Topics to be Covered:Topics to be Covered:

IntroductionIntroduction

Theories of Motivation (Maslow, Theories of Motivation (Maslow, Alderfer, Adam, Herzberg, Vroom)Alderfer, Adam, Herzberg, Vroom)

Motivational Techniques.Motivational Techniques.

Case Incident 1Case Incident 1Prakash is an engineer in a large design engineer Prakash is an engineer in a large design engineer

office. He hails from a poor but disciplined family. office. He hails from a poor but disciplined family. The family has a rural background. For prakash, it The family has a rural background. For prakash, it was “earn while you learn” althrough till he was “earn while you learn” althrough till he graduated in architecture.graduated in architecture.

Prakash is intelligent, capable and hard working. But Prakash is intelligent, capable and hard working. But his main fault is that he does not want to take risks. his main fault is that he does not want to take risks. He hesitates to make decisions himself, and often He hesitates to make decisions himself, and often brings petty and routine problems to his boss or to brings petty and routine problems to his boss or to peers for decisions. Whenever he does a design job, peers for decisions. Whenever he does a design job, brings it in rough draft to his boss for approval brings it in rough draft to his boss for approval before finalizing it. Since prakash is a capable person before finalizing it. Since prakash is a capable person his boss wants to motivate him to be more his boss wants to motivate him to be more independent in his work. independent in his work.

The boss believes that this approach will improve The boss believes that this approach will improve prakash’s performance, relieve the boss from extra prakash’s performance, relieve the boss from extra routine and give prakash more self confidence. routine and give prakash more self confidence. However the boss is not sure how to go about However the boss is not sure how to go about motivating prakash to take initiative in his work.motivating prakash to take initiative in his work.

IN THE ROLE OF THE BOSS, PLAN HOW WILL YOU IN THE ROLE OF THE BOSS, PLAN HOW WILL YOU MOTIVATE PRAKASH. GIVE REASONS.MOTIVATE PRAKASH. GIVE REASONS.

Direction

PersistenceIntensity

What Is Motivation?

Performance of an individual depends Performance of an individual depends on his or her ability backed by on his or her ability backed by motivation.motivation.

PERFORMANCE =PERFORMANCE = f (ABILITY * f (ABILITY * MOTIVATION )MOTIVATION )

ABILITY is the skill and competence of a ABILITY is the skill and competence of a person to compete a given task.person to compete a given task.

MOTIVATION is the set of forces that causes MOTIVATION is the set of forces that causes people to behave in certain ways.people to behave in certain ways.

“ “ MotivationMotivation is the result of is the result of processes, internal or external processes, internal or external to the individual, that arouse to the individual, that arouse enthusiasm and persistence to enthusiasm and persistence to pursue a certain course of pursue a certain course of action ”action ”

1. Identifies Needs

2. Search for ways to

satisfy needs

3. Engage in goal directed behavior

4. Performs

5. Receives either rewards or punishments

6. Reassesses needs

deficiencies

EMPLOYEE

FRAMEWORK OF MOTIVATION

Importance of MotivationImportance of Motivation

A motivated employee is quality A motivated employee is quality oriented.oriented.

Motivated workers are more Motivated workers are more productive.productive.

They always look for better way of They always look for better way of doing jobs.doing jobs.

EARLY THEORIES

SCIENTIFICMANGANGEMENT

REINFORCEMENTPROCESS

MASLOW

HERZBERG

ALDERFER

Mc CLELLAND

VROOM

ADAM

PORTER LAWLER

CONTEMPORARY THEORIES

HUMAN RELATIONS MODEL CONTENT

Theories of MotivationTheories of Motivation

Content theoriesContent theories explain why people have different explain why people have different

needs at different timesneeds at different times

Process theoriesProcess theories describe the processes through which describe the processes through which

needs are translated into behaviorneeds are translated into behavior

Content vs. Process Motivation Content vs. Process Motivation TheoriesTheories

CONTENT THEORIESCONTENT THEORIES

Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs

Self-Self-

actualizationactualization

EsteemEsteem

BelongingnessBelongingness

SecuritySecurity

PhysiologyPhysiologyFoodFood

AchievementAchievement

StatusStatus

FriendshipFriendship

StabilityStability

JobJob

FriendsFriends

PensionPension

BaseBase

NEEDSNEEDSGeneral ExamplesGeneral Examples Organizational ExamplesOrganizational Examples

jobjobChallengingChallenging

titletitle

at workat work

planplan

salarysalary

Survival or physiological needsSurvival or physiological needs: Includes basic needs : Includes basic needs which are required for survival like food, drink, oxygen, which are required for survival like food, drink, oxygen, sleep etc.sleep etc.

Security or safety needsSecurity or safety needs: Includes preference for a : Includes preference for a secured income, the acquisition of insurance, a house secured income, the acquisition of insurance, a house etc.etc.

Belonging needsBelonging needs: Includes affectionate relationship with : Includes affectionate relationship with others namely for a place in his family.others namely for a place in his family.

Self Esteem needsSelf Esteem needs: Maslow has classified into self esteem : Maslow has classified into self esteem and esteem from others. Self Esteem includes desire for and esteem from others. Self Esteem includes desire for competence, confidence, personal strength, competence, confidence, personal strength, achievement, independence. Later includes prestige, achievement, independence. Later includes prestige, recognition, status, reputation.recognition, status, reputation.

Self ActualizationSelf Actualization: This is the desire to become : This is the desire to become everything that one is capable of becoming. To self everything that one is capable of becoming. To self actualize is to become the total kind of person that one actualize is to become the total kind of person that one wants to become to reach ones potential. Eg. A Beautiful wants to become to reach ones potential. Eg. A Beautiful Mind Mind (John Nash)(John Nash)

From Organization's Point of view:From Organization's Point of view:

Physiological needsPhysiological needs: Employees concern for : Employees concern for salary and basic working conditions.salary and basic working conditions.

Safety needsSafety needs: Job security, salary increases, : Job security, salary increases, safe working conditions, unionization and safe working conditions, unionization and lobbying for protective legislation.lobbying for protective legislation.

Belonging needs:Belonging needs: Need for compatible work Need for compatible work group, peer acceptance, professional group, peer acceptance, professional friendship.friendship.

Self EsteemSelf Esteem: Job title, merit pay, : Job title, merit pay, peer/supervisory recognition, challenging peer/supervisory recognition, challenging work.work.

Self ActualizationSelf Actualization: Desire for excelling in ones : Desire for excelling in ones job, successfully managing a unit.job, successfully managing a unit.

Alderfer’s ERG TheoryAlderfer’s ERG Theory

Existence needsExistence needs PhysiologicalPhysiological

Relatedness needs Relatedness needs How one individual relates to his/her How one individual relates to his/her

social environmentsocial environment Growth needsGrowth needs

Achievement and self actualizationAchievement and self actualization

Alderfer’s ERG TheoryAlderfer’s ERG Theory

Satisfaction-ProgressionSatisfaction-Progression Frustration-RegressionFrustration-Regression

Growth NeedsGrowth Needs

Relatedness Relatedness NeedsNeeds

Existence NeedsExistence Needs

Herzberg’s Two Factor TheoryHerzberg’s Two Factor Theory Known as 2 factor theory or the motivation Known as 2 factor theory or the motivation

hygiene theoryhygiene theory

The crux of 2 factor theory is based on this The crux of 2 factor theory is based on this survey being done by Herzberg on 200 survey being done by Herzberg on 200 employees considering the factors which employees considering the factors which affect work motivation:affect work motivation:

1.1. As per the survey, the respondents asked 2 As per the survey, the respondents asked 2 questions (a) When did you feel particularly questions (a) When did you feel particularly good about the job? (b) When did you feel good about the job? (b) When did you feel exceptionally bad about the job?exceptionally bad about the job?

Responses revealed that factors which made Responses revealed that factors which made respondents feel good were totally different respondents feel good were totally different from those which made them feel bad.from those which made them feel bad.

Some factors lead to complete job Some factors lead to complete job satisfaction (as given in inner circle) called satisfaction (as given in inner circle) called as motivators or satisfiers or job content as motivators or satisfiers or job content whereas some lead to complete job whereas some lead to complete job dissatisfaction (outer circle) called as dissatisfaction (outer circle) called as dissatisfiers or hygiene factors or job dissatisfiers or hygiene factors or job context factors.context factors.

Satisfaction is affected by motivators and Satisfaction is affected by motivators and dissatisfaction is affected by hygiene dissatisfaction is affected by hygiene factors. This is the key idea of herzberg.factors. This is the key idea of herzberg.

ACHIEVEMENTRECOGNITIONWORK ITSELF

RESPONSIBILITYGROWTH ADVANCEMENT

COMPANY POLICY AND ADMINISTRATION

SECURITY

STATUS

SALARY

WORKING CONDITIONS

MOTIVATORS

HYGIENE FACTORS

Content Theories of Motivation- A Content Theories of Motivation- A Comparative PerspectiveComparative Perspective

Self-Actualization

EsteemEsteem

BelongingnessBelongingness

SafetySafety

PhysiologicalPhysiological

Growth

RelatednessRelatedness

ExistenceExistence

Motivator--HygieneTheory

Motivators

HygienesHygienes

ERGTheory

Needs HierarchyTheory

Exercise on herzberg’s theoryExercise on herzberg’s theory

1.1. An interesting jobAn interesting job2.2. A good bossA good boss3.3. Recognition and appreciation for the work I doRecognition and appreciation for the work I do4.4. The opportunity for advancementThe opportunity for advancement5.5. A satisfying personal lifeA satisfying personal life6.6. A prestigious or status jobA prestigious or status job7.7. Job responsibilityJob responsibility8.8. Good working condition(nice office)Good working condition(nice office)9.9. Sensible company rules, regulations, policiesSensible company rules, regulations, policies10.10. The opportunity to grow through learning new thingsThe opportunity to grow through learning new things11.11. A job I can do well and succeed atA job I can do well and succeed at12.12. Job securityJob security

5- very imp, 4-imp, 3- somewhat imp, 2 - less imp, 1 - not imp

Hygiene factors= 2 , 5 , 6, 8, 9, 12Motivations factors = 1, 3, 4, 7, 10, 11

Process Theory of MotivationProcess Theory of Motivation

Why people choose certain behavioral Why people choose certain behavioral options to satisfy their needs and how options to satisfy their needs and how they evaluate their satisfaction after they they evaluate their satisfaction after they have attained their goals.have attained their goals.

Vroom’s Expectancy TheoryVroom’s Expectancy Theory

Motivation depends on how much we want Motivation depends on how much we want something and how likely we are to get it.something and how likely we are to get it. ElementsElements

ExpectancyExpectancy (E) is the probability that effort will (E) is the probability that effort will lead to performance.lead to performance.

InstrumentalityInstrumentality ( (I) is the perception that I) is the perception that performance leads to an outcome.performance leads to an outcome.

OutcomeOutcome is the consequence or reward for is the consequence or reward for performance. Eg. Person motivated towards performance. Eg. Person motivated towards superior performance due to the desire to be superior performance due to the desire to be promoted.promoted.

ValenceValence (V) is how much a particular outcome is (V) is how much a particular outcome is valued.valued.

Expectancy TheoryExpectancy Theory

E-to-PExpectancy

P-to-OExpectancy

Outcomes& Valences

Outcome 1Outcome 1+ or -+ or -

EffortEffort PerformancePerformance

Outcome 3Outcome 3+ or -+ or -

Outcome 2Outcome 2+ or -+ or -

Expectancy Theory of MotivationExpectancy Theory of Motivation

Expectancy Theory in PracticeExpectancy Theory in Practice

Increasing the E-to-P expectancyIncreasing the E-to-P expectancy training, selection, resources, clarify roles, training, selection, resources, clarify roles,

provide coaching and feedbackprovide coaching and feedback

Increasing the P-to-O expectancyIncreasing the P-to-O expectancy Measure performance accurately, explain Measure performance accurately, explain

how rewards are based on past how rewards are based on past performanceperformance

Increasing outcome valencesIncreasing outcome valences Use valued rewards, individualize rewards, Use valued rewards, individualize rewards,

Adam’s Equity TheoryAdam’s Equity Theory Individuals equate value of rewards to effort Individuals equate value of rewards to effort

and compare it to other people.and compare it to other people.

Inputs/Outcomes Inputs/Outcomes Comparison of Comparison of self with othersself with others

EquityEquity

InequityInequity

Motivation to maintain Motivation to maintain current situationcurrent situation

Ways to reduce inequityWays to reduce inequity• Change inputsChange inputs• Change outcomesChange outcomes• Alter perceptions of selfAlter perceptions of self• Alter perceptions of otherAlter perceptions of other• Leave situationLeave situation• Change comparisonsChange comparisons

outcomes(selfoutcomes(self))inputs (self)inputs (self)

==outcomes outcomes

(other)(other)inputs (other)inputs (other)

Elements of Equity TheoryElements of Equity Theory

This is otherwise known as social This is otherwise known as social comparison theory or inequity theory.comparison theory or inequity theory.

This theory states that individuals are This theory states that individuals are motivated by their desire to be equitably motivated by their desire to be equitably treated in their work relationships.treated in their work relationships.

Elements of equity theory are : (Person), Elements of equity theory are : (Person), (Comparison), (Inputs) like (Comparison), (Inputs) like education,skills,experience ,(Outcomes) education,skills,experience ,(Outcomes) like pay, promotions, benefits.like pay, promotions, benefits.

Motivational Techniques:Motivational Techniques:

Various motivational techniques are:Various motivational techniques are:

MoneyMoney Job enlargement, enrichment and Job enlargement, enrichment and

rotationrotation Quality of work lifeQuality of work life Others like flexible working hours, Others like flexible working hours,

flexible benefits.flexible benefits.