Motivation and the related theories

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Padmaja edit Master subtitle Singh Click to Choudhury Abhinav style Dheeraj Vijay

OUTLINE :
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Motivation : Definition Motivation Theories : Content Theories Process Theories Integrating contemporary Conclusion.
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Theories of Motivation.
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DEFINITION :

Motivation is

a psychological phenomenon which means needs and wants of the individuals have to be tackled by framing an incentive plan.

Motivation is the force either internal or external 8/3/12

CONTENT THEORIES OF MOTIVATION:

McGregors Theory X and Theory Y Hierarchy of needs Theory Herzbergs Motivation-Hygiene Theory McClellands Theory of Needs
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MCGREGORS THEORY X AND THEORY Y:

Theory X states that employees dislike

and try to avoid work, so they must be compelled into doing it. Most workers do not want responsibilities, lack ambition, and value job security more than anything else.

Theory Y holds that employees can

view work as natural, are creative, can be self-motivated, and appreciate 8/3/12 responsibility and have self control.

MASLOWS HIERARCHY OF NEEDS THEORY:

Human behavior is goaldirected. Motivation causes goal directed behavior. The needs of an individual serves as a driving force in human behavior. Therefore, a manager must understand the hierarchy of needs proposed by Abraham Maslow. 8/3/12

In terms of motivation, Maslow proposed that each level in the hierarchy must be substantially satisfied before the next is activated and that once a need is substantially satisfied it no longer motivates behavior. If you want to motivate someone, according to Maslow, you need to understand what level that person is on in the hierarchy and focus on satisfying needs at or above that level. 8/3/12

Physiological needs-basic needs of an individual related to survival & maintenance of human life includes food, clothing, shelter, air, water, etc. Safety needs-job security, protection against danger, safety of property, etc. Social needs- love, affection, belongingness, friendship, conversation, etc. Esteem needs-These needs relate to desire for selfrespect, recognition and respect from others. Self-actualization needs-These are the needs of the highest order and these needs are found in those people whose previous four needs are 8/3/12 satisfied. This will

HERZBERGS TWO FACTOR THEORY :

According to Herzberg, there are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction.
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Motivational factors

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HYGIENE FACTORS : (MAINTAINENCE FACTORS / DISSATISFIERS)

Hygiene Factors

Hygiene factors are based on the need to for a business to avoid unpleasantness at work. If these factors are considered inadequate by employees, then they can cause dissatisfaction with work. Hygiene factors include: - Company policy and administration
8/3/12 - Wages, salaries and other financial

MOTIVATIONAL FACTORS : (SATISFIERS)

Motivator Factors

Motivator factors are based on an individual's need for personal growth. When they exist, motivator factors actively create job satisfaction. If they are effective, then they can motivate an individual to achieve above-average performance and effort. Motivator factors include: - Status
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MCCLELLANDS THEORY OF NEEDS :

This Theory is divided into: The Need for Achievement refers to the
notion of getting ahead and succeeding.

The Need for Affiliation is the desire to

be around people and be well-received socially

The Need for Power is the desire for

control over others and over yourself.
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PROCESS THEORIES OF MOTIVATION:

Cognitive evaluation theory Goal setting Theory Self efficacy Theory. Reinforcement Theory. Equity Theory. Expectancy Theory.
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COGNITIVE EVALUATION THEORY:

This theory suggests that there are actually two motivation systems: intrinsic and extrinsic that correspond to two kinds of motivators: Intrinsic motivators: Achievement, responsibility and competence. motivators that come from the actual performance of the task or job -- the intrinsic interest of 8/3/12 the work.

Extrinsic Motivators: pay, promotion, feedback, working conditions -- things that come from a person's environment, controlled by others.

Extrinsic motivators can actually reduce a person's intrinsic motivation, particularly if the extrinsic motivators are perceived by the person to be controlled by people. E.g. A crowd cheering on the individual and trophies are also extrinsic incentives.
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GOAL SETTING THEORY:

Goal settinginvolves
establishingspecific, measurable, achievable, realistic and timetargeted(S.M.A.R.T)objectives.G oals tell an employee what needs to be done and how much effort will need to be expended.

In order to increase performance, one must:

Set specific goals.

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SELF EFFICACY THEORY:

Self-efficacy corresponds to a person's belief in their own competence. Motivationis directly related to selfefficacy. Someone with high self efficacy perceives themselves as able to handle a situation, they will be more motivated to work hard at successfully handling the situation. Someone who has low self-efficacy, 8/3/12 will not be very motivated to engage in

REINFORCEMENT THEORY:

This theory states that individuals behaviour is a function of its consequences. It is based on law of effect, i.e, individuals behaviour with positive consequences tends to be repeated, but individuals behaviour with negative consequences tends not to be repeated. This theory focuses totally on what happens to an individual when he takes some action. Thus, the external 8/3/12

EQUITY THEORY:

As per this theory, an individuals motivation level is correlated to his perception of equity, fairness and justice practiced by the management. Higher individuals perception of fairness, greater is the motivation level and vice versa. Employees make comparison of their job inputs (in terms of contribution) and outcomes (in terms of 8/3/12 compensation) relative to those of

EXPECTANCY THEORY:

This theory emphasizes the needs for organizations to relate rewards directly to performance and to ensure that the rewards provided are those rewards deserved and wanted by the recipients.

8/3/12 It is an expected and not the actual

Expectancy theory:

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The theory focuses on three things :

Efforts and performance relationship Performance and reward relationship Rewards and personal goal relationship

The employees will be motivated when they believe that putting more effort into their work will yield better job performance. Then, better job performance will lead to 8/3/12 rewards from the company, such as

INTEGRATING CONTEMPORARY THEORIES OF MOTIVATION:

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Integrating Contemporary Theories of Motivation. 1. The basic foundation is the simplified expectancy model.

2. The model also considers the achievement-need, reinforcement and equity theories. 3. Rewards also play an important 8/3/12 role in the model.

The basic foundation is the simplified expectancy model.

The individual effort box has an arrow leading into it. This arrow flows from the individual's goals. This goals-effort link is meant to illustrate that goals direct behavior. Expectancy theory predicts that an employee will exert a high level of effort if they perceive that there is a strong relationship between effort and performance, performance and rewards, and rewards and satisfaction of personal goals. The performance-reward relationship will be strong if the individual perceives that it is performance (rather than seniority, personal favorites, or some other criterion) that is rewarded. The final link in expectancy theory is the rewards-goal relationship. Motivation would be high if the rewards an 8/3/12 individual received for their high performance satisfies the

achievement-need, reinforcement and equity theories. The high achiever isn't motivated by the

organization's assessment of his or her performance or organizational rewards, hence, the jump from effort to individual goals for those with a high nAch.

High achievers are internally driven as long as the jobs they're doing provide them with personal responsibility, feedback, and moderate risks. They're not concerned with the effortperformance, performance-reward, or 8/3/12

Reinforcement theory is seen in the model by recognizing that the organization's rewards reinforce the individual's performance. If managers have designed a reward system that is seen by employees as "paying off" for good performance, the rewards will reinforce and encourage continued good performance.
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Rewards also play an importan role in the model. Rewards also play a key part in equity
theory. Individuals will compare the rewards (outcomes) they have received from the inputs or efforts they made with the inputs-outcomes ratio of relevant others. If inequities exist, the effort expended may be influenced.

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CONCLUSIONS:

Recognize individual differences.Almost every contemporary motivation theory recognizes that employees aren't identical. Match people to jobs. evidence shows the motivational benefits of carefully matching people to jobs. E.g. high achievers should have jobs that allow them to participate in setting moderately challenging goals and that involve autonomy and feedback. Use goals. The literature on goal-setting 8/3/12 theory suggests that managers should

Ensure that goals are perceived as attainable. Regardless of whether goals are actually attainable, employees who see goals as unattainable will reduce their efforts. Hence managers must ensure that employees feel confident that increased effortscanlead to achieving goals. Individualize rewards. Employees have different needs, that acts as a reinforcer for one may not for another. Managers should use their knowledge of employee differences 8/3/12 to individualize the rewards they control.

Check the system for equity. Employees should perceive that rewards or outcomes are equal to the inputs. One person's equity is another's inequity, hence an ideal reward system should weigh inputs differently in arriving at the proper rewards for each job. Don't ignore money. Money is a major reason why most people work. Thus, the allocation of performance-based wage, piecework bonuses, and other pay 8/3/12

Questions??

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