ch 16 motivation by nki

8/8/2019 Ch 16 Motivation by NKI

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MOTIVATIONMOTIVATION

Prof. Niki Sanghavi


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What is Motivation?

The driving force within individuals by which

they attempt to achieve some goal in order to

fulfill some need or expectation.

The degree to which an individual wants and

chooses to engage in certain behaviour.


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Theories of MotivationNeeds theories

Maslows

Hierarchy ofneeds

Herzbergs two

factor theory

Process theories

Expectancy Theory

Goal Setting

Theory


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Need Theory:

It focuses on what people require to live. So it

deals with the work plays for meeting that

needs.

people can be motivated when he or she has

not yet attained certain levels of satisfaction with

his or her life.


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Drives

(Tension tofulfill a need )

Action

(SearchBehaviour)

Satisfied

Need

The Motivation Process

Unsatisfied

Need


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MaslowsMaslows

HierarchyHierarchyof Needsof Needs

SelfSelf

EsteemEsteem

SocialSocial

Safety & securitySafety & security

PhysiologicalPhysiological


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Physiological needs:

Includes food, clothing & shelter and other bodily needs

Safety & security:

Includes security and protection from physical and emotional harm.

Social needs :

Includes affection , belongingness, acceptance, Friends , family

Esteem needs:

Includes internal esteem factors like self respect, achievement ,

Incentives and external factors such as status , recognition and

attention.

Self Actualisation:

The drive to become what one is capable of becoming includes new

responsibilities , personal growth


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Theory XTheory XEmployeesEmployees

Dislike WorkDislike Work

Avoid ResponsibilityAvoid Responsibility

Little AmbitionLittle Ambition

Theory YTheory Y

EmployeesEmployeesEnjoyWorkEnjoyWork

Accept ResponsibilityAccept Responsibility

SelfSelf--DirectedDirected


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Theory X Premises

A manager who views employees from a Theory X

(negative) perspective believes:

Employees inherently dislike work and, whenever

possible, will attempt to avoid it

Because employees dislike work, they must be

coerced, controlled, or threatened with punishment

to achieve desired goals

Employees will shirk responsibilities and seek formal

direction whenever possible Most workers place security above all other factors

associated with work and will display little ambition


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Theory Y Premises

A manager who views employees from a

Theory Y (positive) perspective believes:

Employees can view work as being as natural as rest

or play

Men and women will exercise self-direction and self-

control if they are committed to the objectives

The average person can learn to accept, even seek,

responsibility

The ability to make good decisions is widelydispersed throughout the population and is not

necessarily the sole province of managers


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Alderfers ERG TheoryAlderfers ERG Theory

ExistenceExistence Growth

RelatednessRelatedness


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The TheoryThe Theory

of Needsof Needs

DavidDavid

McClellandMcClelland

The TheoryThe Theory

of Needsof Needs

DavidDavid

McClellandMcClelland

Need forNeed for

AchievementAchievement(nAch)(nAch)

Need forNeed for


Need forNeed forPowerPower(nPow)(nPow)

Need forNeed forPowerPower(nPow)(nPow)

Need forNeed forAffiliationAffiliation

(nAff)(nAff)

Need forNeed forAffiliationAffiliation

(nAff)(nAff)


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Need forNeed for


Need forNeed for


Need for achievement is related to how wellindividual are motivated to perform their work

tasks.

It tends to be highly motivated by challenging and

competitive work situations. They like to takeresponsibilities for solving problems

The drive to excel, to achieve in relation to a set of

standards, to strive to succeed.


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Need for PowerNeed for Power(nPow)(nPow)

Need for PowerNeed for Power(nPow)(nPow)

Need for power deals with the degree of control a

person desires over his or her situation.

It can be related to how people deals with failure &success.

Fear of failure & fear of success can be motivating

factor.


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Need for AffiliationNeed for Affiliation

(nAff)(nAff)

Need for AffiliationNeed for Affiliation

(nAff)(nAff)

The desire for friendly and close interpersonal

relationships.


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Herzbergs Motivation-Hygiene

Theory


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Dissatisfaction

and

demotivation

Not dissatisfied

but

not motivated

Positive

satisfaction

and motivation

Hygiene Factors

Company policies

Quality of supervision

Relations with others

Personal life

Rate of pay

Job security

Working conditions

Motivational Factors

Achievement

Career advancement

Personal growth

Job interest

Responsibility

Herzbergs Two-Factor Theory


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Contrasting Views of

Satisfaction andDissatisfaction

Satisfaction Dissatisfaction

Traditional view

Satisfaction No satisfaction

Herzberg's view

No dissatisfaction Dissatisfaction

Hygiene Factors

Motivators


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Needs Theories

Herzberg

Hygiene

Motivators

Factors

Social

Safety

Physiological

Self-Actualisation

Esteem

Maslow


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Equity theory (Adams)

Employees perceive what they get from a job

situation (outcomes) in relation to what theyput into it (inputs) and then compare their

input-outcome ratio with the input-outcome

ratios of relevant others.


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Equity Theory

Perceived Ratio

Comparison*

Employees

Assessment

Outcomes A

Inputs A

Outcomes A

Inputs A

Outcomes AInputs A

Outcomes B

Inputs B

Outcomes B

Inputs B

Outcomes BInputs B

Inequity (Under-Rewarded)

Equity

Inequity (Over-Rewarded)

*Where A is the employee, and B isa relevant other or referent.


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Negative and Positive InequityNegative and Positive Inequity

A.An Equitable SituationA.An Equitable Situation

SelfSelfOtherOther

Rs. 20

1 hour= Rs. 20 per hour Rs.400

2 hours= Rs.200 per hour


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Negative and Positive Inequity (cont)Negative and Positive Inequity (cont)

Rs.20

1 hour= Rs.20 per hour

Rs.30


B. Negative InequityB. Negative Inequity

SelfSelf OtherOther


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Negative and Positive Inequity (cont)Negative and Positive Inequity (cont)

Rs.20

1 hours= Rs.20 per hour

C. Positive InequityC. Positive Inequity

Rs.30


SelfSelfOtherOther


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When employees perceive an inequity they may:

Distort either their own or others inputs or outcomes.

Behave so as to induce others to change their inputs

or outcomes.

Behave so as to change their own inputs or

outcomes.

Choose a different comparison referent.

Quit their job.


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3. Rewards-Personal goals relationship = Valence

1. Effort-Performance relationship = Expectancy

2. Performance-Rewards relationship = Instrumentality

Individual

Effort

Individual

Performance

PersonalGoals

Organisational

Rewards

1 2

3

Expectancy Theory(Vroom)


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How Expectancy Theory

Works

Expectancy

Effort - Performance Link

E=0

No matter how much effort

you put in, probably not possible

to memorise the text in 24 hours

Instrumentality

Performance - Rewards Link

I=0

Your tutor does not look

like someone who has 1 million

Valence

Rewards - Personal Goals Link

V=1

There are a lot of wonderful things

you could do with 1 million

Your tutor offers you 1 million if you memorise the textbook by tomorrow morning.

Conclusion: Though you value the reward, you will not be motivated to do this task.


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Effortperformance

The perceived probability that exerting a given

amount of effort will lead to performance

Performancereward

The belief that performing at a particular level will

lead to the attainment of a desired outcome

Rewards-personal goals

The importance placed on the potential outcome or

reward that can be achieved on the job.


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Simplified Expectancy Theory

Training and

development

Performance

appraisal system

Human resources

management


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Goal Setting

GoalsSpecific

DifficultAccepted

Effects on PersonDirects attention

Energises

Encourages persistencyNew strategies developed

Feedback

Performance


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Guidelines for Writing SMARTGuidelines for Writing SMART

GoalsGoals

SSpecific

MMeasurableAAttainable

RResults orientedTTime bound

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Skill Variety

Task Identity

Task Significance

Autonomy

Feedback

JOB DESIGN

INFLUENCES

MOTIVATION

Job Design And Motivation


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Skill variety

The degree to which the job requires a variety of

activities so the worker can use a number of different

skills and talents

Task identity

The degree to which the job requires completion of a

whole and identifiable piece of work

Task significance

The degree to which the job affects the lives or workof other people


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Autonomy

The degree to which the job provides freedom,

independence, and discretion to the individual in

scheduling the work and in determining the

procedures to be used in carrying it out Feedback

The degree to which carrying out the work activities

required by the job results in the individuals

obtaining direct and clear information about theeffectiveness of his or her performance


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The Job Characteristics Model

ch 16 motivation by nki

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