MOTIVATION

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• MOTIVATION

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Defined as the psychological forces within a
person that determine

• 1 Intensity The effort of how hard people work
• 2 Direction Of business in an Organization
• 3 Persistence How long one can maintain the
  effort.
• Intrinsic motivation Behavior performed for
  its own sake.
• Motivation comes from perform the
  work
• Extrinsic Motivation Behavior performed to
  acquire rewards.
• Motivation source is the consequence of an action

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OUTCOMES INPUTS

• Regardless of the source of motivation, people
  seek outcomes
• Outcome Any thing a person gets from a job
• Organizations hire workers to obtain inputs
• Inputs Any thing a person contributes to his job
• eg. Skills. Knowledge , work-behavior
• Manager thus use outcomes to motivate workers to
  provide inputs

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Motivation Equation

Inputs from Organization Members Time, Effort,
Skills, Education, knowledge, Work-Behavior
Performance Contribute to Organizational Efficien
cy, Effectiveness Attain goals
Outcomes received by members. Job security,
Benefits Vacations
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Need Theory

• People are motivated to obtain outcomes at work
  to satisfy their needs.
• A need is a requirement for survival
• To motivate a person
• --- Managers must determine what needs workers
  want satisfied
• --- Ensure that a person receives the outcomes
  when performing well.
• There are several needs theories
• Maslows hierarchy of needs
• Alderfers ERG

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Maslows Hierarchy of Needs
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Hierarchy of Needs
Need Level Description Examples
Self Actualization Realize ones full potential Use abilities to the fullest
Esteem Feel good about ones self Promotions Recognitions
Belongingness Social interaction, love Interpersonal relation
Safety Security, Stability Job security, health, insurance
Physiological Food, shelter etc. Basic pay levels
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Theory X and Theory Y (Douglas McGregor)
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Two-Factor Theory (Frederick Herzberg)
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Comparison of Satisfiers and Dissatisfiers
Factors characterizing events on the job that led
to extreme job dissatisfaction
Factors characterizing events on the job that led
to extreme job satisfaction
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Contrasting Views of Satisfactionand
Dissatisfaction
Presence
Absence
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ERG Theory (Clayton Alderfer)
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 lower-level
need increases.
Core Needs Existence provision of basic material
requirements. Relatedness desire for
relationships. Growth desire for personal
development.
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Alderfers ERG
Growth Self -developmentCreative work Work continually improves skills
Relatedness Interpersonal relations, feelings Good relations, Feed back
Existence Food, shelter etc Basic pay level to buy items
Highest
lowest
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Motivation Hygiene Theory

• Focuses on outcomes that can lead to high
  motivation, job satisfaction those that can
  prevent dissatisfaction.
• Motivator needs Related to nature of the work
  how challenging it is
• -- Outcomes are autonomy, responsibility ,
  interesting work
• Hygiene Needs Relate to the physical and
  psychological context of the work
• -- Refers to a good work environment, pay ,
  job security
• -- When hygiene not met , workers are
  dissatisfied

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David McClellands Theory of Needs
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Matching Achievers and Jobs
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Cognitive Evaluation Theory
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Goal-Setting Theory (Edwin Locke)
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Reinforcement Theory (Carrot stick theory)
Concepts Behavior is environmentally
caused. Behavior can be modified (reinforced) by
providing (controlling) consequences. Reinforced
behavior tends to be repeated.
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Equity theory

• Distributive Justice
• (perceived fairness of
• outcome)
• Procedural Justice
• (Perceived fairness of process
• Used to determine outcome)
• Interactional Justice
• (Perceived degree to which one is
• Treated with dignity respect)

Organizational Justice (Overall perception of
what is fair in the Workplace)
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Expectancy Theory
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Motivation - Applications

• 1)Motivating by Job Design The Job
  characteristics model
• Skill variety
• Task identity
• Task significance
• Autonomy
• Feedback
• How can Jobs be redesigned?
• Job rotation
• Job enlargement
• Job enrichment

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• Alternative Work Arrangements
• Flexi time
• Job sharing
• Telecommuting
• Ability Opportunity
• 2) Employee involvement
• Examples - Participative Management
• - Representative
  Participation
• - Quality Circles

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• 3) Using Rewards to Motivate Employees
• What to Pay
• How to Pay - Piece - Rate Pay
• - Merit - Based pay
• - Bonuses
• - Skill Based Pay
• - Profit-Sharing Plans
• - Gain sharing
• - Employee Stock
  ownership Plans
• Flexible Benefits
• Intrinsic Rewards