Module-4

Motivation is a basic psychological process.

Motivation derived from the Latin word
movere which means to move.
Motive lies in the relationship between
needs, drives and incentives
Motivation is divided into two- Primary &
Secondary Motivation

Experienced Need
Deficiencies

Reassessment of
Need Deficiencies

Search for Ways to

Satisfy Needs

Experienced
Rewards or
Punishments

Choice of GoalDirected Behaviors

Enactment of
Behavioral choice
(Performance)

Motivation is a set of forces that leads people

to behave in a particular ways.
Managers strive to motivate people in
organization to perform at high levels.
Motivation are at 3 levels
- Organizational
-Work
-Rewards

Traditional Approach
Human Relations Approach
Human Resource Approach

Maslow Hierarchy of Needs theory

ERG Theory Needs
Dual Structure Theory

Self
Actualization
Needs
Esteem Needs

Belongingness Needs
Security Needs

Physiological Needs

Developed by Yale Psychologist, Clayton

Alderfer.
ERG stands for three basic need categories
Existence Needs
Relatedness Needs
Growth Needs

This theory identifies motivation factors,

which affect satisfaction and hygiene factors,
which determine dissatisfaction.
Developed by Fredrick Herzberg in late 50s
after interviewing 200 accountants and
engineers in Pittsburgh.
He asked them to recall times when they felt
especially satisfied and motivated by their
jobs and times when they felt particularly
dissatisfied and unmotivated.

Developed by Fredrick Herzberg, in the early

60s
The dual structure theory identifies
motivation factors, which affect satisfaction,
and hygiene factors,) which determine
dissatisfaction.

Ssa
Satisfaction

Dissatisfaction

Motivation Factors
Achievement
Recognition
The work itself
Responsibility
Advancement and Growth

Hygiene Factors
Supervision
Working Conditions
Interpersonal Relations
Pay and Job Security
Company Policies

No Satisfaction

No Dissatisfaction

Need for Achievement

Need for Affiliation
Need for Power

Process based perspectives are concerned

with how motivation occurs, rather than
identifying motivational stimuli.
Equity Theory
Expectancy Theory Model
Porter Lawler Model

Equity theory focus on peoples desire to be

treated with what they perceive as equity
and to avoid perceived inequity.
Equity is the belief that we are being treated
fairly in relation to others.
Equity theory describes the equity
comparison process in terms of an input-to
outcome ratio. Inputs are individual
contributions, Outcomes are returns the
person receive.

Persons outcome
Persons inputs

Others outcome
Others Inputs

Persons outcome
Persons inputs

Others outcome
Others Inputs

Persons outcome
Persons inputs

Others outcome
Others Inputs

 Treat employees fairly

People make decisions concerning equity after
comparing themselves with others
Procedural justice influences perceptions of
organizational fairness

Victor Vrooms is generally credited with first

applying the theory of motivation to work place.
The theory attempts to determine how
individuals choose alternative behaviors.
Expectancy theory suggests that people are
motivated by how much they want something
and the likelihood they perceive of getting it.
The theory emphasizes on linkages of elements
like Effort(the result of motivated behavior),
performance and outcomes.

Effort to Performance expectancy is a persons

perception of the probability that effort will lead
to performance.
Performance to Outcome expectancy is the
individuals perception of the probability that
performance will lead to certain outcomes.
An outcome is anything that results from
performing a particular behavior.
Valence is the degree of attractiveness or
unattractiveness a particular outcome has for a
person.

 First-level outcomesresults of doing the job

Second-level outcomespositive or negative
events produced by first-level outcomes

Expectancyeffort-performance belief
Instrumentalityrelationship between firstlevel and second-level outcomes.
Valencepreference for a second-level
outcome

 Determine outcomes that each employee values

Define measurable performance levels
Ensure that desired performance can be attained
Link desired performance and employees outcomes
Remember that motivation is based on perceptions
Make sure changes in rewards are linked to
employees effort

The expectancy model provides interesting

insights into the relationship between
satisfaction and performance.
The model predicts that satisfaction is
determined by the perceived equity of intrinsic
and extrinsic rewards for performance.
Rather
than
causing
satisfaction
for
performance which many people might predict,
this model argues that it is actually performance
that eventually leads to satisfaction.

Reinforcement Theory and Learning

Social Learning

 Reinforcement.
The administration of a consequence as a result of

a behavior.
Proper management of reinforcement can change

the direction, level, and persistence of an

individuals behavior.

 Uses four basic strategies:

Positive reinforcement.
Negative reinforcement.
Punishment.
Extinction.

Positive reinforcement.
The administration of positive consequences to
increase the likelihood of repeating the desired
behavior in similar settings.
Rewards are not necessarily positive reinforcers.
A reward is a positive reinforcer only if the behavior
improves.

 Scheduling reinforcement.
Continuous reinforcement.
Administers a reward each time the desired
behavior occurs.
Intermittent reinforcement.
Rewards behavior periodically either on the
basis of time elapsed or the number of desired
behaviors exhibited.

 Negative reinforcement.
Also known as avoidance.
The withdrawal of negative consequences to increase the

likelihood of repeating the desired behavior in a similar

setting.

Punishment.
The administration of negative consequences or the

withdrawal of positive consequences to reduce the

likelihood of repeating the behavior in similar settings.

 Extinction.
The withdrawal of the reinforcing consequences
for a given behavior.
The behavior is not unlearned; it simply is not
exhibited.
The behavior will reappear if it is reinforced again.

Job Specialization

Job Rotation
Job Enlargement
Job Enrichment

Variable work schedules

Flexible work schedules
Job sharing
Telecommuting

Goal setting theory

MBO
Performance Management

Compensation Package
Base Pay
Incentive Systems
Indirect Compensation
Perquisites

Linking Performance and Rewards

Flexible Reward systems
Participative Pay systems
Pay Secrecy
Expatriate Compensation