Human Resource
Management
Lecture-31
Motivation
The inner drive that directs a
person’s behavior toward goals.
Need
More money for
unexpected medical expenses
Goal-directed behavior
Ask for a raise
Work harder to gain a promotion
Look for a higher-paying job
Steal
Need Satisfaction
More money
NEEDS
BEHAVIOUR
INCENTIVES
AND GOALS
Direction
Intensity Persistence
Determinants of Job
Performance
Willingness
to perform
Job performance
Capacity to
perform
Opportunity
to perform
Performance Formula
Performance = f (ability X motivation X
opportunity)
Ability = individual’s knowledge, skills,
and ability to accomplish task
Motivation = level of individual energy
for the task
Opportunity = right performance
opportunity
Why Do We Care?
Ability
PERFORMANCE
Motivation
Opportunity
Performance =
f (Ability, Motivation, Opportunity)
14.8
SelfActualization
Esteem
Affiliation
Security
Physiological
Need for
Achievement
(nAch)
Need for
Power
(nPow)
Need for
Affiliation
(nAff)
McClelland’s
Theory
of Needs
Alderfer’s ERG Theory
Existence
Growth
Relatedness
McGregor’s
Theory-X and
Theory-Y
Theory X
Management view that assumes
workers generally dislike work and
must be forced to do their jobs.
Theory Y
Management view that assumes
workers like to work and under
proper conditions, employees will
seek responsibility to satisfy social,
esteem, and self-actualization
needs.
Little Ambition
Theory X
Workers
Dislike Work
Avoid Responsibility
Self-Directed
Theory Y
Workers
Enjoy Work
Accept Responsibility
Effective goal setting
Specific
Relevant
Challenging
Commitment
Participation
Rewarding
Task
effort
Task
performance
Expectancy Theory of
Motivation
E-to-P
Expectancy
P-to-O
Expectancy
Outcomes
Outcome 1
+ or -
Effort
Performance
Outcome 2
+ or -
Outcome 3
+ or -
What I
put in
What I
get back
Equity Theory
Can I get it?
Do I want it?
Expectancy Theory
Reinforcement Theory
Rewards
Consequences
No Rewards
Punishment
Behavior
Self-actualization needs
(self-development, realization)
Esteem needs
(self-esteem, recognition, status)
Social needs
(sense of belonging, love)
Safety needs
(security, protection)
Physiological needs
(hunger, thirst)
Three
Approaches
to Motivation
14.2
Individual
Differences Approach
Treats motivation as a
characteristic of the
individual
Motivation
Job & Organization
Approach
Emphasizes the
design of jobs and
the general
organizational
environment
Managerial Approach
Focuses on behaviors
of managers, in
particular, their use
of goals and
rewards
When someone
says, “It’s not the
money, it’s the
principle,
it’s the money!
-- Anonymous
Challenging
Jobs
Equitable
Rewards
Supportive
Colleagues
Good Work
Environment
Challenges of
motivating
employees
Changing
workforce
–younger generation employees
have different needs and
expectations to senior workers
–people have more diverse values
– results in more variety in what
motivates employees
Cultural
values
–globalisation has added to
diversity
Motivating
Professionals
 Provide
challenging projects.
 Allow them the autonomy to be
productive.
 Reward with educational
opportunities.
 Reward with recognition.
 Express interest in what they
are doing.
Provide
flexible work, leave,
and pay schedules.
Provide
child and elder care
benefits.
Structure
working
relationships to account for
cultural differences and
similarities.