MOTIVATION

• Def.: Includes wants, drives, urges, inspiration, inducement, etc.

• Koontz & Weirich: “Anything that induces a person to act in a desired manner.”

• Stephen P Robbins “Willingness to exert high level of performance to reach organizational goal conditioned by the requirement to satisfy individual needs

Difference between motivation and satisfaction

• Motivation is what makes a person work. Satisfaction is resultant happiness. So it is cause and effect relationship.

• Need – action – satisfaction chain. • A perfectly contented person is not motivated to work. But

there is a want and imbalance or friction (in the form of a wish or desire). There is motivation to work. The result is action which leads to satisfaction.

• A desire which is satisfied is no longer a motivator. Motivation arises when the next desire arises.

• In an organization both positive motivation (like reward, promotion) and negative motivation (like criticism, punishment) should be practised in proper balance.

Maslow’s Need Hierarchy Theory

Physiological

Safety

Love Needs

Esteem

Self-Actualization

• Physiological needs: The need for food, water, rest, etc.• Security needs : Protection of life, limbs and property. Also

means and assured supply of physiological needs – This is also called safety needs.

• Social Needs: Man is a social animal – he needs to belong to his group – need for love and affection – to affiliate with his members and to be affiliated. The need to be recognised and included in this group.

• Esteem Needs or Ego Needs: The need to be distinct and unique in the group. The need to be recognized as the best (or at least different) in the group.

• Self actualisation: The need to be what all a person can be the need to reach the highest performance in his trade or line.

• Maslow identified the above five layers or level of needs.

• He said that they arise and motivate one after the others.

• The lower needs motivate a person in the first stages. When that is satisfied it gives rise to the next higher needs and so on.

• A need which is satisfied is not a motivator (till it arises next).

Merits of the Maslow’s Need-Hierarchy Theory.

• Maslow identified the layers correctly• He was also right in classifying them as lower

and higher needs• He also identified the temporary nature of

motivation.

Herzberg Two Factor Theory or Motivation Hygiene Theory

He identified two sets of factors that work in an organization.• Hygiene factors -- if they are provided, no improvement in

performance. If they are withdrawn, they demotivate performance.

• Motivation factors – if they are present performance improves. If not present, performance is negatively affected.

• Examples of motivators: The job itself, the challenges, the sense of achievement, recognition, scope for advancement, scope for responsibility.

• Examples of Maintenance factors: Company rules, job security, working conditions, pay, supervisor’s quality, interpersonal relationship.

Merits:

• Not simply a Psychology theory. Applicable to modern organizations.

• Practical & easy to understand• By identifying hygiene factors, he has solved a big mystery.

Criticisms:

• His classification of the factors is wrong. Eg.: Supervisors’ quality is a motivation factor.

• The whole of motivation cannot be explained away in 2 sets of factors.

Compare & contrast Maslow & HerzbergMaslow Herzberg

Descriptive Prescriptive

Highly conceptual Great applicability

Five layers 2 sets of factors

Pay is a motivator (it satisfies the first 4 needs)

No. It is a hygiene factor

Need which is satisfied -- not a motivator

Some needs continue to motivate, though satisfied.

All needs are motivators at times Not so.

Relevant for all More for managers.

Stacy Adams Equity Theory:

Each person constantly compares wqith others about what is their relative performance, pay, treatment, designation, recognition.

What is my reward compared others reward------------------------ with -----------------What is my output others output This is constantly being done for good or bad

occasions ; for official or personal matters

• Comparison with others is a strong motivator.

• Merits of the theory:• Equity is a strong motivator. Its utility never

expires.• Practical and realistic. • Demerits:• Very often there is no proper comparison. The

individual does not take into account all factors.• It encourages and rationalises jealousy.

McClelland’s Three Factor Theory

• He identified 3 motives.• Power motive – the desire to exercise authority –

to control people and resources , the power to give or to deny , to sit over destiny of others.

• Achievement Motive -- The motive to do well and better – to accomplish difficult tasks – to derive satisfaction that he can do.

• Affiliation motive – Need to relate with individuals or groups (Refer to Maslow’s social needs)

Re inforcement theory by Skinner

According to this the responses that a man gets to his behaviour influence his behaviour. Positive response (reinforcement) invites the repetition of such action. Negative reinforcement like punishment discourages the repetition of such action.

• A person’s current motivation is heavily influenced by his past reinforcements. What reinforcements are given to him now will influence his motivation in the future.

Porter- Lawler’s theory • See the book• Process and Content -- Classification

How to measure motivation (or) job satisfaction

(or) morale.

• Study the various indices like productivity, quality, etc.

• Study the performance appraisal records• Attitudes surveys• Counselling reports• Exit interviews

How to improve motivation morale, job satisfaction,?

• Have good recruitment practices – fit the right man to right job• Improve nature of work and working condition• Improve safety & welfare• Build healthy interpersonal relations• Sound personnel policy and general company policy• Good career prospects• Healthy attitude towards people (Theory Y)• Participative style of management• Encourage informal relationship also• Encourage two way communication• Build up good organizational traditions and practices

• Good Pay -- Linked to performance• The pay should be on parity with comparable industries (Equity theory)• Increments should be sizeable – based on performance (Reinforcement

theory)• All hygiene factors should be provided like welfare facilities – the bus, canteen,

many loans and allowances.• Provide motivational factors like good appreciation system.• Have non-financial motivators also.• There should be provision for negative motivation also like punishment,

disciplinary action. You can’t satisfy everyone with positive motivation alone.• Provide for participation of everyone in the running of the organizations like

unions, suggestion schemes, quality circles, etc.• Good promotion policy• Setup good culture and tradition• Good organizational image – everyone is happy to work for a high image

organization.• Allow informal groups to develop.• Promote healthy inter personal relationship.

JOB SATISFACTION

• “Job satisfaction is a set of favourable or unfavourable feelings with which are employee views his job”.—Keith Davis. Refers to a single employee. Normally applied to the whole job – but sometimes applies to part of the job also (the pay is good but the location not satisfactory). It is the individual’s compatibility to the job. In simple words it is the satisfaction derived by doing the job. It is a dynamic concept. It can change.

• Job satisfaction leads to • Better Performance – less rejections, more quality.• Healthy relationships• Creativity on the job• Commitment and loyalty• Less stress• Benefits to the employee and to the customers.

MORALE

• Generally a group concept. Mcfarland defined “It is a concept

that describes the level of favourable or unfavourable attitudes of all personnel in a group – collectively towards all aspects of their work and the organization”

• Blum & Naylor – “the set of attitudes that the members of a group have about that group and the group’s objectives”.

• Morale is composed of feelings, attitudes, opinions, sentiments, etc. that the members have about each other and towards the common objective or task. In simple words it is the bond that the members of the group have towards each other and between the whole group and the organization.