Motivation & Morale

8/8/2019 Motivation & Morale

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MOTIVATION &MOTIVATION &

MORALEMORALE



IntroductionIntroduction

Motivation is a psychologicalMotivation is a psychologicalstatestate

Understanding motivation help inUnderstanding motivation help inunderstanding individualunderstanding individualbehaviorbehavior

Motivation depends on individualMotivation depends on individualas well as the situationas well as the situation



Stephen P. Robbins ± ³ The willingness to exert high

levels of effort towards

organizational goals, conditionedby the effort¶s ability to satisfy

some individual need´

Def initions of MotivationDef initions of Motivation



Motivation means a process of stimulating

people to action to accomplish desir edgoals.

«W.G. Scott

Morale is the capacity of a group of people

to pull together persistently and

consistently in pursuit of a purpose.

«Leighton



Def initions of MotivationDef initions of Motivation

Motivation is also defined as aMotivation is also defined as acondition that is initiated by thecondition that is initiated by the

need in an individual.need in an individual. Motivation consists of threeMotivation consists of three

interacting and interdependentinteracting and interdependent

elementselements ±± needs, drives andneeds, drives andincentives.incentives.



Motivation ProcessMotivation Process

Physiological/Psychologicaldeficiency(NEED)

Individualbehaves in acertainmanner(DRIVE)

Achieves aparticulargoal(INCENTIVE)



NeedsNeeds

Imbalance between physiologicalImbalance between physiologicalor psychological imbalance leadsor psychological imbalance leads

to a need. E,g, Food and water.to a need. E,g, Food and water. Need may arise even withoutNeed may arise even without

physiological need e.g. to bephysiological need e.g. to be

successful.successful.



DrivesDrives

Propel individuals to attain one¶s goalPropel individuals to attain one¶s goal

Drives constitute the core element inDrives constitute the core element in

motivationmotivation



IncentivesIncentives

Anything that mitigate a need andAnything that mitigate a need anddecrease the intensity of a drive isdecrease the intensity of a drive is

called an incentive.called an incentive.



Classif ication of MotivesClassif ication of Motives

Primary MotivesPrimary Motives -- they arethey arephysiologically basedphysiologically based ±± hunger, thirst, sexhunger, thirst, sexetc.etc.

Secondary MotivesSecondary Motives -- are those whichare those whichare learned over a period of time.are learned over a period of time.-- fastingfastingfor religious cause etc.for religious cause etc.

General MotivesGeneral Motives ±± which cannot bewhich cannot be

classified as the above two. Also calledclassified as the above two. Also called ³stimulus motives´ ³stimulus motives´ ±± curiosity,curiosity,manipulation etc.manipulation etc.



General MotivesGeneral Motives

The curiosity, manipulation and

activity motives

The affection motive



Secondary MotivesSecondary Motives

The Power motiveThe Power motive Alfred Adler Vs. SigmundAlfred Adler Vs. SigmundFreudFreud ±± (Inferiority & Competition)(Inferiority & Competition)

The achievement motiveThe achievement motive ±± Thematic Apperception test / Degree of Risk Taking e.q.Thematic Apperception test / Degree of Risk Taking e.q.Ring Toss Game;Ring Toss Game; Need for immediate feedbackNeed for immediate feedback Satisfaction of accomplishing than material rewardsSatisfaction of accomplishing than material rewards

The affiliation motiveThe affiliation motive --

The security motiveThe security motive --

The status motiveThe status motive --



Meaning & DefinitionMeaning & Definition

Integral part of the process of Integral part of the process of directiondirection

Instrument for inspiring workforceInstrument for inspiring workforce

and creating confidence.and creating confidence.

Deals with actuating people to workDeals with actuating people to workfor accomplishment of goals.for accomplishment of goals.

It is a performance factor in IndustryIt is a performance factor in Industry



Performance of an industy isdetermined by two factors:

1.Level of ability to do certain work

2.Level of motivation expressed as:

Performance = Ability X Motivation

Performance will be high if both thesefactors are high.

Motivation is governed by humanbehaviour in the organisation

Ability to do work is governed byEducation and Training.



Motivation - act of energizing people tosatisfy their needs.

Has its roots in motives which induce aperson to behave in a certain manner.

Motive is defined more often as needs,

wants, drives, impulses etc. within theindividual.

There is a Stimulus behind every

behaviour.Stimulus depend on the motive.

Motive can be known by studying the

needs & desires.



Need & Importance of MotivationNeed & Importance of Motivation

Helps in realizing OrganizationalHelps in realizing Organizationalgoalsgoals

Helps in increasing productivityHelps in increasing productivity Reduce turnover & absenteeismReduce turnover & absenteeism

Maintain good industrial relationsMaintain good industrial relations

Helps in getting right personnelHelps in getting right personnel

Reduce employee grievancesReduce employee grievances



Content Theories of Content Theories of

Motivation (What Motivates)Motivation (What Motivates) Theories based onTheories based on

human needs:human needs:

MaslowMaslow, Hertzberg and, Hertzberg andMcClellandMcClelland

Theories based onTheories based onhuman nature:human nature:

McGregor.McGregor. Theories based onTheories based on

expectancy of humanexpectancy of humanbeings:beings:

VroomVroom



Masl w¶s ee e r Masl w¶s ee e r

PHYSIOLOGICAL NEEDS

SAFETY NEEDS

SOCIAL NEEDS

ESTEEM NEEDS

SELFACTUALIZATION



CRITICISMSCRITICISMS

Needs may not follow definiteNeeds may not follow definite

hierarchical orderhierarchical order

Need priority model may not beNeed priority model may not be

applicable at all times.applicable at all times.

Behaviour is guided by multiplicityBehaviour is guided by multiplicity

of behaviour. Satisfying one need atof behaviour. Satisfying one need at

a time may not be valid.a time may not be valid.

In many level of motivation is lowIn many level of motivation is low

always.always.



Hertzberg¶s T o f actor TheoryHertzberg¶s T o f actor TheoryInterview 200 - Two important incidents in their

job:

1.When did they feel particularly good about their job?

2.When did they feel exceptionally bad about their

job?Results interesting & consistent.

Good feelings were associated with Job Satisfaction

Bad feelings were associated with Job

dissatisfaction.

Job satisfiers were labeled MOTIVATOR S factors

Job dissatisfiers were labeled HYGIENE factors



Hygiene :Hygiene :

Job DissatisfactionJob Dissatisfaction

Motivators:

Job satisfaction

Achievement

Recognition

Work itself

Responsibility

AdvancementGrowth

Company Policy & AdmnSupervision

Interpersonal Relations

Working Conditions

Salary*

Status

Security



CriticismsCriticisms

People tend to takePeople tend to takecredit when thingscredit when thingsgo well & blamego well & blameothers when goesothers when goesbad.bad.

Theory basically onTheory basically onJob satisfactionJob satisfaction ±±not on motivation.not on motivation.

Job satisfaction notJob satisfaction notmeasured on overallmeasured on overall

basisbasis Neglects situationalNeglects situational

variable invariable inmotivation.motivation.



McClelland¶s Need TheoryMcClelland¶s Need Theory Closely associated withClosely associated with

learning theorylearning theory ±± sincesinceneeds are learned orneeds are learned oracquired fromacquired from

environment & cultureenvironment & culture People who acquirePeople who acquire

particular need behaveparticular need behavedifferently.differently.

His theory focuses on 3His theory focuses on 3needs:needs:

ACHIEVMENT, POWER & ACHIEVMENT, POWER & AFFILIATIONAFFILIATION



Need f or AchievementNeed f or Achievement

Drive to excelDrive to excel ±± against standards setagainst standards set

People with high need for achievementPeople with high need for achievementperform betterperform better

3 Characters:3 Characters:

a) High need achieversa) High need achievers--assumeassumeresponsibilityresponsibility

b) set moderately difficult goals/calculatedb) set moderately difficult goals/calculatedrisk.risk.

c) Have desire for performance feedbackc) Have desire for performance feedback



Need f or Po er Need f or Po er Concerned withConcerned with

impressing others/desireimpressing others/desireto influence others/theto influence others/theurge to changeurge to change

people/desire to make apeople/desire to make adiff.in life.diff.in life.

3 Characters:3 Characters: a) Desire toa) Desire toinfluence & direct othersinfluence & direct others

b) desire to control othersb) desire to control othersc) maintain leaderc) maintain leader--

follower relationfollower relation



Need f or Aff iliationNeed f or Aff iliation

Desire to establish & Desire to establish & maintain warm relationsmaintain warm relationswith others. Similar towith others. Similar to

Maslow¶s social needs.Maslow¶s social needs. 3 Characters:3 Characters: a) Stronga) Strong

desire for acceptance & desire for acceptance & approvalapproval b) Confirm tob) Confirm to

the wishes of thosethe wishes of thosewhom they valuewhom they value

c) Value feelings of c) Value feelings of

othersothers



Alderfer¶s ERG TheoryAlderfer¶s ERG Theory Extension of Hertzberg¶s & Maslow¶sExtension of Hertzberg¶s & Maslow¶s

TheoryTheory Identified lower level & higher level needsIdentified lower level & higher level needs

Three Basic group of core needs:Three Basic group of core needs:11. Existence needs. Existence needs ±± survival & survival & physiological well beingphysiological well being

2.2. Relatedness needsRelatedness needs ±± social & social &

interpersonal needsinterpersonal needs3.3. Growth needsGrowth needs ±± inner need forinner need forpersonal growthpersonal growth



Theory based on Human Natur eTheory based on Human Natur e

(Process theories(Process theories ± ±H

o )H

o )McGregor¶s Participation Theory

Based on participation of workers



Theory XTheory X Two distinct views of human beingsTwo distinct views of human beings X Theory is negative:X Theory is negative:

a) People by nature indolenta) People by nature indolent

b) They lack ambition/dislikeb) They lack ambition/dislike

responsibility/prefer directedresponsibility/prefer directed

c) Self c) Self --centered/indifferent tocentered/indifferent to

Organisational goalsOrganisational goals

d) Generally gullible/not sharp ord) Generally gullible/not sharp or

brightbright



Theory YTheory Y Y Theory is positive:Y Theory is positive:a) People by nature are quitea) People by nature are quite

active and not resistant toactive and not resistant to

Organisational goalsOrganisational goalsb) They want to assumeb) They want to assume

responsibilityresponsibility

c) Want organisation toc) Want organisation tosucceed.succeed.

d) Have need for achievementd) Have need for achievement



It is actually the boundary limits

of extremes within which theorganizational man is seen tobehave.

The fact is, no actual man willbelong to either of the two fully.There will always be overlapping.They will swing from one toanother with changes in moodand environment



Ur ick¶s TheoryUr ick¶s Theory Each individual should know theEach individual should know the

organisational goals precisely andorganisational goals precisely andthe amount of contribution throughthe amount of contribution throughhis effortshis efforts

Each individual should also know thatEach individual should also know thatthe realisation of organisational goalsthe realisation of organisational goalsis going to satisfy his/her needs.is going to satisfy his/her needs.



Ouchi¶s Theory ZOuchi¶s Theory Z

Strong Bond betweenStrong Bond betweenOrganization andOrganization andEmployeesEmployees

Employee Participation andEmployee Participation andInvolvementInvolvement

No Formal OrganizationNo Formal OrganizationStructureStructure

Human ResourceHuman ResourceDepartmentDepartment

This theory representsThis theory representsJapanese managementJapanese managementpractices (Group decision,practices (Group decision,Social cohesion, holisticSocial cohesion, holisticconcern for employees etc)concern for employees etc)



Vroom¶s Expectancy TheoryVroom¶s Expectancy Theory

Most accepted explanation onMost accepted explanation onmotivationmotivation

Founded on basic notion that peopleFounded on basic notion that peoplewill be motivated to high level of will be motivated to high level of effort when they believe there iseffort when they believe there isrelationship between effort they putrelationship between effort they put

in, performance they achive andin, performance they achive andreward they receive.reward they receive.



Performance

Effort Reward

Will my effortimprove myperformance

?

Will performancelead to rewards?

Will rewardssatisfy my

individual goals?

Vroom¶s Expectancy Model of Motivation

MOTIVATIOn



Key constructs in expectancyKey constructs in expectancy

theorytheory

VALANCE:VALANCE: Value or strength one placesValue or strength one placeson a particular outcome or rewardon a particular outcome or reward

EXPECTANCY:EXPECTANCY: Relates efforts toRelates efforts to

performanceperformance INSTRUMENTALITY:INSTRUMENTALITY: Belief thatBelief that

performance is related to rewards.performance is related to rewards.

Expressed as: M=VxExIExpressed as: M=VxExI

Being multiplicative, all values mustBeing multiplicative, all values musthave high +ve value. If any onehave high +ve value. If any oneapproaches 0, performance alsoapproaches 0, performance alsotouches 0touches 0



The Porter The Porter--La ler ModelLa ler Model

Assumption is that Happy worker is aAssumption is that Happy worker is aproductive workerproductive worker

Studies prove that there is remote

Studies prove that there is remoterelationship between level of relationship between level of

satisfaction and level of productivitysatisfaction and level of productivity

Complex relationship betweenComplex relationship betweenmotivation, satisfaction andmotivation, satisfaction andperformanceperformance



8.Perceived

equitablerewards

1. Valueof reward

2.Perceived

EffortRewardProbability

3.Effort

4.Abilities

& Traits

6.Performance

5.RolePerception

7a.Intrinsi

cReward

7b.ExtrinsicReward

9.Satisfaction

Porter-Lawler Model



Performance depends on 3 factors:Performance depends on 3 factors:

Employee should haveEmployee should have desiredesire to performto perform Employee should have theEmployee should have the skillskill andand

abilities to do the jobabilities to do the job

Employee should haveEmployee should have clear perceptionclear perception

of his role in the organization and jobof his role in the organization and jobrequirements.requirements.



Variables in the model:Variables in the model:

EffortEffort ±± Energy expanded to do the jobEnergy expanded to do the job-- depends on attractiveness of thedepends on attractiveness of the

rewardreward

PerformancePerformance ±± Motivation leads to effortMotivation leads to effort

-- effort does not deliver effectiveeffort does not deliver effectiveperformanceperformance

-- performance depends on skillsperformance depends on skills

and abilitiesand abilities-- no perfect match between effortno perfect match between effort

and performanceand performance



Rewards : Reward is based onRewards : Reward is based onperformanceperformance

IntrinsicIntrinsic ±± What employee gives himself What employee gives himself

ExtrinsicExtrinsic ±± What others giveWhat others give

PerformancePerformance ±± satisfaction depends onsatisfaction depends onperceptionperception

Satisfaction :Depends on whether theSatisfaction :Depends on whether theactual reward offeredactual reward offeredfall short, match orfall short, match or

exceed.exceed.



Contemporary TheoriesContemporary Theories

Equity TheoryEquity Theory ±± J. Stacy AdamsJ. Stacy Adams

-- the degree of equity/inequitythe degree of equity/inequity

perceived by an employee withperceived by an employee withreference to his work situation playsreference to his work situation playsa major role in work performancea major role in work performanceand satisfactionand satisfaction



Equity :Equity :

Person¶s outcomesPerson¶s outcomes == other¶s outcomes]other¶s outcomes]Persons inputs other¶s inputsPersons inputs other¶s inputs

Inequity:Inequity:

Person¶s outcomesPerson¶s outcomes << Other¶s outcomesOther¶s outcomes

Person¶s inputs Other¶s inputsPerson¶s inputs Other¶s inputsOROR

Person¶s outcomesPerson¶s outcomes >> Other¶s outcomesOther¶s outcomesPerson¶s inputs Other¶s inputsPerson¶s inputs Other¶s inputs



Refer entsRefer ents Self Self --insideinside : Compare others within the: Compare others within the

organization in similar positionorganization in similar position

Self Self --outside:outside: Compares others outside theCompares others outside the

organization in a similar positionorganization in a similar position

OtherOther--InsideInside : Compares present position: Compares present position

with others in another organizationwith others in another organization

Other outsideOther outside : Comparing self with others: Comparing self with othersin other organization in a different positionin other organization in a different position



Variable that influence reference:Variable that influence reference:

GenderGender Length or tenureLength or tenure

Level of jobLevel of job

Level of Education / professionalLevel of Education / professionalqualificationqualification



After comparisonAfter comparison ±± choices one makechoices one make

Change in inputsChange in inputs ±± increase/decreaseincrease/decrease Change in outcomesChange in outcomes±± increase/decreaseincrease/decrease

Distort perception of self Distort perception of self ±±

Choose a different referentChoose a different referent ±±

Leave the fieldLeave the field

People relate not only their rewardsPeople relate not only their rewardswith effort but also rewards withwith effort but also rewards with

those of others. If he finds inequitythose of others. If he finds inequityhe gets tensed.he gets tensed.



Four methods by which employeeFour methods by which employeeovercome perceived inequity:overcome perceived inequity:

Over rewarded:Over rewarded: Hourly based wagesHourly based wages :If Rewards exceed their:If Rewards exceed their

input tend to produce more.input tend to produce more.

Piece rate wagesPiece rate wages: Over rewarded employees: Over rewarded employees

tend to increase output either in quality ortend to increase output either in quality orquantity.quantity.

Under rewarded :Under rewarded : Will try toWill try to restore equityrestore equity by reducing theby reducing the

efforts they put in by reducing quality orefforts they put in by reducing quality orquantity.quantity.

If payment is on the basis of no. of unitsIf payment is on the basis of no. of units ±±reduce equityreduce equity by producing more.by producing more.



Exceptions:Exceptions:

Inequity due to overpayment does notInequity due to overpayment does notaffect muchaffect much

Not only pay is considered but otherNot only pay is considered but otherfactors are also considered like jobfactors are also considered like job

designation, fringe benefits etc.designation, fringe benefits etc. Distributive justice vs. procedural justice.Distributive justice vs. procedural justice.

This theory demonstrates that employeesThis theory demonstrates that employeesare motivated by bothare motivated by both absolute rewardsabsolute rewards

andand relative rewardsrelative rewards



Attribution Theory Attribution Theory

Different from other theoriesDifferent from other theories

Identifies attributions made by people forIdentifies attributions made by people fortheir motivation. Common assumptionstheir motivation. Common assumptions

are:are: Give logical explanation for the happeningGive logical explanation for the happening

Attribute actions to internal/external causesAttribute actions to internal/external causes

Individuals follow fairly logical approach inIndividuals follow fairly logical approach in

making attributions.making attributions.



This theory deals with cognitiveThis theory deals with cognitive

processprocess It tries to answer ³why´ aspect of It tries to answer ³why´ aspect of

motivation and behavior.motivation and behavior.

Heider

Heider ±± Behavior is determined byBehavior is determined byboth personality attributes ( ability,both personality attributes ( ability,

effort and fatigue) and externaleffort and fatigue) and externalforces (rules, regulations)forces (rules, regulations)



Locus of Control Attribution TheoryLocus of Control Attribution Theory

It is the chief source of factors thatIt is the chief source of factors thatcreates a result to an outcome in thecreates a result to an outcome in theemployee¶s perception.employee¶s perception.

Depends on Internal/External factorsDepends on Internal/External factors

An employee¶s perceived locus of An employee¶s perceived locus of control controls his/her owncontrol controls his/her own

performance and satisfaction levelperformance and satisfaction level



Other AttributionsOther Attributions

Bernard WeinerBernard Weiner ±± Employees withEmployees withlonger work experiencelonger work experience

have stable internal attributionshave stable internal attributions aboutabouttheir abilities andtheir abilities and

unstable internal attributionsunstable internal attributions regardingregardingeffect.effect.



Kelly : Consensus, consistency & Kelly : Consensus, consistency & distinctiveness have impact ondistinctiveness have impact onattributions.attributions.

ConsensusConsensus ±± extent to which othersextent to which othersbehave in a similar manner in the samebehave in a similar manner in the samesituationsituation -- pertains to other peoplepertains to other people

ConsistencyConsistency ±± pattern of behavior whichpattern of behavior whichmay be relatively stable or unstablemay be relatively stable or unstable ±±pertains to timepertains to time

DistinctivenessDistinctiveness ±± whether the behaviorwhether the behavioris similar for all tasks.is similar for all tasks. ±± pertains topertains totaskstasks



Findings:Findings: BadBad--luck attributionsluck attributions ±± blamingblaming

external causes like bad luck, fateexternal causes like bad luck, fateetc. for failureetc. for failure

GoodGood--luckluck ±± reduces the happinessreduces the happinessassociated with the success.associated with the success.

Internal factorsInternal factors ±±

expectations high for success in future.expectations high for success in future.

Set Challenging goals for performanceSet Challenging goals for performance

Greater desire for achievement.Greater desire for achievement.



Other Emerging TheoriesOther Emerging Theories

Control TheoryControl Theory ±± Cognitive phenomenonCognitive phenomenon

Control functionControl function

Agency TheoryAgency Theory ±± Principal engages another person to actPrincipal engages another person to act

on his behalf. Helps understand howon his behalf. Helps understand howprincipals can reduce conflicts betweenprincipals can reduce conflicts betweentheir interests and those of agents.their interests and those of agents.



Motivating thru¶ Job design andMotivating thru¶ Job design and

Goal settingGoal setting

Job DesignJob Design ±± Fredrick TaylorFredrick Taylor --

Structuring tasks and responsibilitiesStructuring tasks and responsibilitiesinto a job to make the job a moreinto a job to make the job a moremeaningful, significant and satisfyingmeaningful, significant and satisfying

Approaches to job design:Approaches to job design:

Job EngineeringJob Engineering ±± plant layout, designplant layout, design

of product, processes & tools,of product, processes & tools,measurement and standardization.measurement and standardization.



Job enlargementJob enlargement ±± horizontalhorizontal

expansion of jobsexpansion of jobs ±± increasing theincreasing thenumber of jobs.number of jobs. ±± less monotonousless monotonous

Job rotationJob rotation ±± Switching of jobsSwitching of jobs

Job enrichmentJob enrichment ±± vertical expansionvertical expansionof jobsof jobs ±± increase in the content of increase in the content of workwork

Quality of Work LifeQuality of Work Life --

M ti ti P f th hM ti ti P f th h



Motivating Per f ormance throughMotivating Per f ormance through

Goal SettingGoal Setting

Originated by Theory of ScientificOriginated by Theory of ScientificManagementManagement

GoalGoal ±± end towards which efforts areend towards which efforts are

directeddirected

Guide organization and motivateGuide organization and motivateemployeesemployees

Primary attributes of goalsPrimary attributes of goals ±± contentcontent& & intensityintensity





Application of GS to OrganizationalApplication of GS to Organizational

System PerformanceSystem Performance The ProcessThe Process ±± MBOMBO

Consensus on key goals and objectivesConsensus on key goals and objectives

Sketch plan of actionSketch plan of action

Control of behaviorControl of behavior

Periodic appraisal and reviewsPeriodic appraisal and reviews



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Motivation & Morale