Books Discussed:• Book-1: Management by Kathyn M.Bartol

and David C Martin• Book-2: Business Management and

Behavioural Studies• Book-3: Fundamentals of Management• Book-4: Modern Management• Book-5: Management a Global Perspective

Osama rehman

(MC15-287)

Introduction of motivation

• Motivation is the result of the interaction between the individual and the situation that he or she faces. Certainly, individuals differ in motivational drive, but an individual’s motivation varies from situation to situation. As we analyse the concept of motivation keep in mind that level of motivation varies both among individuals and within individuals and different times in order to achieve goals, individuals must be sufficiently stimulated and energetic, must have a clear focus on what is to be achieved and must be willing to commit their energy for a long enough period of time to realize their aim. Since the leading function of management involves influencing others to work toward organizational goals, motivation is an important aspect of that function.

definitions According to book 1

The force that energizes behaviour, gives direction to behaviour and underlines the tendency“ to persist.”

According to book 2“Motivation describes the reason or reasons one has for acting or behaving in a particular way. This in turn impacts the general desire or willingness of someone to do something.”

According to book 3“The willingness to exert high levels of efforts to reach organizational goals, conditioned by the effort’s ability to satisfy some individual needs.”

Definitions cont… According to book 4

“A general term applying to the entire class of drives, desires, needs, wishes and similar forces.”

According to book 5“Motivation is the inner state that causes an individual to behave in a way that insures the accomplishment of some goal.”

Theories of motivation

• Content theories and process theories of motivation: Content theories:• Content theories concentrate on what motivates

individuals in their work. Examples Maslow’s hierarchy of needs Herzberg’s hygiene and motivator factors McClelland’s motivational needs theory VROOM: EXPECTANCY THEORY

Motivation process

The motivation process:

unsatisfied need tension drives search

behaviour satisfied

need reduction of tension

THEORIES OF MOTIVATION

Process theories:Process theories of motivation concentrate on the process by which individuals are motivated, and the strength of that motivation. In other words, the key question is: ‘how are people motivated?’ it is argued that individuals are motivated differently, and the strength of their motivation depends on a variety of factors, such as:> Needs> Personality> Perceptions> Rewards> Expectations

Hassan pirzada

(MC15-277)

CONTENT Theories Maslow’s hierarchy of needs theory:

In the 1950s US psychologist Abraham Maslow developed a theory of the motivation of individuals at work. He argued that individuals have seven inbuilt needs and this theory is concerned with the motivating power of each of theseThere is a hierarchy of five human needs physiological, safety, social esteem, and self actualization as each need become satisfied the next need become dominate.

Theories of motivation Physiological needs:• Food, shelter, sexual satisfaction and other bodily requirements Safety needs:• Security and protection from physical and emotional harm. Social needs:

Internal esteem factors such as self respect, autonomy, and achievement, and external esteem factors such as status, recognition and attention.

Esteem needs:Needs related to the two-pronged desire to have a positive self image and to have our contributions valued and appreciated by others.

Self actualization needs:Growth, achieving one’s potential, and self fulfilment; the drive to become what one is capable of becoming.

Sibghat ullah

mc15-297

Theories of motivation Herzberg and motivation-hygiene theory (two factor

theory):In the 1950s Fredrick Herzberg carried out some research into the factors that motivate individuals in their work by interviewing two hundred engineers and accountants.Herzberg identified two groups or categories of factors: those causing dissatisfaction with work and those causing satisfaction. He called these:

Hygiene factors (the factors causing dissatisfaction) Motivator factors (the factor causing satisfaction)

Theories of motivation

Hygiene factors Motivator Factors

Company policy Supervision Relationship with the boss Working conditions Salary Relationship with

colleagues

Achievement Recognition Work itself Responsibility Advancement Growth

The most significant hygiene and motivator factors were as follows:

Vroom: expectancy theory

• Victor Vroom published his ideas on expectancy theory in 1964. Expectancy theory is a theory for predicting the strength of an individual’s motivation to put in effort at work.

• Vroom argued that our behaviour is the result of conscious choices that we make between different alternative. We each have our personal goals and needs for satisfying those goals. We can be motivated to work as shown in diagram

•

Effort Performance Rewards Satisfaction of needs

Vroom: expectancy theory CONT..

• Reward may be a mixture of:• Extrinsic rewards – pay, bonuses and so on• Intrinsic rewards – promotion, sense of achievement, sense of

recognition and so on.• Vroom also argued that there are two or three specific factors that

determines the strength of an individual’s motivation:• Valences: valence is the strength of the individuals for rewards.• Expectancies: expectancy is the strength of the individual’s

believe that by putting in more effort he will improve his performance.

• Instrumentality: instrumentality is the belief of an individual that by achieving a certain performance target rewards will be obtained.

Vroom: expectancy theory CONT…

• Vroom’s expectancy model for measuring the strength of an individual’s motivation is:

• Expectancy x Valence = Motivation• (Strength of motivation)•

Danyal nazeer

(MC15-291)

ERG theory• Because of the criticism of Maslow’s hierarchy of needs

theory motivation researcher Clayton Alderfer proposed an alternative known as ERG theory. The name stems from combining Maslow’s five level of needs into three levels:

1. Existence 2. Relatedness3. Growth

COGNITIVE THEORIES

• Theories that attempt to separate the thinking patterns that we use in deciding whether or not to behave in a certain way.Cognitive theories are sometimes called process theories. Three major cognitive theories are:

1. Expectancy theory2. Equity theory3. Goal setting theory

i. Expectancy theory: • The expectancy theory of motivation, originally

proposed by Victor H.Vroom, argues that we consider three main issues before we expend the effort necessary to perform at a given level.

• The issues which depict the basic components of expectancy theory are:

1. Effort-performance expectancy 2. Performance-outcome expectancy3. Valence

ii. Equity Theory:• According to equity theory, we prefer situations of balance

or equity which exists when we perceive the ratio of our inputs and outcomes to be equal to the ratio of inputs and outcomes for a comparison other.

• The motivational aspect of equity theory is based on its two major premises:

1. First, The theory argues that the perception of inequity creates a tension in us.

2. Second, The tension motivates us to eliminate the inequity• Note: The greater the perceived inequity, the stronger the

tension and the greater are motivation to reduce it.

iii. Goal-setting Theory:

• Goal-setting experts Advin A.locke and Gary P.Latham argue that goal-setting works by directing:

1. Attention and action2. Mobilizing effort 3. Increasing persistence 4. Encouraging the development of strategies to achieve the goals • The success of goal setting in motivating performance depends on

establishing goals that have appropriate characteristics.• Goals commitment is effected by the major components of expectancy

theory:1. Efforts-performance expectancy (Can i reach the goal?)2. Performance-outcome expectancy theory ( If i reach it, will i be

rewarded?)3. Valance ( Do i value the potential rewards?)

iii. Goal-setting Theory:

• Goals should be:1. Specific and measurable2. Challenging 3. Attainable4. Relevant to the major work of the organization5. Time-limited

Farrukh iqbal

(MC15-281)

McGregor’s Theory X and Theory Y:

• Douglas McGregor proposed two distinct views of the nature of human beings: a basically negative view, labelled theory X and a basically positive view, labelled theory Y.

• Theory X:McGregor’s term for the assumption that employees dislike work, are lazy, seek to avoid responsibility and must be coerced to perform.

• Theory Y:• McGregor’s term for the assumption that employees are creative,

seek responsibility and can exercise self-direction. • After viewing the way managers dealt with employees, McGregor

concluded that a manager’s view of human nature is based on a group of assumptions, either positive or negative.

The Porter–Lawler Theory of Motivation:

• Porter and Lawler developed a motivation theory that provides a more complete description of the motivation process than either the needs-goal theory or the Vroom expectancy theory. Still, the Porter–Lawler Theory of motivation is consistent with those two theories in that it accepts the premises that felt needs cause human behaviour and that effort expended to accomplish a task is determined by the perceived value of rewards that will result from finishing the task and the probability that those rewards will materialize.

MAXIMIZING EMPLOYEE EFFORT:

1. About the skill:• Because a simple, all-encompasses set of motivational guidelines is

not available, the following suggestions draw on the essence of what we know about motivating employees.

• 2. Steps in practicing the skill:1. Recognize individual differences 2. Match people to jobs 3. Use goals4. Insure that goals are perceived as attainable5. Individualize reward6. Link rewards to performance7. Check the system for equity 8. Don’t ignore money

Pay-for-performance programs

• Compensation plans such as piece-rate plans, profit sharing, and the like that pay employees on the basis of some performance measure.

• It is suggested that employees should be paid for performance on the job relative to time basis.

Pay-for-performance programs CONT…

• Competency-based compensation:• A program that pays and rewards employees on the

basis of skills, knowledge, or behaviours they possess. • Broad-bending:• It is suggested that we should pre-set pay level, based

on the degree competencies exist.• Stock options:• A program that allows employees to purchase company

stock at a fixed price.

motivating minimum-wage employees

• For motivating minimum –wage employees we should look into the motivation theories presented earlier we can also look to job design and expectancy theories. We can see that this type of job design provides enhanced motivating potential because employees now experience increased skill variety, task identity, task significance, autonomy and feedback. They need guidance, assistance in self-assessment and training. By providing these to minimum-wage employees you are preparing them for the future.—one that hopefully promises better pay. For many, better compensation is a strong motivator.

Shahid fayyaz

(MC15-253)

McClelland;

motivational needs theory

• David McClelland (1917-1998) put forward a motivational needs theory which he developed into a needs – motivational model.

• He argued that there are three needs that are found in all employees. These three needs are:

• A need for achievement (‘n-ach’) • A need for authority and power (‘n-pow’)• A need for affiliation (‘n-affil’) • He identified the characteristics of individuals who are motivated mainly by the

needs by achievement, power and affiliation as followed:• N-ach person: this person seeks achievement. Targets for achievement should

but challenging goals.• N-pow person: this person needs to be influential and effective and to make an

impact.• N-affil person: this person needs friendly relationships and is motivated by

interaction with other people.

McClelland; motivational needs theory

• N-affil person: • This person needs friendly relationships

and is motivated by interaction with other people.

• McClelland argued that:1. N-ach people make the best leaders.2. N-affil individuals are usually poor leader3. N-pow individuals are also poor leader

improving work balance

• Managers attempt to increase their organizations’ flexibility and to support a balance between work and family, a number of scheduling options have been introduced to give management and employees more flexibility. In addition to an increased use of temporary and contingent workers, contemporary companies are looking at other options: flex time, job sharing, and telecommuting.

improving work balance

• Flex time:• A schedule option that allows employees to select their works hours will

be within some specified parameters.• Job sharing:• A type of part-time work that allows to or more workers to split a

traditional forty-hour-a-week job.• Telecommuting:• A system of working at home on a computer that is linked to the office.•  • All the above strategies provide fruitful guidelines to the managers to

motivate their employees, better the quality of work done minimizing the cost, improving the efficiency, setting attainable goals, fetching goals in specified time period by using a single trick of motivating to their employees which results in better performance at low cost.

Effect of workforce diversity on motivational practices

• Maximizing motivation in contemporary organization requires that manager be flexible in their practices/ they must recognize that employees have different personal needs and goals that they are attempting to satisfy through work. Managers must also recognize that cultural differences may play a role, too. Various types of rewards must be developed to motivate and meet these diverse needs, as well as training and career development assistance.

SUMMARY• The whole discussion aims at motivating the employees,

guiding towards making effective motivation process ascertaining needs of the workers for better performance of the organization. Moreover some classic theories also guides a manager to motivate employees. This chapter also describes the role of entrepreneurs as manager in motivating their employees and it also covers the perspective of rewarding employees.

Thank you…

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