m What is motivation?

m Early theories of work motivation

m Alternative theories of work motivation
m Limitation of motivation theories
m Challenges in motivation organization
m Job design
m `efine as forces within an individual that
influence the direction, intensity and
persistence of the individual·s voluntary
behaviour. (Steer et al., 2004)

m Motivation = The level and direction of

m


m Maslow·s needs hierarchy
m Herzberg·s two-factor
m Alderfer·s ERG
m McClelland·s needs theory
m Mc Gregor·s Theory X & Theory Y
Highest human needs. Those
who are self-actualized are
self-fulfilled and are aware of
their potential.

Higher needs of humans.

Need for power,
achievement and status.

Affection and affiliation

needs.

Stressed on physical and

emotional safety.

Lowest and most basic

needs.
 m dentifies hygiene factors as source of
job dissatisfaction and motivation factors
as source of satisfaction on job.
m Hygiene factors ² serve to prevent
dissatisfaction.
m Motivation factors ² serve to motivate
the individual to superior performance.
Motivators Hygiene factors
ŒAcknowledgement ŒWorking conditions
ŒResponsibility ŒWork peer relationships
ŒJob role ŒOrganization policies and procedures
ŒJob enrichment ŒTechnical supervision
ŒRecognition ŒSalary
m dentifies three groups of needs:
existence, relatedness and growth needs
to affect motivation.
m ndividuals· personality would consist of
three motives which can be summarised
as three learned needs.

m Needs for achievement (nAch):

Ñ The desire to do better, solve problems or
master complex tasks
Ñ Prefer clear and structured feedback.
Ñ Acknowledgement for their success and
challenging work environment.
Ñ Perform better at work.
m Needs for power (nPower):
Ñ The desire to control others and influence
their behaviour.
Ñ Personalised power ² enjoys power for its
own sake, use it to advance personal
interest, and for status symbol.
m Needs for affiliation (nAff) :
Ñ The desire for friendly and warm relations
with others.
Ñ High need to conform and be accepted by
others.
m ºroom·s expectancy theory
m Equity theory motivation
m Goal setting theory
m ºroom·s expectancy theory
Ñ States that the work motivation is dependent
on individual·s beliefs regarding effort/
performance relationships and work
outcomes.

Ñ Expectancies
u Represents an individual·s belief that a
particular degree of effort will be followed by
a particular level of performance.
Ñ nstrumentality
u Refers to an individual·s belief that a particular
outcome is contingent on accomplishing a
specific level of performance.

Ñ ºalence
u The value to an individual of attached to
various outcomes.
This theory
postulates that
people will act to
eliminate any felt
inequity in the
rewards received for
their work in
comparison with
others.
m The theory states that people will observe
the outcome in relation to the performance
for themselves and in comparison with
others.
m Felt negative inequity occurs when an
individual feels that the reward received is
less than others have in proportion to work
outcomes.
m n such case, individual will take following
actions to establish sense of equity:
Ñ Change work output
Ñ Change the outcomes received (more money)
Ñ Quit from the work
Ñ Make others to create more balanced
comparison
m Process of setting goals with feedback for
motivation and higher performance.
m Goal is defined as the objective to be
achieved or aim to be accomplished. Goal
setting model and further researches
summaries it in the following ways:
Ñ `ifficult goals are more likely to lead to higher
performance.
Ñ Specific goals may lead to higher performance.
Ñ Abilities to perform and feeling of self-efficacy
leads to higher performance.
Ñ Goal commitment and acceptance is required
for higher performance.
m jpecific
m Measurable
m ÷ttainable
m esult oriented
m °ime bound
m Human behaviours result from multi-
sources.
m Managers should not assume that
everything means the same to everyone.
m Work is not necessarily one·s life focus.
m Motivating performance through
diversity
m Motivation performance through
different employment patterns
m Job design refers to any set of activities
that alters specific jobs so as to increase
the job responsibilities, job activities or to
change how the job is to be executed.
Ñ Job rotation
Ñ Job enlargement
Ñ Job enrichment
m Refers to moving employees from one
job to another to add variety and
reduce boredom by allowing them to
perform different tasks.
m Refers to expansion of the number of
different tasks performed by an employee
in a single job.
m This process adds to the variety of jobs and
makes it more interesting and challenging.

m Adding few more motivators to a job to

make it challenging and rewarding.
m Organizational behaviour, Stephen P.
Robbins, 11th edn, 2005, Pearson.
m Understanding Organizational Behaviour,
Ahmad et all, 2009, Oxford University
Press.