motivation

Defining MotivationDefining Motivation

Key Elements

1. Needs: A physiological or psychological imbalance

2. Drives: A force that leads to attain the goal

3. Incentives: Anything that mitigate the need

Key Elements

1. Needs: A physiological or psychological imbalance

2. Drives: A force that leads to attain the goal

3. Incentives: Anything that mitigate the need

Motivation

A condition which is initiated by a physiological or psychological need and causes the individual to behave in a certain manner in order to achieve a particular goal.

Organizational Behavior: Dr. Rachana Chattopadhyay

Content Theories of Motivation Content Theories of Motivation

Hierarchy of Needs Theory (Maslow)

There is a hierarchy of five needs—physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant.

Self-Actualization

The drive to become what one is capable of becoming.


Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs

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

Higher-Order NeedsNeeds that are satisfied

internally; social, esteem, and self-actualization

needs.

E X H I B I T 6–2E X H I B I T 6–2Source: Motivation and Personality , 2nd ed,, by A.H. Maslow, 1970.

Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, NJ.


Two-Factor Theory (Frederick Herzberg)Two-Factor Theory (Frederick Herzberg)

Two-Factor (Motivation-Hygiene) Theory

Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction.

Hygiene Factors

Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When factors are adequate, people will not be dissatisfied.Organizational Behavior: Dr. Rachana Chattopadhyay

Comparison of Satisfiers and Dissatisfiers

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

E X H I B I T 6–3E X H I B I T 6–3

Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time: How Do You Motivate Employees? by Frederick Herzberg, September–October 1987. Copyright © 1987 by the President and Fellows of Harvard College: All rights reserved.


Contrasting Views of Satisfaction and DissatisfactionContrasting Views of Satisfaction and Dissatisfaction



Classification of MotivationClassification of Motivation

1. Primary Motives

Physiologically based motives, not learned by the individual

Examples: hunger, thirst, sleep etc.

2. General Motives

Not purely physiological, not purely learned, something between.

Examples: curiosity, manipulation, desire to remain active, affection etc.

3. Secondary Motives

Motives that has been learned over the times.

Examples: nPow, nAch, nAff etc.Organizational Behavior: Dr. Rachana Chattopadhyay

Other Secondary Motives Other Secondary Motives

Security Motive

Need to place oneself in a secured position. This motive is largely based on fear and avoidance oriented action.

Status Motive

Need to place oneself to the relatively higher rank than others within a group organization or the society.


David McClelland’s Theory of Needs (Secondary)David McClelland’s Theory of Needs (Secondary)

nAch

nPow

nAff

Need for Achievement

The drive to excel, to achieve in relation to a set of standards, to strive to succeed.

Need for Affiliation

The desire for friendly and close personal relationships.

Need for Power

The need to make others behave in a way that they would not have behaved otherwise.


High Achievers and Jobs High Achievers and Jobs



ERG Theory (Clayton Alderfer)ERG Theory (Clayton Alderfer)

Core Needs

Existence: provision of basic material requirements.

Relatedness: desire for relationships.

Growth: desire for personal development.

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 lower-level need increases.

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.

ERG Theory

There are three groups of core needs: existence, relatedness, and growth.


Process TheoryProcess Theory

Expectancy Theory (Victor Vroom)

The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.



• Effort–Performance Relationship– The probability that exerting a given amount of effort

will lead to performance.

• Performance–Reward Relationship– The belief that performing at a particular level will lead to the

attainment of a desired outcome.

• Rewards–Personal Goals Relationship– The degree to which organizational rewards satisfy an

individual’s goals or needs and the attractiveness of potential rewards for the individual.

Expectancy Theory RelationshipsExpectancy Theory Relationships


The Porter-Lawler ModelThe Porter-Lawler Model

Factors Associated with Organizational Performance:

1. Desire to perform the task

2. Not only motivation, employee should have the ability and skill to perform the task.

3. Clear perception about the role and accurate knowledge of the job requirement

Key Elements

Effort: Amount of energy spent by the individual

Performance: Effective out of an individual.

Rewards: Incentives based on the performance

Satisfaction: If actual reward exceeds the expected rewards

Key Elements

Effort: Amount of energy spent by the individual

Performance: Effective out of an individual.

Rewards: Incentives based on the performance

Satisfaction: If actual reward exceeds the expected rewards


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