MOTIVATION

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What Leads to Performance?

Performance

=

f (Ability, Motivation, Opportunity)

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What is Motivation?

Origin : Latin ‘Movere’= ‘to move’

“Dynamic force which sets a person into

motion”

“An inner state that energizes, activates and

directs or channels behavior towards goals”

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Motivation….

“Process of channeling a person’s inner drives so

that he wants to accomplish the goals of the

organization”

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Motivation

“The willingness to exert high levels of

efforts towards organizational goals,

conditioned by the effort’s ability to satisfy

some individual need.”

- Stephen P

Robbins

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The Motivation Process

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Nature

Individuals differ in their motivation

Motivations change

Motivations are expressed differently

Ind. may himself be unaware of his

motivation

An internal feeling

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Theories of Motivation

Content Theories

Process Theories

“ What Motivates People”

focus on internal needs

“ How Motivation occurs”

how people choose behaviors to satisfy their needs1. Maslows Hierarchy of

Needs

2. Herzberg’s 2 factor theory

3. Alderfer’s ERG theory

4. McClelland’s Need theory

1. Victor Vroom’s Expectancy theory

2. Porter Lawler Model

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– Focus on what arouses, energizes, or

starts behavior, i.e. individual

physiological & psychological needs

– Motivation results from the individual’s

attempts to satisfy needs.

– Attempt to identify & prioritize the needs

& drives that motivate people.

Content Theories

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MASLOW’S HIERARCHY OF NEEDS

Esteem Needs

Safety Needs

Social Needs

Self Actualization

Physiological Needs

LowerOrderneeds

Higher

Order

needs

Growth needs

Internal

Symbolic

behavior

Striving needs

External

Economic behavior

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Satisfied need no longer motivates

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Maslow’s Need Hierarchy Theory

Adult motives are complex

Needs form a Hierarchy – Lower needs to

be satisfied before higher order needs

People seek growth. They want to move up

the hierarchy of needs

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Research evidence

– Flexible hierarchy of needs

– Satisfaction of one need level may not decrease its

importance and increase importance of next need level.

– Needs vary according to:

• A person’s career stage.

• Organizational size.

• Geographic location.

• Across Cultures

Maslow’s Need Hierarchy Theory

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Managerial implications

Physiological needs – wages, food, breaks

Safety needs – safe working environment, job

security, insurance

Social needs – teams, opportunity to interact

Esteem needs – challenging tasks, recognition,

participation, status symbols

Self actualization needs – encourage creativity,

innovation

Maslow’s Need Hierarchy Theory

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Herzberg’s Two – Factor theory

Frederick Herzberg

Dual Factor / Motivation-hygiene theory

Portrays two different factors —

– Hygiene factors: related to job context

– Motivating factors: related to job content

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Research (1950) – Asked people to describe situations in which they found their job exceptionally good or bad

Conclusion:

Job satisfaction – Intrinsic factors

Dissatisfaction – extrinsic factors

Herzberg’s Two – Factor theory

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Herzberg’s Two- Factor Theory

Contrasting Views of Satisfaction-Dissatisfaction

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•Environmental, external to job

•Prevent dissatisfaction

•Zero level motivation if maintained

•Intrinsic factors•Build high level of motivation• & job satisfaction•Stimulates superior performance

Herzberg’s Two – Factor theory

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Herzberg’s Two – Factor theory

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Research evidence

– Theory fails to:

• Account for individual differences.

• Link motivation & needs to both satisfaction &

performance.

• Consider cultural & professional differences.

( Ex- Theory applicable to knowledge workers.

For blue collar workers maintenance factors

maybe motivators)

Herzberg’s Two – Factor theory

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Alderfer’s ERG Theory

Developed by Clayton Alderfer.

Collapses Maslow’s five categories into

three categories: existence needs,

relatedness needs, and growth needs.

More than one need category may be

activated at the same time.

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ERG Theory

Existence needs: Desire for physiological

and material well-being.

Relatedness needs: Desire for satisfying

interpersonal relationships.

Growth needs: Desire for continued

personal growth and development.

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Research evidence on ERG theory:

– Supporting evidence is encouraging.

– Offers a more flexible approach to

understanding human needs.

ERG Theory

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Comparison of Content Theories

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Process Theories:

– Focus on the cognitive processes that

influence behavior, i.e. why a person

behaves in a particular way.

– Deal with ‘how’ to motivate

Process theories

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VROOM’S EXPECTANCY THEORY

Developed by Victor Vroom.

A person’s motivation is a multiplicative

function of:

– Expectancy.

– Instrumentality

– Valence.

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Expectancy: Probability assigned by

individual that work effort will be followed by

a given level of task accomplishment

Instrumentality: Probability assigned by the

individual that a given level of achieved task

performance will lead to various work

outcomes.

Valence: The value attached by the

individual to various work outcomes.

Vroom’s Expectancy Theory

Overview of Expectancy Theory

Role perceptionsand opportunities

Role perceptionsand opportunities

EffortEffort

ExpectancyExpectancy InstrumentalityInstrumentality Valence ofreward

Valence ofreward

PerformancePerformance RewardReward

MOTIVATIONMOTIVATION

Abilitiesand traits

Abilitiesand traits

JOBPERFORMANCE

X X

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Simplified Expectancy Theory

Training and development

Performance appraisal system

Human resources management

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Motivational implications of expectancy

theory.

– Motivation is sharply reduced when,

expectancy, instrumentality or valence

approach zero.

– Motivation is high when expectancy and

instrumentality are high and valence is

strongly positive.

Vroom’s Expectancy Theory

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Managerial implications of expectancy

theory.

– Managers should act to maximize

expectancies, instrumentalities, and

valences that support organizational

objectives.

Vroom’s Expectancy Theory

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Research evidence on expectancy theory.

– Theory has received substantial empirical support.

– Multiplier effect is subject to some question.

– May be useful to distinguish between extrinsic rewards and intrinsic rewards.

– Does not specify which rewards will motivate particular groups of workers, thereby allowing for cross-cultural differences.

Vroom’s Expectancy Theory

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Porter –Lawler Model

Tries to establish relationship between the

efforts, performance & satisfaction of

individual.

Important variables are:

– Effort

– Performance

– Rewards

– Satisfaction

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Porter –Lawler Model

SATISFACTION

Value Of

Rewards

EFFORT PERFORMANCE

ExtrinsicRewards

Intrinsic Rewards

PerceivedEquitableRewardsAbilities

&Traits

Role Perception

Perceived Effort Reward

Probability