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Defining Motivation

Key Elements

Intensity: how hard a person tries
Direction: toward beneficial goal
Persistence: how long a person tries

Motivation

The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

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Hierarchy of Needs Theory (Maslow)

Hierarchy of Needs Theory

There is a hierarchy of five needs—physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant.

Self-Actualization

The drive to become what one is capable of becoming.

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Maslow’s Hierarchy of Needs

Lower-Order Needs�Needs that are satisfied externally; physiological �and safety needs.

Higher-Order Needs�Needs that are satisfied �internally; social, esteem, �and self-actualization� needs.

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Evaluation of the model

Positives

The theory presents array of non-economic workers needs.
Mh provides the changing motivations of workers overtime. Starting from what he wants when he is new or subsequently later.
Provides food for thought to managers .
Accounts for both interpersonal as well as intrapersonal variations in human behavior.
MH deserves appreciation for its simplicity, commonness, humanness & intuitiveness.

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Evaluation of the model

Critics

It is not a theory but a work of motivation.
The hierarchy of needs simply does not exist. At all level one cannot afford to forgo his food.
Needs are different in different countries. India food and shelter is basic. US & UK AC, Malls and mobiles are basic

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David mcclelland

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Two-Factor Theory (Frederick Herzberg)

Two-Factor (Motivation-Hygiene) Theory

Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction.

Hygiene Factors

Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When factors are adequate, people will not be dissatisfied.

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Comparison of Satisfiers and Dissatisfiers

Factors characterizing events on the job that led to extreme job dissatisfaction

Factors characterizing events on the job that led to extreme job satisfaction

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Contrasting Views of Satisfaction and Dissatisfaction

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Evaluation of the model

Limited approach… Ie when things go well people take credit else they blame it on system.
As raters make interpretation they might contaminate the rating.
There is no overall measure of satisfactions present
Very dependent on personal mood swings
Assumption that satisfaction and productivity are related.
Both motivator and hygiene contribute to satisfaction and dissatisfaction

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Theory X and Theory Y (Douglas McGregor)

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 self-control when committed to a goal.

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Matching High Achievers and Jobs

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Job Design Theory

Characteristics:

Skill variety
Task identity
Task significance
Autonomy
Feedback

Job Characteristics Model

Identifies five job characteristics and their relationship to personal and work outcomes.

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Job Design Theory (cont’d)

Skill Variety

The degree to which a job requires a variety of different activities.

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 has a substantial impact on the lives or work of other people.

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Job Design Theory (cont’d)

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Autonomy

The degree to which the job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out.

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Job Design Theory (cont’d)

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Feedback

The degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her performance.

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Job Design Theory (cont’d)

Job Characteristics Model

Jobs with skill variety, task identity, task significance, autonomy, and for which feedback of results is given, directly affect three psychological states of employees:

Knowledge of results
Meaningfulness of work
Personal feelings of responsibility for results

Increases in these psychological states result in increased motivation, performance, and job satisfaction.

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The Job Characteristics Model

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Expectancy Theory

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Expectancy Theory (Victor Vroom)

The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

E X H I B I T 6–8

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Expectancy Theory Relationships

Effort–Performance Relationship

The probability that exerting a given amount of effort will lead to performance.

Performance–Reward Relationship

The belief that performing at a particular level will lead to the attainment of a desired outcome.

Rewards–Personal Goals Relationship

The degree to which organizational rewards satisfy an individual’s goals or needs and the attractiveness of potential rewards for the individual.

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