GBUS 205 MANAGEMENT AND

ORGANIZATION BEHAVIOUR (WEEK 5)

WORK MOTIVATION AND
PERFORMANCE
By Grace Abban - Ampiah

1
 Motivation
Motivating people at work is a vital element
in effective and successful management.

This session aims to provide an examination

of some theories of motivation and their
implications for the manager.

2
 Objectives
At the end of this lecture, students will be able
to:
apply the various theories of motivation
when motivating employees in the
organization.

develop steps/measures to motivate both

individual and group to enable them
improve on their performance to ensure
organizational effectiveness.

3
 Content
What is Motivation?
Significance of Work Motivation to
Managers
Characteristics of Motivation
Types of Work Motivation
Theories of Motivation
Content approaches
Maslow
Herzberg
Alderfers ERG
4
 Content
Process approaches

Expectancy Theory (Vroom)

Equity Theory (Adams)

Goal Setting Theory (Edwin Locke)

Motivation and psychological contract

Techniques to increase motivation of

employees

5
 Exercise
Spend few minutes to discuss among
yourselves the following question:

What is motivation?
Reflect on the things that motivate you to
study a particular subject on campus.
List ways managers can motivate employees
to perform at the work place.
Why it is vital for managers to study and
apply the motivation principles at the work
place.
6
 What is Work Motivation?
Motivation simply means the degree to which a
person strives hard to achieve a specific goal.
(E.g. ability to work hard to pass an exams
inspite of difficulties).

Motivation is the extent to which persistent

effort is directed toward a goal.
(Johns, G. and Saks, A. M., 2005)

Motivation is defined as a driving force within

individuals by which they attempt to achieve a
specific goal in order to fulfill a need or
7 expectation.
 Why should Managers study and apply
Motivation principles at the Workplace?
It is vital for every manager and aspiring managers
to understand and apply motivation principles at
the work place because of the following:

Motivating employees helps to improve their

performance.

Motivated workforce helps to increase

organizational effectiveness or productivity
levels.

8
 Why should Managers study and apply
Motivation principles at the Workplace?

Helps to increase employees commitment,

loyalty and satisfaction on the job.

Reduce turnover rate, absenteeism, lateness

and accidents rate.

Motivating employees helps to create a serene

work environment.

9
 How do managers determine that
employees are motivated on the job.
There three main determinants of work motivation;

Direction of Individual behaviour: How does an

employee behave on the job? Does a person have
a positive negative behaviourlack towards work?

Level of effort: How hard does a person strive to

achieve his/her work targets?

Level of Persistence: How diligent does a person

work despite the challenges they face on the job.
10
 De-motivated Staff will hinder
organization's progress!

11
 Motivated Staff is essential to
achieve organizational success!

12
 Types of Motivation
Motivation is grouped into two main types
namely:

Intrinsic Motivation: is when we perform or

act in a certain manner because we want to
fulfill our personal interest or desires.

Extrinsic Motivation: when we perform or

behave in a specific way with the intention of
being rewarded or avoiding punishment.

13
 Differences between Intrinsic and Extrinsic
Motivation Off the Job examples

Intrinsic Motivation Extrinsic Motivation

Taking part in community Learning hard to get an
works because you enjoy excellent grade at the end
doing it. of the semester.

Playing ludo during your Abiding by the GIMPA

leisure because you find it rules and regulation
interesting and fun. because you do not want
to be dismissed or
punished.

Working hard as an
employees to receive end
14 of year award.
 Differences between Intrinsic and Extrinsic
Motivation On the Job examples

Intrinsic Motivation Extrinsic Motivation

These are related to Base Pay fixed amount
Psychological rewards: of salary paid to
employees in return of
Achievement Able to
their work. Excludes
deliver results
bonuses, incentives e.t.c
Challenge task
Performance-based pay
Recognition receiving
Fringe benefits (E.g.
appreciation
retirement benefits plans,
Career Advancement housing benefits, life
Growth in skills and insurance benefits.
knowledge
Certificates (E.g. End of
Social needs year awards, Best Worker
Acceptance, respect and Awards)
15
attention
 Theories Of Motivation
Content Theories

Maslow - Five Level Hierarchy of Needs

Alderfers ERG Theory
Herzberg -Two Factor Theory

Process Theories

Vroom Expectancy Theory

Adams Equity Theory
Locke Goal Setting Theory
16
 Theories of Motivation Contd
Theories of Contribution Practical
Motivation Implication
Content Theories Examines how to Managers should
satisfy individual understand that
needs in order to each employee is
strengthen and unique and focus
Contributors: maintain on different needs,
Maslow behaviours desires and goals to
Herzberg enable them
Alderfers ERG motivate employees
accordingly.

17
 Theories of Motivation

Theories of Contribution Practical

Motivation Implication
Process Theories Individuals make Managers should
decisions whether have knowledge in
to work hard or not the motivation
based on the process to
Contributors: following: understand that
Vroom individuals make
Adam Own preferences decision based on
Locke Available rewards achievements,
Possible outcomes rewards and
from work preferences

18
 Different needs of individuals
and the organization
Individual Needs Organizational needs
Achievement High Productivity
Respect from work Low Absenteeism
group/colleagues Cooperation
Personal Low Labour Turnover
Development Industrial Harmony
Physical Well-being
Job Satisfaction -

19
 Five Level Hierarchy of Needs -
Maslow

20
 Five Level Hierarchy of Needs
Maslow (Practical Implications)
Level 1 Physiological Needs Provide reasonable working hours
should be met Break for lunch and refreshment
Comfortable working environment
(E.g. Water, Oxygen, Food, Sleep, and Basic Compensation and benefits
Shelter)

Level 2 Safety and Security Provide safe working environment,

(E.g. Safe working conditions,
Stability of environment.)
Level 3 Love (Social Belongingness)
Generate a feeling of acceptance
medical insurance, job security, Join
trade Unions)
Opportunity to socialize: Provide
formal and informal working groups.

(E.g. Family, friendship, Sexual

intimacy)

21
 Five Level Hierarchy of Needs
Maslow (Practical Implications)
Level 4 Esteem (Respect Feedback and recognition from
Own self and from others) Superior.

Responsibility for challenging

E.g. Confidence,
tasks.
Independence, respect for
others, Appreciation,
recognition.

Level 5 Self Actualization provide opportunities for growth

and development of employees
E.g. Growth and Development E.g. Creativity, problem solving,
innovations, opportunities for
career development

22
 Alderfers ERG Theory
Level 3
Growth (G)
Meeting needs through innovative and productive
contributions (Growth and development)

Level 2
Relatedness (R)
Meeting needs through Social and interpersonal
relationships

Level 1
Existence (E)
(E.g. Satisfy needs such as water, Air, food, pay,
working conditions)

23
 Group exercise
Critically analyze the similarities between
Maslow's Five level hierarchy of needs and
Alderfers ERG Theory.

Reflects on the criticisms of both Maslows

five level hierarchy of needs and Alderfers
ERG Theory

24
 Herzbergs Two factor Theory
According to Herzberg there are two main factors
that needs to be considered to ensure improved
employee performance:

Hygiene factors (Dissatisfiers)

These are factors that does not motivate employees,
but if not present leads to job dissatisfaction.

Motivation factors
These are factors that when present make
employees to be satisfied(motivated) on the job.

25
 Herzbergs Two factor Theory
Hygiene Factors Motivation Factors
Supervision Recognition

Interpersonal Achievement
Relations
Responsibility
Good working
Advancement
conditions

Salary

26
 Herzbergs Two factor Theory

27
 Process theories of Motivation
Types of process theories of motivation
are:

Expectancy Theory - Victor Vroom

Equity Theory - Adams
Goal Setting Theory - Locke

28
 Expectancy Theory - Vroom
People are motivated based on the outcomes
they expects to occur as results of their
actions.

According to Vroom three variables needs to

be considered under this theory.

Expectancy
Instrumentality
Valence

29
 Expectancy Theory - Vroom
Expectancy: employees are likely to be
motivated if they perceive that their effort
will result in level of performance.

Can I accomplish this task?

E.g. An employee will perceive that, If I strive
hard I will be able to accomplish my targets
and meet the deadline

30
 Expectancy Theory - Vroom
Instrumentality: when employees are sure
that that successful performance will be
awarded.

Will I be rewarded?

E.g. If I am able to meet the standards(targets)

at the end of the year, will I be awarded (E.g.
recognition, development opportunities,
promotions)

31
 Expectancy Theory - Vroom
Valence: Values individuals attached to
various work outcomes.

Valence is positive (preferred), Negative

(Not preferred), Zero ( Indifferent whether to
work to achieve target or not.

E.g. Based on the outcomes(rewards) linked to

effort (expectancy), he/she will decide
whether or not to work hard to achieve
recognition, desired pay, or development
32 opportunities.
 Managerial Implication of
Expectancy Theory
Managers should prepare employees thoughts
about the how their efforts and performance
(outcomes) will be awarded to ignite their
motivation on the job. This can be achieved by:

Initiating Performance appraisal system to help

achieve organizational goals.

Set clearly defined standards for employees.

support employees performance (constructive
feedback).
Measure performance annually.
Reward employees performance.
33
 Equity Theory of Motivation
(Adams)
Employees are motivated if they are fairly
treated (Equity) based on the following:

if their efforts (skills, experience) and

rewards compared with their colleagues/Co-
workers in similar work situations are equal
(equity).

34
 Managerial Implications of
Equity Theory
Managers should be aware that underpaid workers
will get angry and overpaid people feel guilty.

Managers should ensure that employees with

similar abilities (e.g. skills, experience) on the
job are given equal paid.

Design appropriate reward systems to ensure

equity (E.g. individual Performance-based and
Group performance based systems).

35
 Goal-setting Theory - Locke
According to Locke, motivate people by setting
goals.

Characteristics of Goals (SMART)

S (Specific)
M (Measurable)
A (Agreed)
R - (Realistic)
T - (Time-bound)

36
 Managerial Implication of
Goal-setting Theory
Managers can motivate employees by the
following:

Involving employees to set clearly defined goals.

Goals set for employees should be not be too
challenging which employees are unable to
achieve.
Provide regularly feedback to employees to
enable them focus on achieving the goals set for
them.

37
 Managerial Implication of
Goal-setting Theory Contd
Initiate proper monitoring system
(Performance Appraisal Review) to review
employees performance to ensure that
the goals are achieved accordingly.

Reward Performance (Pay increment,

incentives, bonuses).

38
 Motivation and Psychological
Contract
Psychological Contract: refers to unwritten
agreement between the employees and
employers that specifies what to expect or
receive in return for hard work.

E.g. Employees might expect to be paid for

working overtime or weekends.

Failure of management fulfillment of

psychological contract may affect employees
work attitudes and behaviour negatively.
39
 Other Practical ways to Managers can
use to ensure Increased in Motivation
Encourage

Listen
Participative Management: Consult employees
in decision-making process, tap their creativity.
Praise/Appreciation

Set Achievable Targets (SMART)

Inform (effective communication)

Delegate (Managers should assign duties to

40
employees)
 Other Practical ways to Managers can use to
ensure Increased in Motivation
Job Enlargement: Widen the scope (extend the
range of job duties and responsibilities) of
employees role/job. E.g. used to prevent
boredom on the job.

Job Rotation: Changing employees roles to

enhance personal development. E.g. Provide
different role outside their comfort zone.

Job Enrichment: Give employees opportunities

to use their abilities on the job. E.g. being
creative and innovative on the job.
41
 Conclusion
Motivate employees through:

Satisfying their desires or needs.

meeting their expectations according as

results of their actions.

Designing jobs appropriately

42
 Questions

43
 References
Ivancevich, J.M., Matteson, M. T. and Konopaske, R. (2006),
Organisational Behaviour and Management, 7th Edition, New
York: McGraw-Hill
Greenberg, .J. (2004) Managing Behaviour in Organisation, 4th
Edition Ed, New Jersey, USA, Prentice Hall.
Mullins, L. J. Management and Organisational Behaviour, 9th
Edition., New Jersey, USA: Prentice Hall

44