Motivation at Work

By: Sheeba Rehman

Definition of Motivation
Motivation –
The driving force within individuals by which they attempt to achieve some goa
l in order to fulfill some needs or expectation. The degree to which an indivi
dual wants to choose in certain behavior.
Motivation as a process..
It is a process by which a person’s efforts are energized,directed and sustain
ed towards attaining the goal. Energy- A measure of intensity or drive. Dire
ction- Towards organizational goal. Persistence- Exerting effort to achieve go
al Motivation works best when individual needs are compatible with organizatio
nal goal.
Basic model of motivation
Drive force (Behavior or Action) To Achieve
Needs or expectations
Result in
Desired Goals Feedback fulfillments Which Provides
Motivation is…
Complex Psychological Physical Unique to each and every person Context
sensitive Not fully understood
Qualities of Motivation
Energizes behavior Directs behavior Enable persistence towards a goal Ex
ists in varying details
Six C’s of Motivation..
Challenges
Choices
Control
collaboration
Consequences
Constructing meaning
Groups of Motivational Theories
Internal Suggest that variables within the individual give rise to motivatio
n and behavior Example: Maslow’s hierarchy of needs theory Process Emphasi
ze the nature of the interaction between the individual and the environment Ex
ample: Expectancy theory External Focus on environmental elements to explain
behavior Example: Two-factor theory
Early Theories of Motivation
Content Theories: Emphasis on what motivates individuals. Maslow’s need Hier
archy Macgregor s Theories X & Y Herzberg’s two factors theory
 Process Theories of Motivation
Emphasis on actual process of motivation. Three needs Theory ( McClelland) G
oal-setting Theory Reinforcement Theory Designing Motivating theory Equity
Theory Expectancy Theory
Maslow’s Hierarchy of needs theory
Needs were categories as five levels of lowerhigher-order needs. Individual
must satisfy lower-level needs before they can satisfy higher order needs. Sat
isfied needs will no longer motivate. Motivating a person depends on knowing a
t what level that a person is on the hierarchy.
POTENCY of NEEDS
The needs are INNATE, but they are not of equal potency (strength). They are arr
anged in a hierarchy of potency. AN INDIVIDUAL IS MOTIVATED BY HER/HIS MOST POTE
NT
UNSATISFIED NEED
HIERARCHY and SEQUENCE
What Is a Hierarchy? You must successfully complete (resolve, equilibrate one st
age before you go to the next.) How Is Hierarchy Related To Sequence? All hierar
chical theories are sequential, but not all sequential theories are hierarchical
.
Hierarchy of Needs
Lover order ( External ) : Physiological and safety needs Higher order ( Int
ernal ) : Social, Esteem, and Self-actualization
Self-Actualization Needs Esteem Needs Social Needs Safety Needs Physiological ne
eds
McGregor’s Theory X and Y
Theory X Assume that workers have little ambition,dislike work, avoid respon
sibility,and require close supervision. Theory Y Assumes that workers can ex
ercise selfdirection,desire, responsibility, and like to work. Assumption Mo
tivation is maximized by participative decision making, interesting jobs, and go
od group relation.
Motivational Theories X & Y
SA Esteem Social Safety & Security Physiological Theory Y - a set of assumptions
of how to manage individuals motivated by higher order needs Theory X - a set o
f assumptions of how to manage individuals motivated by lower order needs
Herzberg’s Motivation-Hygiene Theory
Job satisfaction and job dissatisfaction are created y different factors. Hy
giene factors- Extrinsic ( Environmental ) factors that create job dissatisfacti
on. Motivation Factors- Intrinsic ( Psychological ) factors that create job sa
tisfaction. Attempted to explain why job satisfaction does not result in incre
ased performance The opposite of satisfaction is not dissatisfaction but rathe
r no satisfaction.
Motivation–Hygiene Theory of Motivation
• Company policy & administration • Supervision • Interpersonal relations • Work
ing conditions • Salary • Status • Security
Motivation factors increase job satisfaction
• • • • • •
Hygiene factors avoid job dissatisfaction
Achievement Achievement recognition Work itself Responsibility Advancement Growt
h
• Salary?
Alderfer’s ERG Theory
SA Esteem Love (Social) Safety & Security Physiological
Growth Relatedness Existence
McClelland’s Need Theory: Need for Achievement
Need for Achievement ( nAch) The desire to excel and succeed
McClelland’s Need Theory:Need for Power
Need for Power – ( nPow ) The need to influence the behavior of others.
McClelland’s Need Theory:Need for Affiliation
Need for Affiliation – ( nAff ) The desire for interpersonal relationship
Motivational Need Theories
Maslow
Self-actualization
Alderfer
Growth
McClelland
Need for Achievement Need for Power
Higher Esteem Order self interpersonal Needs
Belongingness (social & love) Relatedness
Need for Affiliation
Lower Order Needs
Safety & Security interpersonal physical Physiological
Existence
Adams’s Theory of Inequity
Inequity - the situation in which a person perceives he or she is receiving less
than he or she is giving, or is giving less than he or she is receiving
Motivational Theory of Social Exchange
Comparison other Outcomes = Outcomes Inputs Inputs Outcomes < Inputs Outcomes >
Inputs Outcomes Inputs Outcomes Inputs Person
Equity Negative Inequity Positive Inequity
Strategies for Resolution of Inequity
Alter the person’s outcomes Alter the person’s inputs Alter the co
mparison other’s outputs Alter the comparison other’s inputs Change who is used
as a comparison other Rationalize the inequity Leave the organizational situatio
n
New Perspectives on Equity Theory
Equity Sensitive
I prefer an equity ratio equal to that of my comparison other
New Perspectives on Equity Theory
Benevolent
I am comfortable with an equity ratio less than that of my comparison other
New Perspectives on Equity Theory
Entitled
I am comfortable with an equity ratio greater than that of my comparison other
Expectancy Theory of Motivation: Key Constructs
Valence - value or importance placed on a particular reward Expectancy - belief
that effort leads to performance Instrumentality - belief that performance is re
lated to rewards
Expectancy Model of Motivation
Effort Effort
Performance
Reward
Perceived effort– performance probability
Perceived performance– reward probability
Perceived value of reward
“If I work hard, will I get the job done?”
“What rewards will I get when the job is well done?”
“What rewards do I value?”