Intensity: how hard a person tries Direction: where effort is channeled Persistence: how long effort is maintained
Motivation 1 Dr. M. Chaudhuri Motivation Dr. M. Chaudhuri 2 Types of Motivation Intrinsic Motivation A persons internal desire to do something, due to such things as interest, challenge, and personal satisfaction.
Extrinsic Motivation Motivation that comes from outside the person, such as pay, bonuses, and other tangible rewards. Motivation 3 Dr. M. Chaudhuri Motivation 4 Dr. M. Chaudhuri Motivation 5 Dr. M. Chaudhuri Motivation 6 Dr. M. Chaudhuri Motivation 7 Dr. M. Chaudhuri Motivation Dr. M. Chaudhuri 8 Maslows Hierarchy of Needs Theory Physiological Safety Social Esteem
Self- actualization Motivation 9 Dr. M. Chaudhuri Motivation Dr. M. Chaudhuri 10 McGregors Theory X and Theory Y Theory X The assumption that employees inherently dislike work, will attempt to avoid it, and must be coerced, controlled, or threatened with punishment if they are to perform. They avoid responsibilities, seek direction, and display little ambition.
Theory Y The assumption that employees like work, are creative, seek responsibility, and can exercise self- direction and self-control. They accept challenges and engage in innovative and participative decision- making.
Motivation Dr. M. Chaudhuri 11 Herzbergs Motivation-Hygiene Theory Hygiene factors are necessary, but not sufficient, for healthy adjustment. When these factors are adequate, people will not be dissatisfied. These are basically extrinsic factors related to the context of work, e.g. Company policy and administration Relationship with one's supervisor Interpersonal relations with one's peers Working conditions Salary
Motivation Dr. M. Chaudhuri 12 Herzbergs Motivation-Hygiene Theory Motivators are the sources of satisfaction. These are basically intrinsic factors related to the content of work, e.g. Achievement Recognition Challenging, varied or interesting work Responsibility Advancement Growth
Motivation Dr. M. Chaudhuri 13 Herzbergs Motivation-Hygiene Theory Satisfaction Dissatisfaction Satisfaction No Satisfaction
Motivators Hygiene Factors No Dissatisfaction Dissatisfaction Traditional View Herzbergs View Motivation Dr. M. Chaudhuri 14 Criticisms of Herzbergs Theory The reliability of Herzbergs methodology is questioned.
No overall measure of satisfaction was used.
The theory is inconsistent with previous research since it ignores situational variables.
The theory assumed a relationship between satisfaction and productivity, but it was left unexplored. Motivation Dr. M. Chaudhuri 15 Alderfers ERG Theory There are three groups of core needs:
Existence Concerned with providing basic material existence requirements Relatedness Desire for maintaining important interpersonal relationships Growth Intrinsic desire for personal development
Motivation Dr. M. Chaudhuri 16 Alderfers ERG Theory Apart from substituting three needs for five, this theory also advocates that: There is no fixed, rigid hierarchy of needs More than one need may be operative at the same time If the gratification of a higher-level need is stifled, the desire to satisfy a lower-level need increases
Motivation Dr. M. Chaudhuri 17 McClellands Theory of Needs Achievement, power, and affiliation are three important needs that help explain motivation: Need for Achievement The drive to excel, to achieve in relation to a set of standards, to strive to succeed Desire to do things better than others Set moderately challenging goals Take personal responsibility for problem solving Seek rapid feedback on performance Motivation Dr. M. Chaudhuri 18 McClellands Theory of Needs Need for Power The need to make others behave in a way that they would not have behaved otherwise Desire to have impact, be influential, and control others More concerned with prestige and status Need for Affiliation The desire for friendly and close interpersonal relationships Prefer cooperative rather than competitive situations Desire relationships that involve a high degree of mutual understanding
Motivation Dr. M. Chaudhuri 19 Summarizing the Various Needs Theories Hygiene Factors Need for Achievement Need for Power Need for Affiliation Self-Actualization Esteem Affiliation Security Physiological Motivators Relatedness Existence Growth Maslow Alderfer Herzberg McClelland Motivation Dr. M. Chaudhuri 20 Summary: Hierarchy of Needs Maslow: Argues that lower-order needs must be satisfied before one progresses to higher-order needs. Herzberg: Hygiene factors must be met if person is not to be dissatisfied. They will not lead to satisfaction, however. Motivators lead to satisfaction. Alderfer: More than one need can be important at the same time. If a higher-order need is not being met, the desire to satisfy a lower-level need increases. McClelland: People vary in the types of needs they have. Their motivation and how well they perform in a work situation are related to whether they have a need for achievement, affiliation, or power.
Motivation Dr. M. Chaudhuri 21 Summary: Impact of Theory Maslow: Enjoys wide recognition among practising managers. Most managers are familiar with it. Herzberg: The popularity of giving workers greater responsibility for planning and controlling their work can be attributed to his findings. Shows that more than one need may operate at the same time. Alderfer: Seen as a more valid version of the need hierarchy. Tells us that achievers will be motivated by jobs that offer personal responsibility, feedback, and moderate risks. McClelland: Tells us that high need achievers do not necessarily make good managers, since high achievers are more interested in how they do personally.
Motivation Dr. M. Chaudhuri 22 Summary: Support and Criticism of Theory Maslow: Research does not generally validate the theory. In particular, there is little support for the hierarchical nature of needs. Criticized for how data were collected and interpreted. Herzberg: Not really a theory of motivation: Assumes a link between satisfaction and productivity that was not measured or demonstrated. Alderfer: Ignores situational variables. McClelland: Mixed empirical support, but theory is consistent with our knowledge of individual differences among people. Good empirical support, particularly on needs achievement.
Motivation Dr. M. Chaudhuri 23 Cognitive Evaluation Theory Allocating extrinsic rewards for behaviour that had been previously intrinsically rewarding tends to decrease the overall level of motivation.
When extrinsic rewards are used by organizations as payoffs for superior performance, the intrinsic rewards, which are derived from individuals doing what they like, are reduced. This may be due to a perceived loss of control over ones own behaviour.