punishment to achieve goals.
3. Employees will avoid responsibilities
4. Most workers place security above all the other factors
associated with work and will display little ambition
Theory Y

Assumes that employees like work, seek responsibility, are capable

of making decisions, and exercise self-direction and self-control
when committed to a goal.
Four positive assumptions are:
1. Employees can view work as being as natural as rest or play
2. People will exercise self-direction and self-control if they are
committed to the objectives
3. The average person can learn to accept , even seek ,
responsibility
4. The ability to make innovative decisions is widely dispersed
throughout the population and is not necessarily the sole
province of those in management positions
Mc Gregor proposed ideas such as participative decision
making,responsible and challenging jobs & good group
relations that maximises job motivation.
Two-Factor Theory (Frederick Herzberg)

Two-Factor (Motivation-Hygiene) Theory

Intrinsic factors such as
advancement,recognition,responsibility and
achievement are related to job satisfaction, while
extrinsic factors such as supervision,pay,company
policies are related to job dissatisfaction.

Hygiene Factors
Factors—such as company policy and administration,
supervision, and salary,physical working conditions, relation
with others—that, when adequate in a job, placate workers.
When factors are adequate, people will not be dissatisfied nor
satisfied .
ERG Theory (Clayton Alderfer)

ERG Theory
There are three groups of core needs: existence,
relatedness, and growth.

Core Needs Concepts:

Existence: provision of More than one need can
basic material be operative at the same
requirements. time.
Relatedness: desire for If a higher-level need
relationships. cannot be fulfilled, the
Growth: desire for desire to satisfy a lower-
personal development. level need increases.
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

The need to make others
behave in a way that they
would not have behaved
otherwise.
Cognitive Evaluation Theory

Cognitive Evaluation Theory

Allocating extrinsic rewards for behavior that had been
previously intrinsically rewarding tends to decrease the
overall level of motivation.
Ex Marcia working in Humane Society loved her job as
volunteer but when hired full time failed to enjoy the same
job.
 Self-Efficacy Theory

 Self-efficacy ( also known as social cognitive theory

or social learning theory) refers to an individual’s
belief that he or she is capable of performing a task.
 The higher your self- efficacy, the more confidence
you have in your ability to succeed. So, in difficult
situations, people with low self-efficacy are more
likely to lessen their effort or give up altogether, while
those with high self-efficacy will try harder to master
the challenge.
Albert Bandura, proposes four ways self
efficacy can be increased.

 Enactive mastery
 Vicarious modeling
 Verbal Persuasion
 Arousal
Enactive mastery
 According to Bandura, the most important source of
increasing self-efficacy is enactive mastery- that is,
gaining relevant experience with the task or job.
 If you’ve been able to do the job successfully in the
past, you’re more confident you’ll be able to do it in
the future.
Vicarious modeling
 The second source is vicarious modeling – becoming
more confident because you see someone else doing
the task. If your friend slims down, it increases your
confidence that you can lose weight too.
 Vicarious modeling is most effective when you see
yourself as similar to the person you are observing. If
you watch a cricketer with a handicap similar to
yours, it’s persuasive.
 Verbal Persuasion

 The third source is verbal persuasion: becoming

more confident because someone convinces you
that you have the skills necessary to be successful.
Motivational speakers use this tactic.
 Arousal
 Finally, Bandura argues that arousal increases self-
efficacy. Arousal leads to an energized state, so the
person gets “Psyched up” and performed better. But
if the task requires a steady, lower key perspective
(say, carefully editing a manuscript), arousal may in
fact hurt performance.
 Individuals with higher levels of self-efficacy also
appear to reap more benefits from training programs
and are more likely to use their training on the job.
Job Design Theory

Job Characteristics Model

Identifies five job characteristics and their relationship to
personal and work outcomes.
This model was developed byJ.Richard Hackman and Greg
Oldham.
Characteristics:

1.Skill variety
The degree to which the job requires a variety of
different activities so the worker can use a number of
different skills and talent. Ex: Owner operator of garage
who does electrical repairs , rebuilt engines, does body
work
2.Task identity
The degree to which the job requires completion of a
whole and identifiable piece of work . Ex: A cabinet
maker who designs a piece of furniture , selects the
wood , builds the objects
3.Task significance
The degree to which the job has a substantial impact on
the lives or work of other people .Ex: A nurse handling
the diverse needs of patients in a hospital intensive
care unit
4.Autonomy
The degree to which the job provides substantial
freedom , independence and discretion to the
individual in scheduling the work and in
determining the procedures to be used in
carrying it out .Ex: A sales person who
schedules his or her work each day and decides
on the most effective sales approach for each
customer.
5.Feedback
The degree to which carrying out the work
activities required by the job results in the
individual obtaining direct and clear information
about the effectiveness of his or her
performance .Ex: A factory worker who assemble
Ipods and then tests them to see if they operate
MPS (Motivating Potential Score)
 Definition- It is a predictive index that suggests
motivating potential in a job.
 MPS= Skill Variety + Task Identity +Task
Significance/3 *Autonomy * Feedback.
JOB REDESIGN
 JOB ROTATION
 If employees suffer from overroutinization of their
work, one alternative is job rotation, or the
periodic shifting of an employee from one task to
another with similar skill requirements at the
same organizational level (also called as cross-
training)
 At Singapore airlines, a ticket agent may take on
the duties of a baggage handler. Extensive job
rotation is among the reasons Singapore Airlines
is rated one of the best airlines in the world and a
highly desirable place to work .
Job Enrichment
 Expands jobs by increasing the degree to which
the worker controls the planning, execution and
evaluation of the work .An enriched job organizes
tasks to allow the worker to do a complete
activity, increases the employees freedom and
independence, increases responsibility, and
provides feedback so individuals can assess and
correct their own performance.
Job Sharing

 Job Sharing allows two or more individuals to

split a traditional 40-hour-week job. One might
perform the job from 8.00 AM to noon and the
other from 1.00 pm to 5.00 pm or the two could
work full but alternate days.
 For example- top Ford engineers Julie Levine
and Julie Rocco engage in a job sharing
program that allows both of them to spend
time with their families while working on the
time intensive job of redesigning the Explorer
Crossover.
Equity Theory (cont’d)

Equity theory : Individuals compare their job inputs

and outcomes with those of others and then
respond to eliminate any inequities.
Ex: Jane Pearson graduated last year from the state
university with a degree in accounting .

Ratio comparisons Perception

O/IA < O/IB Under rewarded
O/IA = O/IB Equity
O/IA > O/IB Over rewarded
O/IA Employee / O/IB others
Expectancy Theory

Expectancy Theory (Victor Vroom)

The strength of a tendency to act in a certain way
depends on the strength of an expectation that the
act will be followed by a given outcome and on the
attractiveness of that outcome to the individual.
MBO:(Management By Objectives)
 Management by objectives emphasizes participatively
set goals that are tangible, verifiable, and measurable.
 There are four ingredients common to MBO programs.
These are goal specificity, participative decision
making, an explicit time period, and performance
feedback.
 The objectives in MBO should be concise statements of
expected accomplishments. It’s not adequate, for
example -to merely state a desire to cut costs, improve
service, or increase quality. Such desires have to be
converted into tangible objectives that can be clearly
measured.
 The objectives in MBO are not unilaterally set by the
boss and then assigned to employees.MBO replaces
imposed goals with participatively determined goals.
 Each objective has a specific time period in
which it is to be completed.
 The final ingredient in an MBO program is
feedback on performance. MBO seeks to give
continuous feedback on progress towards goals.
Employee Recognition Programs
 Eg Vikas works in a fast food outlet.
 Employee recognition programs cover a wide
spectrum of activities. They range from a
spontaneous and private “ thank you” on up to
widely publicized formal programs in which
specific types of behavior are encouraged and
the procedures for attaining recognition are
clearly identified. Ex: Nichols Foods Ltd(British
bottler of soft drinks) .., monthly awards are
presented to people who have been nominated by
peers for good job done.

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Examples of Employee Involvement Programs (cont’d)

Works Councils
Representative
Groups of nominated or elected
Participation employees who must be
consulted when management
Workers participate in
makes decisions involving
organizational decision personnel . Ex: In Nether lands ,
making through a small if a Dutch company is taken over
group of representative by another firm the formers
employees. work council must be informed
at an early stage
Board Representative
A form of representative
participation; employees sit on
a company’s board of directors
and represent the interests of
the firm’s employees.
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