MOTIVATION

• MOVERE = to move.• Morgan and King (1975), “ Motivation

refers to states within person or animal that drive behaviour toward some goal.”– A driving state within the organism– The behaviour aroused and directed by this

state– The goal toward which behaviour is directed.

Motivation is a process that starts with a physiological or psychological need or deficiency that activates behaviour or drive that is aimed at a goal or incentive. Thus, the key to understanding the process of motivation lies in the meaning of relationship between needs, drives and incentives.

1. Need

2. Drives

3. Incentives

UnsatisfiedNeed

Tension Drives SearchBehaviour

SatisfiedNeed Reduction of

tension

MOTIVEIs an inner state that energizes, activates (or move), and directs (or channels) the behaviour of individuals toward certain goals (Berlson & Steiner, 1964).

Motivation is the actual action, that is work behaviour itself. It’s a process.

TYPES

BIOLOGICAL SOCIAL

MASLOW HIERARCHY OF NEEDS

PHYSIOLOGICAL NEEDS

SAFETY & SECURITY NEEDS

SOCIAL NEEDS

ESTEEM NEEDS

SELF ACTUALIZATION

Alderfer’s ERG Theory

• EXISTENCE: Existence needs are concerned with survival.

• RELATEDNESS: Relatedness needs stress the importance of interpersonal social relationships.

• GROWTH: Growth needs are concerned with the individual’s intrinsic desire for personal development.

THEORY X and THEORY Y - Douglas McGregor

THEORY X THEORY Y

Employees dislike work, will avoid.

Employees must be coerced, controlled, orthreatened with punishment to achievedesired goal.

Employees will shirk responsibilities andseek formal direction, whenever possible.

Most workers place security above all otherfactors associated with work and willdisplay little ambition.

Employees view work as natural as rest orplay

Employees will exercise self-direction andself-control if they are committed to theobjectives.

The average person can learn to accept, andeven seek responsibility.

The ability to make good decisions iswidely dispersed through the populationand is not the sole ability of management.

MOTIVATION-HYGIENE THEORY: FREDERICK HERZBERG

The theory explains that intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction.

MOTIVATION- HYGIENE THEORY:

FREDERICK HERZBERG

The theory explains that intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction.

MOTIVATORS HYGIENE FACTORS Achievement Recognition Work itself Responsibility Advancement Growth

Supervision Company policy Relationship with supervisor Working conditions Salary Relationship with peers Personal life Relationship with subordinates Status Security

GOAL SETTING THEORY

• Proposed by Locke and Latham• Basic assumption: Goal Serves as a

Motivator.• Assigned goals will lead to the acceptance

of those goals as Personal Goals.• Feelings related to self-efficacy and

personal goals influence performance.

EQUITY THEORY

• Proposed by J.Stacy Adams.

• It included social component - Social Comparisons.

• Type Of Inequity: Overpayment and Underpayment.

EXPECTANCY THEORY

People are motivated by how much they want something and how likely they think they are to get it.

EXPECTANCY MODELINDIVIDUALEFFORT

INDIVIDUALPERFORMANCE

ORGANIZATIONALREWARD

INDIVIDUALGOALS

A B C

A = Effort - Performance Linkage

B= Performance-Reward Linkage

C= Attractiveness

EXPECTANCY THEORY: It states that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

VIE THEORY OF MOTIVATIONEXPECTANCY

INSTRUMENTALITIES

FIRST LEVEL OUTCOME 1aOUTCOMES

OUTCOME 1OUTCOME 1b

MOTIVATIONAL FORCE

F= Sum of Valence X Expectancy OUTCOME2a

OUTCOME 2bOUTCOME 2

OUTCOME 2c

PORTER-LAWLER MODEL

VALENCE (Valueof reward)

PERCEIVEDEFFORT(RewardProbability)

EFFORT

ABILITIESAND TRAITS

ROLEPERCEPTIONS

PERFORMANCE SATISFACTION

EXTRINSICREWARD

INTRINSICREWRD

PERCEIVEDEQUITABLITY OFREWARD

MOTIVATION-PERFORMANCE RELATIONSHIP CONTINGENCIES

MOTIVATION

ENVIRONMENTALCLUES

SENSE OF COMPETENCE

ABILITIES

ROLEPERCEPTIONS

RESOURCES

PERFORMANCE REWARDS

EXTRINSIC

INTRINSIC

VALENCE

EQUITABILITY

MODEL OF MOTIVATION AND PERFORMANCE

NEEDS THOUGHTPROCESSES

ABILITY ANDKNOWLEDGE

AROUSAL INTENDEDBEHAVIOUR

ACTUALBEHAVIOUR

SOCIALFACILITATION

TASK ANDSOCIAL FACTORS

EXTERNALDEPENDENCIES

PERFORMANCE

STANDARDS

EXTERNAL FACTORS

INTERNAL FACTORS