MOTIVATION

WHAT MOTIVATES YOU

 Motives …………………
• Money • Gossiping
• Rewards • Travel
• Music • Promotion
• Rain • Spirituality
• Food • Shopping
• Sleeping • Doing nothing
• Dancing • Driving
• Trekking
• Motivation is a process of :
• arousing behavior,
• sustaining behavior &
• channeling behavior in specific course.

• It explains :
• why some people work hard &
• well whereas others perform poorly.
MOTIVATION
classification
• Intrinsic motivation

• Extrinsic motivation
 Intrinsic motivation
• Engaging in a behavior because it is personally
rewarding; essentially, performing an activity
for its own sake rather than the desire for some
external reward.
• Participating in a sport because you find the
activity enjoyable
• Solving a word puzzle because you find the
challenge fun and interesting
 Extrinsic Motivation

• Extrinsic motivation refers to behavior that is

driven by external rewards such as money,
fame, grades, and praise.
 How organisation benefits
• OCB
• HIPO employees
• Reduce absenteeism & turnover
 THEORETICAL FRAMEWORK

3 Major Types of Motivation Theories

• Content Theories of Motivation
– WHAT motivates us
• Process Theories of Motivation
– WHY and HOW motivation occurs
• Reinforcement Theory
– HOW outcomes influence behaviors
 Content Theories
– Maslow’s Hierarchy of Needs
– McGregor’s Theory X and Theory Y
– Herzberg’s Two-Factor Theory
– Aldefer’s ERG Theory
– McClelland’s three need theory
Maslow’s Hierarchy of Needs
NEEDS
General Examples Organizational Examples

Self-
Challenging job
Achievement actualization

Job
Status Esteem title
Friends
Friendship Belongingness at work
Pension
Stability Security plan
Base
Food Physiology salary
McGregor’s Theory X and Theory Y
Theory X
• Assumes that workers have little
ambition, dislike work, avoid
responsibility, and require close
supervision.
Theory Y
• Assumes that workers can exercise self-
direction, desire responsibility, and like to
work.
 Herzberg’s Two Factor Theory

– Job satisfaction and job dissatisfaction are created by

different factors.
• Hygiene factors: extrinsic (environmental) factors that create
job dissatisfaction.

• Motivators: intrinsic (psychological) factors that create job

satisfaction.
– Attempted to explain why job satisfaction does not result
in increased performance.
–Job enrichment
Herzberg’s Motivation-Hygiene Theory
 Alderfer’s ERG Theory

• Existence needs
– Physiological
• Relatedness needs
– How one individual relates to his/her social
environment
• Growth needs
– Achievement and self actualization
 ERG Theory

Satisfaction-Progression Frustration-Regression

Growth Needs

Relatedness
Needs

Existence Needs
McClelland’s Three Need Theory
• 3 major acquired needs that are major motives
in work.
– Need for achievement (nAch)
• The drive to excel and succeed
– Need for power (nPow)
• The need to influence the behavior of others
– Need of affiliation (nAff)
• The desire for interpersonal relationships
Matching High Achievers and
Jobs
Process theories
Process Perspectives of Motivation

• Why people choose certain behavioral options

to satisfy their needs and how they evaluate
their satisfaction after they have attained their
goals.
Process theories of Motivation

– Goal Setting Theory

– Equity Theory
– Expectancy Theory
 Goal-Setting Theory

That specific and difficult goals, with self-generated feedback,

lead to higher performance.

• Difficulty
– Extent to which a goal is challenging and requires effort.
• Specificity
– Clarity and precision of the goal.
Goal Achievement Depends on:
• Acceptance
– Extent to which persons accept a goal as their own.
• Commitment
– Extent to which an individual is personally interested in
reaching a goal.
 Equity Theory: J. Stacey Admas
• Individuals equate value of rewards to effort and compare it
to other people.
outcomes(self) outcomes (other)
=
inputs (self) inputs (other)

Motivation to maintain
Equity current situation

Inputs/Outcomes Ways to reduce inequity

Comparison of • Change inputs
self with others • Change outcomes
• Alter perceptions of self
• Alter perceptions of other
Inequity
• Leave situation
• Change comparisons
 Three types of Justice
Distributive Justice Procedural Justice
Perceived fairness of the The perceived fairness of
outcome (the final the process used to
distribution). determine the outcome
(the final distribution).
“Who got what?”
“How was who gets what
decided?”
Interactional Justice
The degree to which one
is treated with dignity
and respect.
“Was I treated well?”
 Expectancy Theory: Victor Vroom

• People tend to prefer certain goals, or

outcomes, over others.
• Basically, people are motivated to behave in
ways that produce valued outcomes.
 Expectancy Theory
– Elements
• Effort to Performance Expectancy (E) is the
probability that effort will lead to performance.
• Performance to Outcome Expectancy (I) is the
perception that performance leads to an outcome.
• Outcome is the consequence or reward for
performance.
• Valence (V) is how much a particular outcome is
valued.
•M=ExIxV
Reinforcement theory
Employee engagement

Motivation inaction
• Employee engagement is the extent to which
employees feel passionate about their jobs, are
committed to the organization, and put
discretionary effort into their work.
• Engaged, not engaged & actively disengaged
 Engaged
• Engaged employees can be described as
organisation builders.
• They want to know the desired expectations of
their role because they wanted to meet and
exceed them.
• They're concerned about their company and
used to perform consistently high levels. They
need to use their talents and competencies at
work every day.
 Not Engaged
• Not-engaged employees’ priority is on tasks
rather than the goals and outcomes they are
expected to accomplish.
• They want to be told what to do just so they
can do it and say they have finished.
Employees who are not-engaged usually feel
that their contributions are being overlooked,
and their potential is not being tapped. They
normally do not maintain productive
relationships with their managers or with their
coworkers
 Actively Disengaged
• The "actively disengaged" employees are the
"cave dwellers.“
• They are not only unhappy at work but also
busy acting out their unhappiness.
• They find negativity at every opportunity and
try to undermine what their engaged coworkers
accomplish. The actively disengaged workers
can spread the negative energy and cause great
damage to an organisation's functioning.
 EE ideas………………..
• Flash Mob
• Birthday Bash
• Pot Luck
• Fun Friday
• Creativity contest
• Surprise celebrity……………………
 Organizational citizenship behaviour

• :
“Individual behaviour that is discretionary, not
directly or explicitly recognized by the formal
reward system, and that in the aggregate
promotes the effective functioning of the
organization” -(Organ 1988,).
 Organ (1988) identifies five
dimensions of OCB
• (1)Altruism - helping another employee in carrying out tasks
related to the organization;
• (2) Conscientiousness- devotion, showing respect for the
organization and observing its rules;
• (3) Sportsmanship - refraining from making petty complaints;
• (4) Courtesy - consulting with work partners about actions that
may affect their work;
• (5) Civic virtue behaviors - involvement in the organization’s
political life, such as participation in meetings.
 Organizational Identification (OID)

• OID is a situation where the employee and the

company share the same goals and values.

• This creates positive outcomes for work

attitudes and behaviors including motivation,
job performance and satisfaction, individual
decision making, and employee interaction and
retention
 Knowledge workers
• Knowledge workers are workers whose main capital
is knowledge.
• Knowledge work can be differentiated from other
forms of work by its emphasis on "non-routine”
problem solving that requires a combination of
convergent, divergent and creative thinking.
• The term was first coined by Peter Drucker in
1959. He suggested "the most valuable asset of a
21st-century institution, whether business or non-
business, will be its knowledge workers and their
productivity."
 Transactional Leadership
Based on the concept of exchange
between leader and group members

Leader provides resources and rewards in

exchange for motivation, productivity,
effective goal, or task accomplishments
 2 Forms of
Transactional Leadership
Conditional Reward

Positively reinforce appropriate behaviors

Negatively reinforce inappropriate
behaviors
 Management by Exception
(MBE)
Active MBE: monitor groups and correct
mistakes
Laissez-Faire MBE: leave group alone
and only interact when there are
challenges
 TL

• Process of engaging with others to create

a connection that increases motivation and
morality in both the leader and the follower
 Transformational Leadership Factors
The 4 “I”s
Idealized Influence
Charisma

Describes leaders who act as strong role models

for followers
– followers identify with leaders and emulate them

 Leader’s have high standards of ethical and

moral conduct
– followers deeply respect & trust L’s
– L’s provide a vision and sense of mission
 Transformational Leadership Factors
The 4 “I”s
Inspirational
Motivation
 Leaders who communicate high expectations to
followers
– inspiring followers through motivation to
commitment and engagement in shared vision
of the organization
Transformational Leadership Factors
The 4 “I”s
Intellectual
Stimulation

 Stimulates followers to be creative and

innovative
 Challenge the group to identify and solve
challenges (out of the box)
Transformational Leadership Factors
The 4 “I”s
Individualized
Consideration

Develop appropriate personal relationships

with members
Treat members differently but equitably