A Harsh Bhargava Enterprise

S-12 to 16

Recap

Oct-15

Perception
Factors influencing perception
Perception and behaviour
Perceptual errors

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Motivation

Harsh Bhargava
hbindia@gmail.com

Agenda (3 sessions)

Oct-15

Motivation
Early and Contemporary Theories
Motivating employees
Game

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What is Motivation?
The result of the interaction between the
individual and the situation
The processes that account for an
individuals intensity, direction, and
persistence of effort toward attaining a
goal specifically, an organizational goal

Oct-15

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Motivation
Three key elements:
Intensity how hard a person tries
Direction effort that is channelised toward,
and consistent with, organizational goals
Persistence how long a person can maintain
effort

Oct-15

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copyrights acknowledged

Oct-15

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Graphics copyrights acknowledged

Oct-15

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MotivationAnother View

Oct-15

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reserved. Graphics copyrights
acknowledged

Early Theories of Motivation

Maslows Hierarchy of Needs Theory
Alderfers ERG (Existence, Relatedness, and
Growth)

McGregors Theory X and Theory Y

Herzbergs Two-Factor Theory
McClellands Theory of Needs
Early theories may not be valid, but still used.
Basis for contemporary theories
Oct-15

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10

Maslows Hierarchy of Needs

There is a hierarchy of five needs. As each need is substantially
satisfied, the next need becomes dominant.
Assumptions

Oct-15

Self-Actualization

Higher Order
Internal

Esteem

Lower Order
External

Safety

Social

Physiological

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Individuals cannot
move to the next
higher level until all
needs at the
current (lower)
level are satisfied
Must move in
hierarchical order

11

Alderfers ERG Theory

A reworking of Maslow to fit empirical
research.
Three groups of core needs:
Existence (Maslow: physiological and safety)
Relatedness (Maslow: social and status)
Growth (Maslow: esteem and self-actualization)

Removed the hierarchical assumption

Can be motivated by all three at once

Popular, but not accurate, theory

Oct-15

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acknowledged

E
G
12

McGregors Theory X and Theory Y

Two distinct views of human beings: Theory X
(basically negative) and Theory Y (positive).
Theory X

Theory Y

Workers have little

ambition
Dislike work
Avoid responsibility

Workers are selfdirected

Enjoy work
Accept responsibility

No empirical evidence to support this theory.

Oct-15

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13

Herzbergs Two-Factor Theory

Key Point: Satisfaction and dissatisfaction are not opposites
but separate constructs
Hygiene
Factors
Extrinsic and
Related to
Dissatisfaction

Motivators

Company
Policies

Growth

Salary

Responsibility

Work
Conditions

Achievement

Intrinsic and
Related to
Satisfaction

Source: Stephen Robbins

Oct-15

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14

McClellands Three Needs Theory

Need for Achievement (nAch)
The drive to excel, to achieve in relation to a set of
standards, to strive to succeed

Need for Power (nPow)

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

Need for Affiliation (nAff)

The desire for friendly and close interpersonal
relationships
Oct-15

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15

McClellands (Contd)
People have varying levels of each of the three
needs.
Hard to measure

Oct-15

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16

Contemporary Theories of
Motivation
Cognitive Evaluation Theory
Goal-Setting Theory
Management by Objectives (MBO)

Self-Efficacy Theory
Also known as Social Cognitive Theory or Social
Learning Theory

Reinforcement Theory
Equity Theory
Expectancy Theory
Oct-15

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17

Lockes Goal-Setting Theory

Basic Premise:
Specific and difficult goals, with selfgenerated feedback, lead to higher
performance
Difficult Goals: Raise the bar
Focus and direct attention
Energize the person to work harder
Difficulty increases persistence
Force people to be more effective and efficient
Oct-15

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19

Implementation: Management by
Objectives

MBO is a systematic way to utilise goalsetting.

Goals must be: SMART
Corporate goals broken down into smaller,
more specific goals at each level of org
Four common ingredients to MBO programs:
Goal specificity
Participative decision making
Explicit time period
Performance feedback
Oct-15

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20

Adams Equity Theory

Employees compare their ratios of outcomesto-inputs with others (within/outside the org)
Equal Ratios : state of equity exists there is no
tension as the situation is considered fair
Unequal Ratios: tension exists due to unfairness
Under-rewarded states cause anger
Over-rewarded states cause guilt

Tension motivates people to act to restore their

equity

Oct-15

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23

Vrooms Expectancy Theory

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
the outcome to the individual.
See diagram: Effort-Performance-Reward-Goals

Oct-15

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27

Vrooms Expectancy Theory

Expectancy of
performance
success

Oct-15

Role of success
in getting
reward

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Valuation of the
reward in
employees eyes

28

Motivating Employees
Recognise individual differences

Use goals and feedback

Allow employees to participate in decisions
that affect them
Link rewards to performance
Check the reward system for equity

Oct-15

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30

Managerial Implications
Need Theories (Maslow, Alderfer, McClelland,
Herzberg)
Well known, but not very good predictors of
behavior

Oct-15

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31

Managerial Implications (Contd)

Goal-Setting Theory
While limited in scope, good predictor
Equity Theory
Best known for research in organizational
justice
Expectancy Theory
Good predictor of performance variables

Oct-15

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32

Next 3 Sessions
Leadership

Oct-15

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acknowledged

34

Closing Thought

Oct-15

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35

People Pulse

Oct-15

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Thank you.
Stay motivated.
Harsh Bhargava
hbindia@gmail.com

Oct-15

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37