MOTIVATION IN

ORGANIZATION
 MOTIVATION
 “Motivation refers to the force that cause
people to behave in a certain way.”

 *(Psychological) forces acting on a person

that initiate (begin) and direct behavior
 REWARDS

INSTRINSIC REWARDS

The satisfaction received in the process of

performing an action.
 Completion of complex task may give
pleasant feelings or solving a problem that
benefits other may fulfill person’s mission.
EXTRINSIC REWARD
A reward given by another person.
Promotion
Pay increase
A SIMPLE MODEL OF MOTIVATION

NEED creates desire

to fulfill needs

BEH AVIO RS
Resul t in a ct io n
to fu lfi ll ne eds FEED BACK
Reward inform person
that the
behavior was
REWARDS good and used again
Intrinsic or extrinsic
rewards
FOUNDATION OF MOTIVATION

Different perspective to motivate employees

 TRADITIONAL APPROACH
 HUMAN RELATION APPROACH
 HUMAN RESOURCES APPROACHES
 CONTEMPORARY APPROACHES
 TRADITIONAL APPROACH

 According to F,Taylor ,Money is only one factor

to motivate employees

 People would work harder for higher pay

 work is inherently unpleasant for most people

and the money they earn is more important to
employees than is the nature of the job they are
performing.
 HUMAN RELATION APPROACH

 Worker were treated as people

 Alton Mayo called the father of human
relation
 the need for belongingness and the need to
feel useful are more important than money in
motivating employees.
 HUMAN RESOURCES APPROACHES
 Employees are complex and motivated by
many factors.
 people want to contribute to organizational
effectiveness and are able to make genuine
contributions. The organization's
responsibility is to create a work
environment that makes full use of available
human resources.
 CONTEMPORARY APPROACHES
 The most recent theories


CO NT ENT THE ORI ES

PRO CE SS T HE ORIE S

RE IN FORC EMENT T HE ORIE S
 CONTENT THEORIES
A group of theories that emphasize the needs
that motivate people.

 Emphasize the needs that motivate people.

 Specify the kinds of needs people have and
the conditions under which the need will
motivate employee performance.
 Concerned with "WHAT" motivates
individuals.
 What outcomes is the individual motivated to
obtain from a job & organization
HIERARCHY OF NEEDS THEORY

A content theory that proposes that people are

motivated by five categories. that exist in a
hierarchical order.

 According to Maslow, lower needs take

priority. They must be fulfilled before the
others are activated.
 Lower need take priority they must be
fulfilled before next level need activated.
 Needs satisfied in sequences.
 Maslow’s Hierarchy of Needs

Self
Actualization

Ego
and Esteem

Social

Physiological and Survival

Safety and Security

Source: Based on A. H. Maslow. 1943. A theory of human

motivation. Psychological Bulletin 50:370–396. FIGURE 7–
7–2
Copyright © 2002 by South-
South-Western 7—14
 PHYSIOLOGICAL NEED
OFF THE JOB ON THE JOB
 FOOD  SALARY

 WATER
 OXYGEN,
 CONSTANT BODY
TEMPERATURE
 SLEEP
 SAFTETY NEED
 OF THE JOB  ON THE JOB
 FREEDOM FROM  WORK SAFETY,
WAR  JOB SECURITY
 POLLUTION  HEALTH
 VIOLENCE INSURANCE
 FEEL SAFE  FINANCIAL
 SECURE RESERVES
 STABLE  FRINGE BENEFIT
 BELONGINGNESS OR SOCIAL
NEED
OFF THE JOB ON THE JOB

 FAMILY,  WORK GROUP

 FRIENDS  CLIENT
 CLUBS  COWORKER
 NEED TO LOVE AND  SUPERVISORS
BE LOVED,

 TO BELONG AND BE
ACCEPTED;

 NEED TO AVOID
LONELINESS
 ESTEEM NEEDS
OFF THE JOB ON THE JOB
 RECOGNITION
 APPROVAL OF FAMILY,
 , HIGH STATUS,
FRIENDS, COMMUNITY  RESPONSIBILITIES
 NEED FOR  ACHIEVEMENT,
RECOGNITION AND  COMPETENCE,
RESPECT FROM  INDEPENDENCE
OTHERS.  REPUTATION
 RECOGNITION
 self-actualization
OFF THE JOB ON THE JOB
 EDUCATION,  TRAINING,
 RELIGION  ADVANCEMENT,
 , HOBBIES,  GROWTH,
 PERSONAL GROWTH  CREATIVITY
 NEED TO LIVE UP TO
ONE'S FULLEST
AND UNIQUE
POTENTIAL
 ERG THEORY
Clayton Alderfer proposed a modification of
Maslow’s theory
“ a modification of the needs hierarchy theory
that proposes three categories of needs.”

 EXISTENCE: needs for physical well-being

 RELATEDNESS: needs for satisfactory
relationship with others.
 GROWTH: development of personal growth
 Alderfer’s ERG Theory

Growth Needs
1. Internal Self-Esteem Needs
2. Self-Actualization Needs

Relatedness Needs
1. Social Needs
2. Social Esteem Needs
3. Interpersonal Safety Needs

Existence Needs
1. Physiological Needs
2. Material Safety Needs

FIGURE 7–
7–3
Copyright © 2002 by South-
South-Western 7—16
 Growth Opportunities Satisfying
• Challenging Job
• Creativity
•
•
Autonomy
Interesting Work
Existence,
• Organizational Advancement
• Responsibility
•
•
Achievement
Participation
Relatedness,
and Growth
Needs
Relatedness Opportunities
• Friendship • Quality Supervision
• Interpersonal Security • Work Teams
• Athletic Teams • Social Events
• Social Recognition • Merit Pay

Existence Opportunities
• Heat • Air Conditioning • Clean Air
• Lighting • Rest Rooms • Drinking Water
• Base Salary • Cafeteria • Safe Conditions
• Insurance • Job Security • No Layoffs
• Retirement • Health Programs • Time Off

FIGURE 7–
7–4
Copyright © 2002 by South-
South-Western 7—17
 ERG THEORY
 Differences between ERG & Maslow's
 not a rigid hierarchy; does not assume a
lower levels must be filled before one
moves to a higher level
 · if higher level needs are ungratified, it
will increase desire for gratification of
lower level needs.
 ERG THEORY
 Frustration-Regression Principle
Failure to meet a higher-order need may trigger a
regression to an already fulfilled lower-order need

if needs remain unsatisfied at some high level, the

individual will become frustrated, regress to a lower
level, and begin to pursue lower-level needs again.

 Example: Worker who cannot fulfill a need for

personal growth may revert to a lower-order social
need and redirect efforts toward making money.
 TWO FACTOR THEORY
 -The dual-structure approach was
developed by Frederick Herzberg and is
often referred to as the two-factor theory
 He believed that two entirely separate
dimension contribute to an employee’s
behavior at work
 Hygiene factors:
 Motivators
 TWO FACTOR THEORY
Hygiene Factors
 · Usually associated with negative
feelings of job and related more to
environment in which the job is
performed.
 the job context, which results in
dissatisfaction among employees
 E.G: working condition, pay ,company,
policies, interpersonal relationship
 TWO FACTOR THEORY
Motivators
 · work itself recognition, responsibility,
advancement

· positive feeling about the job and

content of job. Lasting achievement
directly related to job, largely internal

 .E.G: achievement, recognition,

 responsibility, opportunity for growth,
 Acquired Needs Theory
David McClelland
 People motivated according to strength
of their desire either to perform in
terms of a standard of excellence or to
succeed in competitive situation
 certain types of needs are acquired
during individual’s lifetime.
 People are not born with these needs
but learn through environment and life
experiences,
 Acquired Needs Theory
Need for Achievement
 To accomplish something difficult
 Attract high standard of success
 Solving complex problems
 Caring out a challenging assignment
successfully
 Developing a better way to do something
 Acquired Needs Theory
Need for Affiliation
 Being like by many people
 Form close personal relation ship
 Participating in pleasant social activities
 Avoiding conflict
 Working with friendly and cooperative
people.
 Acquired Needs Theory
Need for Power
 Desire to Influence and control others.
 Being in a position of authority over others
 Defeating an opponent or enemy
 be responsible for others
 Adams' Equity Theory
 How fairly you think you are being
treated in comparison with peers;
motivation results from a comparison
of the inputs one invests in a job and
outcomes received in comparison with
the inputs and outputs of another
person or group.
 · Compare effort and rewards with
those of others in similar situations
 Adams' Equity Theory
 Equity is an individual's beliefs that he or she is
being treated fairly relative to the treatment of
others.
 The single most important thing to remember
about equity theory is that if rewards are to
motivate employees, they must be perceived
as being equitable and fair.
c. Equity
exist when persons perceives they being
treated equally or fairly when compared to
others who behave in a similar way.
The most common reaction towards inequity

 CHANGE INPUT
Person may choose it increase or decrease his or her input to
organization. E.G: increase absenteeism

 CHANGE OUT COME

A person may change his or her out come
E.g. ask more salary

 DISTROT PERCEPTION
Change the perception OF Equity as if unable to change the inputs or
out puts

 LEAVE THE JOB

May decided to leave the job.
 EXPECTANCY THEORY

Motivation depends on individuals'

expectations about their ability to perform
tasks and receive desired rewards
motivation is based on how much we want
something and how likely we think we are to get
it.
Based on a relationship between

Based on a relationship between

 effort
 performance
 outcomes
 EXPECTANCY THEORY

E P Effort-to-performance expectancy
Is the individual's perception of the
probability that effort will lead to high
performance.
This expectancy lead individual must have
ability previous experience and
opportunity to perform being a strong
belief that effort will lead to high
performance.
 EXPECTANCY THEORY

 P O Performance-to-outcome expectancy

 is the individual's perception that

performance will lead to a desire outcome.
 If P O is high high individual will be
highly motivated.
 EXPECTANCY THEORY

 Valance

refers to value person attaches to

various outcomes that result. Which
outcomes are preferred
OR
Value or attraction an individual has for an
outcome.
REINFORCEMENT THEORIES
a motivation theory based on the
relationship b/w a given behavior and
its out comes.

Reinforcement
any thing that cause a given behavior to
be repeated or inhibited
 REINFORCEMENT TOOLS
 BEHAVIOR MODIFICATION
a set of techniques by which the reinforcement
theory is used to modify human behavior

Law of effect
The assumption that behavior which is positively
reinforced tends to be repeated
And not reinforced tends not to be repeated.
 REINFORCEMENT TOOLS
Positive reinforcement
is a reward or a positive outcome after a desired
behavior is performed; it serves to strengthen
behavior.

Avoidance learning or Negative reinforcement

occurs when the individual chooses a behavior to

avoid unpleasant consequences; it can
strengthen desired behavior.
 REINFORCEMENT TOOLS
 Punishment
is unpleasant consequences used to weaken
undesired behavior.
 Extinction
is ending undesired behavior by ignoring and
not reinforcing
 SCHEDULE OF REINFORCEMENT

The frequency with which and intervals over which

reinforcement occurs.
 CONTINUOUS REINFORCEMENT:
A schedule in which every occurrence of the
desires behavior is reinforced.
PARTIAL REINFORCEMENT:
A schedule in which only some occurrences or
desired behavior are reinforcement
 PARTIAL REINFORCEMENT
A fixed-interval schedule
provides reinforcement at fixed intervals of time,
regardless of behavior.E.G weekly pay check
A variable-interval
schedule provides reinforcement at varying time
intervals E.G. appraisal awards given at random
times
 PARTIAL REINFORCEMENT
A fixed-ratio schedule
gives reinforcement after a fixed number of
behaviors, regardless of the time E.G piece rate
pay system
A variable-ratio schedule
varies the number of behaviors needed for each
reinforcement and is the most powerful schedule
for maintaining desired behaviors. E.G sales
bonus randomly
JOB DESIGN FOR MOTIVATION

 JOB DESIGN

The application of motivational theories

to the structure of work for improving
productivity and satisfaction.
 APPROACHES TO JOB DESIGN
FOR MOTIVATION
 JOB SIMPLIFICATION
A job design whose purpose is it improve task
efficiency by reducing the number of tasks a
single person must per form

JOB ROTATION
A job design that systematically moves employees
from one job to another to provide hem with
variety and stimulation.
APPROACHES TO JOB DESIGN
FOR MOTIVATION
 JOB ENLARGEMENT
A job design that combines a series of task into
one new , broader job to give employees variety
and challenges.
 JOB ENRICHMENT
A job design that incorporates achievement,
recognition and other high level motivation
into work.
 JOB CHARACTERISTICS MODEL
A model of job design that comprises core job
dimension ,critical psychological states and
employees growth need strength.

 WORK DESIGN
The altering to increase both the quality
of employees work experiences and
their productivity