MOTIVATION

“Treat others as
you would like to be
treated”

• How do human needs

influence motivation to work?
• How do thought processes
and decisions affect
motivation to work?
WHAT IS MOTIVATON

 MOTIVATION is an important
factor which encourage person
to give their best performance
and help in reaching enterprise
goal .A positive motivation will
help the increase output
employees but negative
motivation will reduce their
performance.
The Nature of Motivation

 Motivation
 The set of forces that cause people to behave in certain ways.
 The goal of managers is to maximize desired behaviors and minimize
undesirable behaviors.

 The Importance of Motivation in

the Workplace
 Determinants of Individual Performance
 Motivation—the desire to do the job.
 Ability—the capability to do the job.

 Work environment—the resources needed to do the job.

MOTIVATION

Human Needs

 Motivation
 accounts for the level, direction, and
persistence of effort expended at work.

 Need
 an unfulfilled physiological or psychological
desire.
What Is Motivation?

Direction

Intensity Persistence
Maslow’s Theory

“We each have a hierarchy of

needs that ranges from
"lower" to "higher." As lower
needs are fulfilled there is a
tendency for other, higher
needs to emerge.”
Maslow’s Theory

Maslow’s theory maintains

that a person does not feel a
higher need until the needs
of the current level have
been satisfied. Maslow's
basic needs are as follows:
 Basic Human Needs
 Food

 Air

 Water

 Clothi
ng
Physiological Needs  Sex
 Safety and Security
 Protection

 Stability

 Pain
Safety Needs Avoidance
 Medical
insurance
 Love and Belonging
 Affection

 Acceptan
Social Needs ce
 Need of
friends
 Need to
give and
receive
 Esteem
Esteem Needs  Self-Respect

 Self-Esteem

 Respected by
Others
Self-Actualization

 Achieve full
potential
 Fulfillment
Summary Self-Actualization

Esteem

Belonging

Safety

Physiological
MOTIVATION

Human Needs

 Maslow’s Hierarchy of Needs

 ERG
 Alderfer’s ERG theory focuses
on existence, relatedness, and
growth needs.
The ERG theory is improvement
of Maslow's theory Maslow's
theory suggested that the
person will move to next level
only if the need of previous
level is satisfied.
Advantages and limitation
MOTIVATION

Human Needs
 Alderfer’s ERG Theory
 Existence Needs
 are desires for physiological and material well-being. the
existence needs combine the physiological and safety
need of Maslow's modal. the existence need are satisfied
by material incentive.
 Relatedness Needs
 are desires for satisfying interpersonal relationships.releted
need include Maslow's social and esteem need, which are
derived from other people. This include relationship with
other people we care about. this need are satisfied by
personal relation and social interaction.
 Growth Needs
 are desires for continued psychological growth and
development. This need similar to self actualisation need.
TWO FACTOR

 Herzberg’s two-factor theory

focuses on higher-order need
satisfaction
Herzberg instead that hygiene factors caused dissatisfaction by their
absence, but did not cause motivation by their increased presence.
Imagine the office was too cold. This will dissatisfy you. However
making the office exactly the right temperature will not motivate you
positively.
MOTIVATION

Human Needs

 Herzberg’s Two-factor Theory

 Hygiene Factor
 is found in the job context, such as working
conditions, interpersonal relations, organizational
policies, and salary.
 Motivator Factor
 is found in job content, such as a sense of
achievement, recognition, responsibility,
advancement, or personal growth.
Herzberg’s Two-Factor Theory

Dissatisfaction Not dissatisfied Positive

and but satisfaction
demotivation not motivated and motivation

Hygiene Factors Motivational Factors

•Company policies
•Achievement
•Quality of supervision
•Career advancement
•Relations with others
•Personal growth
•Personal life
•Job interest
•Rate of pay, salary
•Recognition
•Job security
•Responsibility
•Working conditions
Needs Theories
Maslow Herzberg

Self-Actualisation
Motivators
Esteem

Social
Hygiene
Safety
Factors

Physiological
MOTIVATION

VROOMS EXPECTENCY THEORY

 Expectancy theory considers

motivation = expectancy x
instrumentality
Whereas Maslow and Herzberg x
lookvalence
at the relationship between
internal needs and the resulting effort expended to fulfill them, Vroom
separates effort (which arises from motivation), performance, and
outcomes.
MOTIVATION

Thought Processes and Decisions

 Vroom’s Expectancy Theory
motivation = expectancy x instrumentality x valence
 Expectancy
 a person’s belief that working hard will result in achieving a desired
level of task performance
 Instrumentality
 a person’s belief that successful performance will lead to rewards and
other potential outcomes
 Valence
 the value a person assigns to the possible rewards and other work-
related outcomes.
How Expectancy Theory Works

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

Expectancy Instrumentality Valence

Effort - Performance Link Performance - Rewards Link Rewards - Personal Goals Link

No matter how much effort Your tutor does not look There are a lot of wonderful things
you put in, probably not possible like someone who has £1 million you could do with £1 million
to memorise the text in 24 hours

E=0 I=0 V=1

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

Thought Processes and Decisions

Vroom’s Expectancy Theory
Expectancy

 Expectancy is the belief that

increased effort will lead to
increased performance i.e. if I work
harder then this will be better. This
is affected by such things as:
2. Having the right resources
available (e.g. raw materials, time)
3. Having the right skills to do the job
4. Having the necessary support to
get the job done (e.g. supervisor
support, or correct information on
Instrumentality

 Instrumentality is the belief that if

you perform well that a valued
outcome will be received i.e. if I do
a good job, there is something in it
for me. This is affected by such
things as:
2. Clear understanding of the
relationship between performance
and outcomes – e.g. the rules of the
reward ‘game’
3. Trust in the people who will take
the decisions on who gets what
outcome
4. Transparency of the process that
Valence

 Valence is the importance that

the individual places upon the
expected outcome. For
example, if I am mainly
motivated by money, I might
not value offers of additional
time off.
Ex. person who is more intes. In
getting reorganization for the
hard work will not have any
MOTIVATION

Reinforcement

 Operant conditioning influences

behavior by controlling its
consequences.
 Positive reinforcement connects
desirable behavior with pleasant
consequences.
 Punishment connects undesirable
behavior with unpleasant
consequences.
MOTIVATION

Reinforcement

 The law of effect states that

behavior followed by a pleasant
consequence is likely to be
repeated; behavior followed by
an unpleasant consequence is
unlikely to be repeated.
MOTIVATION

Reinforcement
Operant Conditioning – B. F.
Skinner
Reinforcement Perspectives
on Motivation

 Reinforcement Theory
 The role of rewards as they cause behavior
to change or remain the same over time.
 Assumes that:
 Behavior that results in
rewarding consequences
is likely to be repeated,
whereas behavior that
results in punishing
consequences is less likely
to be repeated.
Reinforcement Perspectives on
Motivation (cont’d)

 Kinds
of Reinforcement in
Organizations (cont’d)
 Punishment
 Weakens undesired behavior by using negative
outcomes or unpleasant consequences when the
behavior is performed.
 Extinction
 Weakens undesired behavior by simply ignoring
or not reinforcing that behavior.
Reinforcement Perspectives on
Motivation (cont’d)

 Kinds
of Reinforcement in
Organizations
 Positive reinforcement
 Strengthens behavior with rewards or positive
outcomes after a desired behavior is performed.
 Avoidance
 Strengthens behavior by avoiding unpleasant
consequences that would result if the behavior is
not performed.
Reinforcement Perspectives on
Motivation (cont’d)

 ProvidingReinforcement in
Organizations
 Behavior modification
A method for applying the basic elements of
reinforcement theory in an organizational setting.
 Specific behaviors are tied to specific forms of

reinforcement.
HOW TO MOTIVATIVE PEOPLE
?