Term motivation is derived from Latin word movere which means to move. Includes three component viz.

. needs, drive and incentives. Needs: are created wherever there is physiological or psychological imbalance. Food, shelter, sleep etc are needs.

Drives: Are set up to alleviate needs.It is a deficiency with a direction. Hunger, thirst are drives. Need for friends becomes drive for affiliation. Incentives: Anything that will alleviate a need and reduce a drive.Restores physiological and psychological balance and reduces the drive.

Primary: It is unlearned and physiologically based.Hunger, thirst, sleep,avoidance of pain etc. General: It is unlearned but not physiologically based. Also called stimulus motives as they increase the amount of stimulation. Curiosity, manipulation activity and affection etc. more relevant to OB.

Secondary: They are learned and dominate the study of OB. Power, achievement, Affiliation, security and status are examples. They are important as society develops and becomes more complex.

Classification based on sets of sources. Extrinsic are tangible and visible to others.Relevant to attract people and keep them in job. Pay, benefits, promotions,transfer etc. Intrinsic are internally generated.Are motivators that the person associates with the task or job itself. Responsibility, achievement, accomplishment, feeling of being challenged or competitive etc.

A task may be intrinsically motivating but when an extrinsic motivator gets associated with the task, the actual motivation decreases. Self concordance: The degree to which peoples reasons for pursuing goals are consistent with their interest and core values.

--Threats, deadlines directives, pressures and imposed goals are likely to be key factors that diminish intrinsic motivation. --criticism built on studies using students as subjects rather than workers in workplace setting and that actual decrements in intrinsic motivation were relatively small when extrinsic rewards were introduced.

Content Theories Process Theories Contemporary Theories

Scientific ManagementGoes back to 20th century where scientific managers F W Taylor, Frank Gilbreth and Henry L. Gantt proposed sophisticated wage incentive models to motivate workers.

Human Relation Movement: Incentives include working conditions security and democratic style of supervision.

Propounded by Abraham Maslow. Within every human exists hierarchy of five needs: 1. Physiological: Includes hunger, thirst, shelter and other bodily needs. 2. Safety: Includes security and protection from physical and emotional harm 3. Social: Includes affection, belongingness,acceptance and friendship.

4. Esteem: Includes internal esteem factors as self-respect, autonomy and achievement and external factors such as status, recognition and attention. 5.Self Actualization: The drive to become what one is capable of becoming includes growth, achieving ones potential and selffulfillment.

Separated physiological and safety needs into lower-order needs and social, esteem and self actualization as higherorder needs. Differentiation was made on the premise that higher order needs are satisfied internally (within the person) whereas lower order needs are satisfied externally ( by pay, union contracts and tenure).

Maslows need hierarchy theory can be converted into content model of work motivation. Satisfaction-progression approach.

Motivation related to two factors viz. Job satisfiers( motivators) and Job dissatisfies ( hygiene Factors). Job satisfiers are related to Job content and Job dissatisfies related to Job Context.

Formulated Needs category Model, approved distinction between Lower order needs and Higher order needs. Identified three group of core needs: (a) Existence: concerned with survival ( physiological well being) (b) Relatedness: concerned with interpersonal and social relationships.

 Growth: concerned with individuals intrinsic desire for personal development. Frustration Regression approach i.e. when higher order needs are stifled due to circumstances and lack of ability the individual is inclined to regress back to lower order needs and feel them strongly.

Relationship between Alderfers ERG needs,Maslows five level hierarchy and Herzbergs two factor theory.(figure)

Propounded by Douglas McGregor for two distinct views viz negative and positive. Managers views of employees are based on assumptions which moulds their behavior. Theory X- (-ve) (a) Employees dislike work and tend to avoid it. (b) So they should be coerced, controlled and threatened.

 Employees avoid responsibilities and seek formal direction wherever possible. (d) Workers place security above all other factors associated with work and display little ambition. Theory Y (+ve) (a) Employees view work as natural as rest or play (b) People exercise self-direction and control if they are committed to objective.

 The average person can learn to accept and seek responsibility. (d) The ability to make innovative decision is widely dispersed throughout the population. Theory X assumes that lower order needs dominate individuals. Theory Y assumes that higher order needs dominate individuals

McGregor held that Theory Y assumptions are more valid than Theory X. Hence ideas like participative decision making, responsible and challenging jobs and good group relation are the approaches that will maximize an employees job motivation.

Lacks explanatory power regarding the complexity of work motivation. Referred to as static because they incorporate only one or few points in time and are either past-or-present time oriented. Identify only the importance of meeting certain employee content needs on the job.

Given by Victor Vroom. Model built around concepts of valence, Instrumentality and Expectancy known as VIE. Valence: Strength of individuals preference for a particular outcome. Called as value, incentive, attitude and expected utility.

Positive Valence: persons preference of attaining the outcome to not attaining it. Zero valence:Person is indifferent to outcome. Negative Valence: Preference of not attaining the outcome to attaining it. Instrument: The input into the valence which boosts first level of outcome in obtaining desired second level of outcome

-- Example: A person would be motivated toward superior performance ( first level outcome) because of desire to be promoted (second level outcome). Expectancy: It is the probability ( ranging from 0 to 1) that a particular action /effort will lead to a first level of outcome

States that motivation, satisfaction and performance are separated variables. Motivation does not directly lead to performance but moderated by abilities, traits and role perceptions. Perception of accomplishment determines satisfaction levels.

Not much impact on actual practice of human resource management. Based on cognitive concepts of work motivation hence talks less about content of the job.

Given by J. Stacy Adams.( psychologist) Major input into job performance and satisfaction is the degree of equity that people perceive in their work situation. Inequity occurs when ratio of an employees outcome to input and ratio of relevant others outcome to input are unequal.(figure)

Input Age,sex, education, social status , organizational positions, qualifications etc. Outcomes: Pay, promotion and intrinsic interest in the job. If perceived ratio is not equal to others, the employee strives to restore equity. The strength of this motivation is directly proportional to perceived inequity that exists.

Developed by David McClelland. Focused in three needs viz. (a) Need for achievement: The drive to excel, to achieve in relation to a set of standards, to strive to succeed. (b) Need for power: The need to make others behave in a way that they would not have behaved otherwise.

 Need for affiliation: The desire for friendly and close interpersonal relationship. The theory states that achievement, power and affiliation are three important needs that help explain motivation.