MC1lvA1lCnA 1PLC8lLS

Meanlng
W MoLlvaLlon ls a process LhaL sLarLs wlLh a
physlologlcal or psychologlcal need LhaL
acLlvaLes a behavlor or a drlve LhaL ls almed aL
a goal
lnLroducLlon (ConL)
MoLlvaLlon ls a psychologlcal process LhaL causes
Lhe arousal dlrecLlon and perslsLence of
volunLary acLlons LhaL are goal dlrecLed
MoLlvaLlon deflned
Introduct|on (Cont)
Mot|vat|on
|s the
psycho|og|ca|
process
that
|eads to
Cho|ce of
behav|or
that
resu|ts |n Some |eve|
of [ob
performance
1he Mot|vat|on8ehav|orIob erformance Sequence
lnLroducLlon (ConL)
W Why know abouL moLlvaLlon?
Pelp you undersLand your behavlor and Lhe
behavlor of oLhers
Can help a manager bulld and manage a sysLem
of moLlvaLlon"
Cffers concepLual Lools for analyzlng moLlvaLlon
problems ln organlzaLlons
9renLlce Pall 2001 ChapLer 6 6
Motivation
Direction
Persistence
Intensity
MC1lvA1lCnAL lAC1C8S
1here are several facLors LhaL moLlvaLe a person
Lo work 1he moLlvaLlonal facLors can be broadly
dlvlded lnLo Lwo groups
W I MCNL1Ak IAC1CkS
Salarles or wages
W Salarles or wages ls one of Lhe mosL lmporLanL moLlvaLlonal
facLors 8easonable salarles musL be pald on Llme Whlle
flxlng salarles Lhe organlzaLlon musL conslder such as
- CosL of llvlng
- Company ablllLy Lo pay
- CapablllLy of company Lo pay eLc
W onus
lL refers Lo exLra paymenL Lo employee over
and above salary glven as an lncenLlve 1he
employees musL be glven adequaLe raLe of
bonus
W lncenLlves
1he organlzaLlon may also provlde addlLlonal lncenLlves
such as medlcal allowance educaLlonal allowance P8A
allowance eLc
W Speclal lndlvldual lncenLlves
1he company may provlde speclal lndlvldual lncenLlves
Such lncenLlves are Lo be glven Lo deservlng employees
for glvlng valuable suggesLlons
II NCN MCNL1Ak IAC1CkS
W SLaLus or [ob LlLle
y provldlng a hlgher sLaLus or deslgnaLlons
Lhe employee musL be moLlvaLed Lmployees
prefer and proud of hlgher deslgnaLlons
W AppreclaLlon and recognlLlon
Lmployees musL be appreclaLed for Lhelr
servlces 1he pralse should noL come from
lmmedlaLe superlor buL also from hlgher
auLhorlLles
W elegaLlon of auLhorlLy
elegaLlon of auLhorlLy moLlvaLes a
subordlnaLe Lo perform Lhe Lasks wlLh
dedlcaLlon and commlLmenL When auLhorlLy
ls delegaLed Lhe subordlnaLe knows LhaL hls
superlor has placed falLh and LrusL ln hlm
W Worklng condlLlons
9rovlslon for beLLer worklng condlLlons such
as alrcondlLloned rooms proper planL layouL
proper sanlLaLlon equlpmenL machlnes eLc
moLlvaLes Lhe employees
W Iob secur|ty
uaranLee of [ob securlLy or lack of fear
dlsmlssal eLc can also be a good way Lo
moLlvaLe Lhe employees Lmployees who are
kepL Lemporarlly for a long Llme may be
frusLraLed and may leave Lhe organlzaLlon
W ob enrlchmenL
ob enrlchmenL lnvolves more challenglng
Lasks and responslblllLles lor lnsLance an
execuLlve who ls lnvolved ln preparlng and
presenLlng reporLs of performance may also
asked Lo frame plans
W Workers parLlclpaLlon
lnvlLlng Lhe employee Lo be a member of
quallLy clrcle or a commlLLee or some oLher
form of employee parLlclpaLlon can also
moLlvaLe Lhe workforce
W Cordlal relaLlons
ood and healLhy relaLlons musL exlsL LhroughouL Lhe
organlzaLlon 1hls would deflnlLely moLlvaLes Lhe
employees
W ood superlors
SubordlnaLes wanL Lhelr superlors Lo be lnLelllgenL
experlenced maLured and havlng a good personallLy
ln facL Lhe superlor needs Lo have superlor knowledge
and skllls Lhan LhaL of hls subordlnaLes 1he very
presence of superlors can moLlvaLe Lhe subordlnaLes
CLher facLors
1here are several oLher facLors of moLlvaLlng Lhe
employees
- 9rovldlng Lralnlng Lo Lhe employees
- 9roper [ob placemenLs
- 9roper promoLlons and Lransfers
- 9roper performance feed back
- 9roper welfare faclllLles
- llexlble worklng hours
Need and |mportance of mot|vat|on
W Plgher efflclency
W 8educe absenLeelsm
W 8educes employee Lurn over
W lmproves a corporaLe lmage
W ood relaLlons
W lmproved morale
W 8educed wasLages and breakages
W 8educed accldenLs
W laclllLaLes lnlLlaLlve and lnnovaLlon
MC1IVA1ICN 1nLCkILS
Maslow's Plerarchy
of needs 1heory
W llve groups of baslc needs
W PealLhy adulLs Lry Lo saLlsfy Lhese needs
W So baslc LhaL Lhey moLlvaLe behavlor ln many
culLures
W Chronlc frusLraLlon of needs can lead Lo
psychopaLhologlcal resulLs
Maslow's Plerarchy
of needs 1heory (ConL)
W hys|o|og|ca| needs baslc requlremenLs of
Lhe human body food waLer sleep sex
W Safety needs deslres of a person Lo be
proLecLed from physlcal and economlc harm
W 8e|ong|ngness and |ove needs (soc|a|) deslre
Lo glve and recelve affecLlon be ln Lhe
company of oLhers
Maslow's Plerarchy
of needs 1heory (ConL)
W Lsteem needs selfconfldence and sense of
selfworLh
LsLeem from oLhers valuaLlon of self from oLher
people
SelfesLeem feellng of selfconfldence and self
respecL
W Se|factua||zat|on needs deslre for self
fulflllmenL
Maslow's Plerarchy
of needs 1heory (ConL)
W lorm a need h|erarchy based on Lhe
prepoLency" of needs
W repotency need emerges as a moLlvaLor
afLer saLlsfylng a lowerorder (more
prepoLenL) need
W Plerarchy progresslon physlologlcal safeLy
belonglngness esLeem selfacLuallzaLlon
Maslow's 1heory
We each have a hlerarchy of needs LhaL ranges
from lower Lo hlgher As lower needs are
fulfllled Lhere ls a Lendency for oLher hlgher
needs Lo emerge"
Maslow's 1heory
Maslow's Lheory malnLalns LhaL a person does
noL feel a hlgher need unLll Lhe needs of Lhe
currenL level have been saLlsfled Maslows
baslc needs are as follows
hys|o|og|ca| Needs
W lood
W Alr
W WaLer
W CloLhlng
,sic Hum,n Needs
Safety Needs
!7otection
Stability
!ain Avoidance
Routine/O7de7
Safety and Secu7ity
Soc|a| Needs
Affection
Acceptance
nclusion
Love and Belonging
Lsteem Needs
Self-Respect
Self-Esteem
Respected by
Othe7s
Esteem
MeeLlng needs ln Lhe Classroom
As educaLors lL ls our responslblllLy Lo
meeL Lhe flve baslc levels of needs ln Lhe
classroom lmplemenLaLlon sLraLegles
lnclude
Self-Actualization
Needs
Esteem Needs
Social Needs
Safety Needs
!hysiological Needs
Basic physical needs fo7 wate7
food clothing and shelte7
esi7es fo7 secu7ity stability and
the absence of pain
esi7es to inte7act and affiliate with
othe7s and to feel wanted by othe7s
Needs fo7 powe7 and status
esi7es to 7each one's full potential
to become eve7y thing one is capable
of becoming as a human being
Maslow's need Plerarchy Maslow's need Plerarchy
McGrau-Hi||/|ruin 2006 Tnc McGrau-Hi|| Ccnpanics, |nc. A|| rign|s rcscrtcd.
Adapted Irom Figure 122: Maslow`s Need Hierarchy
Self-Actualization
Needs
Esteem Needs
Social Needs
Safety Needs
!hysiological Needs
Esteem
Self-Actualization
Safety
Belonging
!hysiological
Summa7y
9hyslologlcal
SafeLy
elonglngness
and love
LsLeem
Self
acLuallzaLlon
Maslow's Plerarchy of needs
L8 1heory
W A varlaLlon of Maslows hlerarchy of needs
W 1hree groups of needs
Lx|stence needs physlcal and maLerlal
wanLs
ke|atedness needs deslres for
lnLerpersonal relaLlonshlps
rowth needs deslres Lo be creaLlve and
producLlve Lo use one's skllls
L8 1heory (ConL)
PhysioIogic,I
S,1ety
eIongingness
,nd Iove
Esteem
SeI1
,ctu,Iiz,tion
ReI,tionship o1
,sIow's hier,rchy
to E.R.G. Theory.
Maslow
hie7a7chy
ER
%heo7y
ReI,tedness needs
Existence needs
Growth needs
L8 1heory (ConL)
W oLh slmllar Lo and dlfferenL from Maslows
need hlerarchy
W SaLlsfled and unsaLlsfled needs operaLe ln
much Lhe same way
W MovemenL upward ls Lhe same
W Movement downward |s new
L8 1heory (ConL)
W Sat|sfact|onprogress|on move up Lhe
hlerarchy as needs are saLlsfled
W Irustrat|onregress|on move down Lhe
hlerarchy when a need ls frusLraLed
W ef|c|ency cyc|e more sLrongly deslre
exlsLence needs when Lhey are unsaLlsfled
W Lnr|chment cyc|e more sLrongly deslre
growLh needs when Lhey are saLlsfled
McClelland's AchlevemenL
MoLlvaLlon 1heory( Lhree needs
Lheory)
W McClelland and colleagues sLudled Lhe
behavloral effecLs of Lhree needs
need for AchlevemenL
need for 9ower
need for AfflllaLlon
W Lmphaslzed Lhe need for AchlevemenL
alLhough Lhey lnvesLlgaLed all Lhree needs
McClelland's AchlevemenL
MoLlvaLlon 1heory (ConL)
W 9roducL of an lmpresslve longrunnlng
research program
W ConLroversy over measuremenL meLhods
W 8ecenL sLudy shows Lhe valldlLy of dlfferenL
measures
McClelland's AchlevemenL
MoLlvaLlon 1heory (ConL)
W SLrong need for achlevemenL people
1ake responslblllLy for resulLs of behavlor
Wllllng Lo Lake calculaLed rlsks
SeL moderaLe achlevemenL goals
9refer Lo seL performance sLandards for
Lhemselves
9refer nonrouLlne Lasks Lo rouLlne asslgnmenLs
Welcome feedback abouL how well Lhey are dolng
McClelland's AchlevemenL
MoLlvaLlon 1heory (ConL)
W Acqulre Lhe need for AchlevemenL Lhrough
soclallzaLlon Lo culLural values
W 9resence of need for AchlevemenL Lhemes ln
folklore myLhology arL
W need for AchlevemenL socleLles had hlgh
levels of economlc developmenL
McClelland's AchlevemenL
MoLlvaLlon 1heory (ConL)
W SLrong need for 9ower people
locuses on conLrolllng Lhe means of lnfluenclng
Lhe behavlor of anoLher person"
Pavlng sLrong effecLs on oLher people
Means of lnfluence anyLhlng avallable Lo Lhe
person Lo conLrol Lhe behavlor of anoLher
AcLlvely searches for means of lnfluence
McClelland's AchlevemenL
MoLlvaLlon 1heory (ConL)
W 1wo ways of expresslng Lhe need for 9ower
omlnance physlcal aggresslon explolLaLlon
W vlew slLuaLlons from a wlnlose perspecLlve
W MusL wln and Lhe oLher parLy musL lose
ld noL feel such power behavlor resulLed ln Lhe
Lype of leadershlp requlred by organlzaLlons
McClelland's AchlevemenL
MoLlvaLlon 1heory (ConL)
W 1wo ways of expresslng Lhe need for 9ower
(conL)
9ersuaslon and lnLerpersonal lnfluence
W 1rles Lo arouse confldence ln Lhose he or she wanLs Lo
lnfluence
W Clarlfles group's goals and persuades members Lo
achleve Lhose goals
W Lmphaslzes group members' ablllLy Lo reach goals
McClelland's AchlevemenL
MoLlvaLlon 1heory (ConL)
W 1wo ways of expresslng Lhe need for 9ower
(conL)
W 1rles Lo develop a compeLence bellef ln group
members
W McClelland felL Lhls Lype of power behavlor
characLerlzed effecLlve leaders ln organlzaLlons
McClelland's AchlevemenL
MoLlvaLlon 1heory (ConL)
W SLrong Need for Aff|||at|on people
locuses on esLabllshlng malnLalnlng and
resLorlng poslLlve affecLlve relaLlons wlLh oLhers
WanL close warm lnLerpersonal relaLlonshlps
Seek Lhe approval of oLhers especlally Lhose
abouL whom Lhey care
Llke oLher people wanL oLher people Lo llke Lhem
and wanL Lo be ln Lhe company of oLhers
McClelland's AchlevemenL
MoLlvaLlon 1heory (ConL)
W need for achlevemenL and behavlor
Money lmporLanL Lo boLh hlgh and low
achlevers buL for dlfferenL reasons
W Plgh achlever wanLs concreLe feedback abouL
performance
W Maklng a proflL or recelvlng a bonus ls a sLaLemenL
abouL success or fallure
W Symbol of success and feedback abouL [ob performance
McClelland's AchlevemenL
MoLlvaLlon 1heory (ConL)
W need for achlevemenL and behavlor (conL)
W Plgh achlever wanLs a challenglng [ob and responslblllLy
for work
W WanL Lo feel successful aL dolng someLhlng over whlch
Lhey have conLrol
McClelland's AchlevemenL
MoLlvaLlon 1heory (ConL)
W need for achlevemenL and behavlor (conL)
Low achlever vlews moneLary reward as an end ln
lLself
eL lncreased performance from low need for
AchlevemenL person by rewardlng wlLh money
McClelland's AchlevemenL
MoLlvaLlon 1heory (ConL)
W Managers and execuLlves usually have a
sLronger need for AchlevemenL Lhan people ln
oLher occupaLlons
W Lvldence polnLs Lo sLrong need for
AchlevemenL as an enLrepreneur
characLerlsLlc
W naLure of need for AchlevemenL behavlor flLs
well wlLh such role demands
McClelland's AchlevemenL
MoLlvaLlon 1heory (ConL)
W need for AchlevemenL and need for 9ower
some relaLlonshlps
SLrong need for AchlevemenL person
W 1ask cenLered
W luLure orlenLed
W 9erforms Lo lnLernal sLandard of excellence
McClelland's AchlevemenL
MoLlvaLlon 1heory (ConL)
W need for AchlevemenL and need for 9ower
some relaLlonshlps (conL)
SLrong need for 9ower person
W raws aLLenLlon
W 8lsk Laklng
W 9resenL orlenLed
W Assesses slLuaLlons for change poLenLlal
McClelland's AchlevemenL
MoLlvaLlon 1heory (ConL)
W need for AchlevemenL and need for 9ower
some relaLlonshlps (conL)
oLh Lypes of people lmporLanL for successful
organlzaLlons
SLrong need for AchlevemenL managers keep an
organlzaLlon golng
SLrong need for 9ower people brlng dramaLlc
change and lnnovaLlon
issatisfaction
and
demotivation
Not dissatisfied
but
not motivated
!ositive
satisfaction
and motivation
Hygiene F,ctors
Wompany policies
W"uality of supe7vision
WRelations with othe7s
W!e7sonal life
WRate of pay
Wob secu7ity
Wo7ing conditions
otiv,tion,I F,ctors
WAchievement
Wa7ee7 advancement
W!e7sonal g7owth
Wob inte7est
WRecognition
WResponsibility
He7zbe7g's %wo-Facto7 %heo7y
needs 1heorles
Maslow He7zbe7g
Hygiene
Motivato7s
Facto7s
Social
Safety
!hysiological
Self-Actualisation
Esteem
9renLlce Pall 2001 ChapLer 6 38
Expectancy %heo7y
(V7oom)
. Rew,rdsPerson,I go,Is reI,tionship = V,Ience
1. E11ortPer1orm,nce reI,tionship = Expect,ncy
2. Per1orm,nceRew,rds reI,tionship = Instrument,Iity
Individu,I
E11ort
Individu,I
Per1orm,nce
Person,I
Go,Is
Org,nis,tion,I
Rew,rds
1
2

Pow LxpecLancy 1heory Works

Expect,ncy
E11ort Per1orm,nce Link
E=0
No m,tter how much e11ort
you put in, prob,bIy not possibIe
to memorise the text in 24 hours
Instrument,Iity
Per1orm,nce Rew,rds Link
I=0
Your tutor does not Iook
Iike someone who h,s 1 miIIion
V,Ience
Rew,rds Person,I Go,Is Link
V=1
There ,re , Iot o1 wonder1uI things
you couId do with 1 miIIion
Your tutor o11ers you 1 miIIion i1 you memorise the textbook by tomorrow morning.
ConcIusion: Though you v,Iue the rew,rd, you wiII not be motiv,ted to do this t,sk.
oal SeLLlng
Go,Is
Specific
Difficult
Accepted
E11ects on Person
Directs attention
Energises
Encourages persistency
New strategies developed
Feedb,ck
Per1orm,nce
rlve 1heory
- lologlcal needs arlslng wlLhln our bodles creaLe
unpleasanL sLaLes of arousal
- Punger LhlrsL faLlgue/Llredness eLc
- PomeosLasls balanced physlologlcal sLaLe
- MoLlvaLlon ls baslcally a process ln whlch varlous
blologlcal needs USn USn us Lo acLlons
r|ve 1heory An Cverv|ew
Behavio7s that do not 7educe d7ive a7e weaened Behavio7s that 7educe d7ive a7e st7enghtened
Activation of many diffe7ent behavio7s
7ive state
(hunge7 thi7st etc)
Biological need
(need fo7 food wate7 oxygen etc
Mcregor's 1heory
W Mcregor looked aL Lhe way ln whlch
employers and employees LradlLlonally vlewed
work 1he employer pald Lhe money and
gave lnsLrucLlons and Lhe worker dld Lhe [ob
wlLhouL asklng quesLlons (1PLC8? x)
Mcregor's 1heory x and ?
W 1heory x workers
W on'L llke worklng
W o as llLLle as Lhey can geL away wlLh
W on'L llke Lhlngs Lo change
W need Lo be Lold whaL Lo do
W CanL be LrusLed Lo make a declslon
W Are only lnLeresLed ln MCnL?
W MusL be closely waLched
W CanL be LrusLed or relled upon
Mcregors 1heory y
W 1heory ? workers
W Ln[oy Lhelr work
W Wlll work hard Lo geL rewards
W WanL Lo see new Lhlngs happenlng
W Wlll work lndependenLly
W Can be LrusLed Lo make declslons
W Are moLlvaLed by Lhlngs oLher Lhan money
W Can work unsupervlsed
SelfMoLlvaLlon
W SelffulfllmenL and saLlsfacLlon
W lfflculL goals lead Lo hlgher performance
W MoLlvaLlon Lo acL depends on Lhe
aLLracLlveness of Lhe ouLcome
MoLlvaLlon 1heorles Summary
Needs theor|es
W Maslow's hlerarchy
of needs
W Perzberg's Lwo facLor
Lheory
Process theories
W Expectancy %heo7y
W oal Setting
%heo7y