MOTIVATION

Roadmap
Motives
Theories of Motivation Applications for Behavioral Change.

 Technically the term motivation is traced from the Latin

word movere, which means to move.

To understand the concept of motivation, we should examine 3 terms: motive, motivating & motivation. MOTIVE: A motive is an inner state that energizes, activates or moves & that directs behaviour towards

goals.
MOTIVATING: It is a term which cause or stimulate (a

person) to act; to be the underlying cause of (an action).

Defining Motivation
Motivation The process that account for an individuals intensity, direction, and persistence of effort toward attaining a goal. Key Elements 1. Intensity: how hard a person tries 2. Direction: toward beneficial goal 3. Persistence: how long a person tries

Relationship Between these 3

Motive Motivating Motivation

Needs in Individual

Activating needs &Providing need Satisfaction envi.

Engagement in Work behaviour

Motivation
The willingness to exert high levels of

effort to reach organizational goals, conditioned by the efforts ability to satisfy some individual need.

Unsatisfied need

Tension

Drives

Search behavior

Satisfied need

Reduction of tension

Importance Of Motivation

 Motivated employees are always looking for better ways to do a job. More quality oriented
More productive than apathetic workers.

THEORIES OF MOTIVATION
The motivation concepts were mainly developed around 1950s. Three main theories were made during this period. These three classical theories areMaslows hierarchy of needs theory Herzbergs Two factor theory Theory X and Theory Y

These theories are building blocks of the contemporary theories developed later. The working mangers and learned professionals till date use these classical theories to explain the concept of employee motivation

 We all are familiar with the classical theories of

motivation, but they all are not empirically supported. As far as contemporary theories of motivation are concerned, all are well supported with evidences. Some of the contemporary / modern theories of motivation are explained below:
Equity Theory of Motivation ERG Theory

Hierarchy of Needs Theory (Maslow)

Hierarchy of Needs Theory

There is a hierarchy of five needsphysiological, safety, social, esteem, and selfactualization; as each need is substantially satisfied, the next need becomes dominant. Self-Actualization
The drive to become what one is capable of becoming.

Maslows Hierarchy of Needs

Lower-Order Needs
Needs that are satisfied externally; physiological and safety needs.

Higher-Order Needs
Needs that are satisfied internally; social, esteem, and self-actualization needs.

Source: Motivation and Personality , 2nd ed,, by A.H. Maslow, 1970. Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, NJ.

McGregorsTheory X & Y

 The management action of motivating human beings in the org, according to McGregor, involves certain assumptions, generalisations, & hypothesis relating to

human behaviour & human nature.

These assumptions may be neither consciously

crystallised nor overtly stated; these serve the purpose of predicting human behaviour.
These assumptions are characterised in two opposite points, Theory X & Theory Y.

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.

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.

Two-Factor Theory (Frederick Herzberg)

Two-Factor (Motivation-Hygiene) Theory Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction.

 Another popular theory of motivation proposed by psychologist Fredrick Herzberg. This model is termed as two-factor theory, dual factor theory & motivation-hygiene theory, widely accepted by managers concerned with the problem of human behaviour at work.
Herzberg concluded that there were 2 categories of needs essentially independent of each other affecting behaviour in different ways.

 His findings are

Some job conditions which operate to dissatisfy

the employees when the conditions are absent, however their presence does not motivate them . (Hygiene factor)
Job conditions operate to build strong motivation

& high job satisfaction,(Motivational factor)

Hygiene Factor
According to Herzberg, there are 10 maintenance or hygiene factors. These are:

Company policy & administration Technical supervision Interpersonal relationship with supervisors Interpersonal relationship with peers Interpersonal relationship with subordinates Salary Job Security Personal Life Working Conditions Status

Motivational Factors These factors are capable of having a positive effect on job satisfaction. Herzberg include 6 factors that motivate employees. These are:
Achievement
Recognition Advancement Work itself Possibility of Growth Responsibility

Contrasting Views of Satisfaction and Dissatisfaction

ERG Theory (Clayton Alderfer)

ERG Theory There are three groups of core needs: existence, relatedness, and growth.
Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development.

Concepts:
More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lowerlevel need increases.

Similarities to Maslow's Hierarchy Studies had shown that the middle levels of Maslow's hierarchy have some overlap; Alderfer addressed this issue by reducing the number of levels to three. The ERG needs can be mapped to those of Maslow's theory as follows: o Existence: Physiological and safety needs o Relatedness: Social and external esteem needs o Growth: Self-actualization and internal esteem needs Like Maslow's model, the ERG theory is hierarchical - existence needs have priority over relatedness needs, which have priority over growth.

Differences from Maslow's Hierarchy In addition to the reduction in the number of levels, the ERG theory differs from Maslow's in the following three ways: o Unlike Maslow's hierarchy, the ERG theory allows for different levels of needs to be pursued simultaneously. o The ERG theory allows the order of the needs be different for different people. o The ERG theory acknowledges that if a higher level need remains unfulfilled, the person may regress to lower level needs that appear easier to satisfy. This is known as the frustration-regression principle. Thus, while the ERG theory presents a model of progressive needs, the hierarchical aspect is not rigid. This flexibility allows the ERG theory to account for a wider range of observed behaviors. For example, it can explain the "starving artist" who may place growth needs above existence ones.

Implications for Management If the ERG theory holds, then unlike with Maslow's theory, managers must recognize that an employee has multiple needs to satisfy simultaneously. Furthermore, if growth opportunities are not provided to employees, they may regress to relatedness needs. If the manager is able to recognize this situation, then steps can be taken to concentrate on relatedness needs until the subordinate is able to pursue growth again.

Equity Theory
Equity Theory Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

Referent Comparisons:
Self-inside Self-outside Other-inside Other-outside

Self-inside: An employees experience in a different position inside his present organization.

Self-outside: An employees experience in a situation outside the present organization. Other-inside: Another employee or group of employees inside the employees present organization.

Other-outside: Another employee or employees outside the employees present organization.

An employee might compare himself with his peer within the present job in the current organization or with his friend/peer working in some other organization or with the past jobs held by him with others. An employees choice of the referent will be influenced by the appeal of the referent and the employees knowledge about the referent.

Equity Theory (contd)

Equity Theory (contd)

Choices for dealing with inequity:
1. Change inputs (slack off) 2. Change outcomes (increase output)

3. Distort/change perceptions of self

4. Distort/change perceptions of others 5. Choose a different referent person

6. Leave the field (quit the job)

Equity Theory (contd)

Distributive Justice Perceived fairness of the amount and allocation of rewards among individuals. Procedural Justice The perceived fairness of the process to determine the distribution of rewards.

Equity Theory - Exchange Scenarios

Case 1: Equity -- pay allocation is perceived to be to be fair - motivation is sustained Case 2: Inequity -- Underpayment. Employee is motivated to seek justice. Work motivation is disrupted. Case 3: Inequity - Overpayment. Could be problem. Employee may be questioned by co-workers.

MOTIVATION IN CORPORATE CONTEXT

Motivation is applying to entire class of

drivers, desires, needs, wishes, and similar forces. To say that managers motivate their subordinates is to say that they do those things, which they hope will satisfy these drivers and desires and induce the subordinate to act in a desired manner.

 The

most widely mentioned theory of motivation is the hierarchy of needs theory put forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a hierarchy, ascending from the lowest to the highest and he concluded that when one set of need is satisfied, this kind of need ceases to be a motivator According to him the basic needs of humans i.e. food, clothing, shelter etc. have to be satisfied first else other needs will not motivate people. Once the physiological needs are met, another set of motives, called safety needs, become motivators.

 In organizational context these needs refer to

job security, safe working conditions, unionization and lobbying for protective legislation. Management practices to satisfy the safety needs of employees include pension scheme, group insurance, safe working conditions etc.

 The

belongingness and love needs constitute the third level in the hierarchy of needs. These arise when physiological and safety needs are satisfied. In organizations managers do well by encouraging informal groups, friendly behavior with subordinates etc. [Example Google]

 Next in hierarchy is esteem needs that is need to

be held in esteem both by self and others in organizations . These needs corresponds to job title, pay increase, peer or supervisory recognition, challenging work etc. Managerial practices to fulfill these needs include performance encouragement, performance feedback, recognition ,rewards etc. Finally, if all the earlier four level needs are satisfied, the need for self-actualization comes to the fore. It refers to a desire to become what one is capable of becoming. Maslow regards this as the highest need in the hierarchy.