Lesson 5
Motivation

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Define motivation.
Explain the process of motivation.
Describe content theories and process theories of motivation.
Understand the innovative ideas for employee motivation.

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A process of stimulating people to accomplish desired goals.
(Scott Cited in Griffin, 2010)
The forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action.
(Daft,2012)
Work Motivation
The willingness to exert high level of effort towards organizational goals, conditioned by the effort’s ability to satisfy some individual need.

(Source: Daft.L.R., New Era of Management ,Indian Edition,2012)

Content Theories
Abraham Maslow’s hierachy of needs theory
Fedric Herztberg’s two factor theory
Clayton Alderfer’s ERG theory
David McClelland’s three forces / acquired needs theory
Douglas McGregor’s theory X & theory Y
Process Theories
Goal setting theory
Equity theory
Expectancy theory
Reinforcement theory
Social learning theory 5

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Focus on the needs that motivate behavior.
Needs motivate people and it translates into an internal drive that motivates behavior.
If managers understand employees’ needs, they can design appropriate reward systems.

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(Source: Daft.L.R., New Era of Management ,Indian Edition,2012)

( Clayton Alderfer )
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Existence needs –the needs for physical well-being
Relatedness needs –the needs for satisfactory relationships with others
Growth needs –the needs that focus on the development of human potential and the desire for personal growth
Frustration-regression principle: failure to meet a high-order need may cause a regression to an already satisfied lower-order need

(Source: Daft.L.R., New Era of Management ,Indian Edition,2012)

10
Relationship among Herzberg’s two factor theory, Maslow’s and
Alderfer’s motivational theories
Herzberg’s Two
Factor Theory
Motivators
Maslow’s Hierarchy of
Needs Theory
Self-actualization Needs
Esteem
Social
ERG Theory
Growth
Relatedness
Hygiene Factors Safety
Existence
Physiological Needs
(Griffin, 2010)

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David McClelland
Need for Achievement : The drive to excel, to achieve in relation to a set of standards, to strive to succeed.
Need for Affiliation: The desire for friendly and close personal relationships.
Need for Power: The need to make others behave in a way that they would not have behaved otherwise.

Douglas McGregor
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Theory X
Assumes that employees dislike work, lack ambition, avoid responsibility, and must be directed and coerced to perform.
Theory Y
Assumes that employees like work, seek responsibility, are capable of making decisions, and exercise self-direction and selfcontrol when committed to a goal.

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How people select behavioral actions to meet their needs and determine whether their choices were successful.
• Goal-Setting Theory
• Equity Theory
• Expectancy Theory
• Reinforcement Theory
•
Social Learning Theory

Edwin Locke & Gary Latham
14 Proposes that managers can increase motivation and enhance performance by setting specific, challenging goals, then helping people track their progress towards goals achievement by providing timely feedback.
Goal Specificity
Goal Difficulty
Goal Acceptance
Feedback

J. Stacy Adams
15
Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.
Common methods for reducing a perceived inequity are :
Change work effort
Change outcomes
Change perceptions
Leave the job

Victor Voom
16
Motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards.
E → P: putting effort into a given task will lead to high performance
P → O: successful performance of a task will lead to the desired outcome
Valence – the value or attraction an individual has for an outcome
(Source: Daft.L.R., New Era of Management ,Indian Edition,2012)

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Reinforcement is anything that causes a certain behavior to be repeated or inhibited.
Reinforcement theory is based on the relationship between behavior and its consequences.
Behavior modification is the set of techniques used to modify human behavior.
Law of effect asserts that behavior that is positively reinforced tends to be repeated and unreinforced or negatively reinforced behavior inhibited.

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The reinforcement tools are;
Positive Reinforcement
Pleasant and rewarding consequences following a desired behavior.
Avoidance Learning (negative reinforcement)
Removal of an unpleasant consequence once a behavior is improved, thereby encouraging and strengthening the desired behavior.
Punishment
The imposition of an unpleasant outcome following an undesirable behavior.
Extinction
Withholding positive rewards and essentially ignoring undesirable behavior.

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Individual’s motivation can result not just from direct experience of rewards and punishments but also from the person’s thoughts, beliefs, and observations of other people’s behavior.
Vicarious learning –observational learning from seeing others’ behaviors and rewards
Self-reinforcement –motivating yourself by reaching goals and providing positive reinforcement for yourself
Self-efficacy –belief about your own ability to accomplish tasks

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Empowering People to Meet Higher Needs
Employees receive information about company performance
Employees have knowledge and skills to contribute to company goals
Employees have the power to make substance decisions
Employees are rewarded based on company performance
Organizing the workplace in a way that employees feel a sense of engagement (meaningfulness, connection and growth).