MOTIVATION

Course: MBA SEM 2

Subject: Human Resource

Management

Unit: 4

Motivation

• A motive is a reason for doing something.• The term ‘motivation’ can refer variously to the

goals individuals have, the ways in whichindividuals chose their goals and the ways inwhich others try to change their behaviour.

• Motivation is the process of channeling aperson’s inner drives so that he wants toaccomplish the goals of the organisation.

• Motivation is concerned with the strength anddirection of behaviour and the factors thatinfluence people to behave in certain ways

TYPES OF MOTIVATION

• Extrinsic motivation

• Intrinsic motivation

• Extrinsic motivation occurs when things are done

to or for people to motivate them, including

rewards such as incentives, increased pay, praise,

or promotion, and punishments, such as

disciplinary action, withholding pay, or criticism.

• Intrinsic motivation is provided by the work itself

and is associated with the concept of engagement.

THE PROCESS OF MOTIVATIONA content/needs theory model

Need

Establish goal

Take action

Attain goal

• Content/needs theory focuses on the content ofmotivation in the shape of needs.

• Its basis is the belief that an unsatisfied need createstension and a state of disequilibrium. To restore thebalance a goal is identified that will satisfy the need,and a behaviour pathway is selected that will lead tothe achievement of the goal and the satisfaction of theneed. Behaviour is therefore motivated by unsatisfiedneeds.

• Content theory, as the term implies, indicates thecomponents of motivation but it does not explain howmotivation affects performance – a necessaryrequirement if the concept is to provide guidance onHR policy and practice. This was the role of expectancytheory as described in the next slide.

THE PROCESS OF MOTIVATION

Expectancy motivation model

Perceived value

of reward

Expectation that effort

will produce reward

Performance

Ability

Role

perceptions

Effort

Motivation Theories

1. Maslow’s need Hierarchy Theory

2. Herzberg’s two factor theory

3. McClelland’s Achievement Theory

4. Victor Vroom’s Expectancy Theory

5. Adam’s Equity Theory

6. Skinnner’s Behaviour Modification Theory

Maslow’s Need Hierarchy Theory

1st

Basic Physiological

Needs

2nd

Safety Security

3rd

Social Needs

4th

Esteem Needs

5th

Self-Realisation

Herzberg’s Two Factor Theory

• According to Herzberg, the absence of certain job factors tends to make workers dissatisfied.

1. Maintenance or Hygiene Factor

2. Motivators or Satisfiers

Maintenance or Hygiene Factor

1. Fair company policies and administration

2. A supervisor who knows the work

3. A good relationship

4. A fair salary

5. Job security

6. Personal life

7. Good working conditions

8. Status

Motivators or Satisfiers

1. Opportunity to accomplish something significant

2. Recognition for significant accomplishments

3. Chance for advancement

4. Opportunity to grow and develop on the job

5. Chance for increased responsibility

6. The job itself

McClelland’s Need for Achievement1. The need for affiliation

2. The need for Power

3. The need for achievement

Victor Vroom’s Expectancy Theory1. First and Second Level outcomes

2. Instrumentality

3. Expectancy

4. Motivation

Victor Vroom’s Expectancy Theory

Expectancy First Level Outcome Instrumentality Second Level Outcome

0.3 More Work 0.81.00.1

Getting PromotionGetting more salaryGetting Recognition

0.6 Developing Intimacy with the employer

0.60.80.1

Getting PromotionGetting more salaryGetting Recognition

0.8 Bribery 0.50.20

Getting PromotionGetting more salaryGetting Recognition

Adam’s Equity TheoryIn this theory, equity is defined as a ratio between the individual’s job inputs (Effort, skill, experience, education and seniority) and the job rewards (Such as pay or promotion) compared to the rewards others are receiving for similar job inputs.

Skinner’s Behaviour Modification TheoryThe consequences that increase the frequency of a behaviour are positive reinforcement (praise, monetary reward) or negative reinforcement (escape from some aversive situation)

Skinner’s Behaviour Modification TheoryThe consequences that decreases the frequency of a behaviour are Extinction(ignoring the behaviour) and Punishment (fine, frown, reprimand etc.)

Bibliography

• http://www.whatishumanresource.com

• http://www.mbaofficial.com

• Human Resource and Personnel Management- K.

Aswathappa, Tata McGraw Hill