UNIT – IV SUSTAINING EMPLOYEE INTEREST

Compensation plan – Reward – Motivation – Theories of motivation – Career

management – Development of mentor – Protégé relationships – employee engagement

Stay Safe Stay Healthy

Definition:
Motivation is the processes that
accounts for an individual’s
intensity, direction and persistence
of effort toward attaining a goal.

Nature of motivation:
It is a psychological phenomenon
which generates within an
individual. A person feels the lack of
certain needs to satisfy and the need
of satisfying ego motivates a person
to do better than he normally does.
 TYPES OF MOTIVATION:
A positive motivation involves the possibility of increased motive satisfaction, while
negative motivation involves the possibility of decreased motive satisfaction.

Positive or incentive motivation is

Negative or fear motivation is based on
generally based on reward. It includes,
force and fear. Fear includes,
a)praise and credit for work done,
a) Punishments, b) riot, c) firing,
b)competition, c) participation,
d) demotions, e) layoff.
d) pride, e) appreciation, f) pay.

Intrinsic motivation is concerned with Extrinsic motivation is concerned with

the satisfaction one gets after doing the
work well.
It includes,
Praise, responsibility, recognition,
esteem, power, status, competition.
external motivators which employees enjoy,
It includes,
Pay promotion, status, fringe benefits,
retirement plans, holidays and vacations.
• Self motivation or Attitude motivation
• Group motivation
STEPS IN MOTIVATION: (JUCIUS)
• Sizing up situations requiring motivation
• Preparing a set of motivating tools
• Selecting and applying an appropriate motivation
• Following up the results of the application (FEED BACK)
 Variability
 Self interest
 Attainability
 Participation
 Proportioning rewards
 Human element
 Individual group relationships
 Stimulational
TECHNIQUES TO INCREASE MOTIVATION:
Financial motivators:
Financial motivators may be in the form of more wages and
salaries, bonuses, profit sharing, leave with pay, medical
reimbursements.

Non financial motivators:

• Appraisal
• Status and pride
• Participation
• Job enrichment
• Job security
• Job rotation
• Competition
THEORY X AND THEORY Y:
Mc Gregor concluded that a manger’s view of nature of
human beings based on certain grouping of assumptions and
he or she tends to mold his or her behaviour toward
employees according to these assumptions.
THEORY X assumptions are basically negative,
• They generally dislike work.
• As they dislike work they must be coerced, controlled, or
threatened with punishment.
• Employees will avoid responsibilities and seek formal
direction whenever possible
• Most workers place security above all other factors and will
display little ambition.
THEORY Y assumptions are basically positive,
• Employees can view work as being as natural as rest or play.
• People will exercise self direction and self control if they are
committed to the objectives.
• The average person can learn to accept, even seek
responsibility.
• The ability to make innovative decisions is widely dispersed
throughout the population.
MASLOW’s framework explains these theories as,
• Theory X assumes that lower order needs dominate individuals.
• Theory Y assumes that higher order needs dominate
individuals.
• Mc Gregor himself held to the belief that theory Y assumptions
are more valid than theory X.
HERZBERG’s MOTIVATION HYGIENE THEORY:
Fredrick Herzberg and his associates developed the motivation hygiene
theory which is commonly known as 2 factor theory in the late 1950’s and
early 1960’s.
The motivational factors are intrinsic in nature and hygiene factors are
extrinsic in nature.

HYGIENE FACTORS
•Quality of supervision
•Pay
JOB CONTEXT
•Organizational policies
•Physical working conditions
•Relations with others job security Job dissatisfaction
MOTIVATORS
• Promotion opportunities
• Opportunities for personal growth
• Recognition JOB CONTENT

• Responsibility
• Achievement

 Hygiene factors do not produce positive results but prevent negative results.
 Motivational factors have a positive effect on job satisfaction and result in
increased output.
Hygiene factors:
Hygiene factors or the maintenance factors do not motivate people, they simply
prevent dissatisfaction and maintain status quo. Such factors do not provide positive
results but prevent negative results. If these factors are not there it will lead to job
dissatisfaction.
Ten maintenance or hygiene factors according to Herzberg are:
• Company policy and administration
• Technical supervision
• Inter personal relations with supervisor
• Inter personal relations with peers
•Inter personal relations with subordinates
• Salary
• Job security
• Personal life
• Working conditions
Motivational factors:
These factors are intrinsic in nature and are related to job. The motivational factors
have a positive effect on job satisfaction and often result in an increase in total output. Thus
these factors have a positive influence on morale, satisfaction, efficiency and productivity.

He concluded with 6 factors to motivate the employees,

• Achievement
• Advancement
• Possibility of growth
• Recognition
• Work itself
• Responsibility
Mc Celland’s Achievement theory of motivation:
Mc Celland’s theory is closely related to achievement motive.
• Need for achievement
• Need for affiliation (or) application
• Need for power

VROOM’s EXPECTANCY / VALENCE THEORY:

This theory is expanded from Maslow and Herzberg theories. It views motivation
as a process governing choices.
This expectancy theory argues that the strength of a tendency to act in a certain
way depends in the strength of an expectation that the act will be followed by a
given outcome and on the attractiveness of the outcome of the individual.
This includes 3 variables – Valence, Instumentality, and Expectancy.
• Attractiveness
• Performance – reward linkage
• Effort performance linkage
MASLOW’s NEED HIERARCHY THEORY
ADAM’s EQUITY THEORY OF WORK MOTIVATION:
Adam states “that a major input into job performance and satisfaction is the degree
of equity that people perceive in their work situation.”
He says inequality arise when outcomes (pay, status, promotion) is unequal to inputs
(efforts).
Both inputs and output of a person and others are based on person’s perceptions. If the
person’s perceived ratio is not equal to the other he will have to strive to restore the ratio to
equity.
PORTER AND LAWLER MODEL:
Porter and Lawler suggests that performance leads to satisfaction.
• Efforts
• Performance
• Rewards
• Satisfaction are major variables in this model.
PATH GOAL HYPOTHESIS:
This approach has been developed by Georgopolous, Mahoney and Jones.
This approach is that if people work harder what they perceive in a path towards the goal
they desire attainment of goal is easier.
LIKERTS’ APPROACH TO MOTIVATION:
• System 1: Exploitative – authoritative
• System 2 : Benevolent- authoritative
• System 3: Consultative – democratic
• System 4: Participative - democratic
Dr. Priyambada Purohit