Organisation Objectives

Technology People

Performance
Prof Krishnan Iyer

Job Performance is Ability x Motivation

Prof Krishnan Iyer

Motivation
Prof Krishnan Iyer

The Greek Tragedy

A dicey situation Brutus blame game He claimed innocence Anthony was in the know yet cant instigate people against Brutus
Prof Krishnan Iyer

The Greek Tragedy

Friends , Romans and Countrymen. Attention
Brutus is an honorable man Making ground
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Prof Krishnan Iyer

Motivation Concepts

Outline the motivation theories Summarize the goals that increase performance Discuss ways self-efficacy can be increased Clarify the key relationships in expectancy theory
Prof Krishnan Iyer

What is Motivation?
The processes that account for an individuals intensity, direction and persistence of effort toward attaining a goal. Intensity How intense is the effort Direction Towards organizational goals Persistence Sustenance of the effort
Prof Krishnan Iyer

Needs Theories of Motivation

Maslows hierarchy of needs Herzbergs two factor theory (motivationhygiene theory) Alderfers ERG theory McClellands theory of needs

Basic idea: Individuals have needs that, when unsatisfied, will result in motivation
Prof Krishnan Iyer

Maslows Hierarchy of Needs Theory

Prof Krishnan Iyer

Maslows Hierarchy of Needs Theory

Truth Justice wisdom

SA
Achievement recognition Self Esteem Belongingness Acceptance, Affection, Affiliation Retirement Medical

Safety Basic Need

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Theory X and Theory Y

Theory X Inherent dislike for work and will attempt to avoid it Must be coerced, controlled or threatened with punishment Will avoid responsibilities and seek formal direction Place security above all factors and will display little ambition Theory Y View work as being as natural as rest or play Will exercise self-direction and self-control if committed to objectives Can learn to accept, even seek, responsibility Can make innovative decisions on their own

Prof Krishnan Iyer

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Herzbergs Hygiene theory

Hygiene factors
Quality of supervision Compensation Company policies Physical working conditions 0 Relations Job security
Necessary, but not sufficient, for healthy adjustment
High

Motivators
Promotional opportunities Opportunities for personal growth Recognition Responsibility Achievement
The sources of satisfaction

Job Dissatisfaction

Two-Factor Theory Job Satisfaction

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High

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Herzbergs Two-Factor Theory

Managers who seek to eliminate factors that can create job dissatisfaction may bring about peace but not necessarily motivation. If a manager wants to motivate people on their jobs, he should emphasize factors associated with the work itself or to outcomes directly derived from it.
Prof Krishnan Iyer

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McClelland's Theory of Needs

Need for achievement (nAch) - drive to excel Need for power (nPow) - the need to make others behave in a way they would not have behaved otherwise Need for affiliation (nAff) - the desire for friendly and close interpersonal relationships
Prof Krishnan Iyer

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McClelland's Theory of Needs

High achievers prefer jobs with personal responsibility, feedback, and intermediate degree of risk. High achievers are not necessarily good Leaders. Affiliation and power closely related to managerial success Employees can be trained to stimulate their achievement need.
Prof Krishnan Iyer

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Relationship of Needs Theories

1. .
Maslow
Alderfer

Herzberg

McClelland

Self-Actualization Growth Esteem Need for Power Affiliation Security Existence Physiological Relatedness Hygiene Factors Need for Affiliation Motivators Need for Achievement

Prof Krishnan Iyer

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Cognitive Evaluation Theory

Proposes that the introduction of extrinsic rewards for work that was previously intrinsically rewarding tends to decrease overall motivation Verbal rewards increase intrinsic motivation, while tangible rewards undermine it
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Prof Krishnan Iyer

Process Theories

Looks at the actual process of motivation Expectancy theory Goal-setting theory

Prof Krishnan Iyer

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Expectancy Theory
Individual Effort

Individual Performance

Organizational Rewards

Personal Goals

1. Effort -performance relationship (expectancy)

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2. Performance -reward relationship (instrumentality) 3. Rewards - personal goals relationship (valence)

Prof Krishnan Iyer

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Goal-Setting Theory
Specific goals lead to increased performance. Difficult goals, when accepted, result in higher output than easy goals. Self-generated feedback is a more powerful motivator than externally generated feedback. Influences on goal-performance relationship:
Commitment Task characteristics National culture
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Prof Krishnan Iyer

Self-Efficacy Theory
Refers to an individuals belief that they are capable of performing a task Ways self-efficacy can be increased: Enactive mastery Vicarious modeling Verbal persuasion Get energized
Prof Krishnan Iyer

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Equity Theory
Employees weigh what they put into a job situation (input) against what they get from it (outcome). Then they compare their input-outcome ratio with the input-outcome ratio of relevant others.

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Equity Theory

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Choices when perceived inequity Change their inputs Change their outcomes Distort perceptions of self Distort perceptions of others Choose a different referent Leave the field
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Expectancy Theory

Prof Krishnan Iyer

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Theories are Often Culture-Bound

Most motivation theories were developed in the U.S. by Americans and about Americans Not all cultures have the same characteristics as American culture Many cultures desire interesting work and other factors
Prof Krishnan Iyer

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Lessons Learnt
Intrinsic is more effective than extrinsic Autonomy - people need to feel the origin of their actions Self-confidence and self-belief matter Challenge is critical Goals are key Feedbacks necessary Social approval
Prof Krishnan Iyer

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