Is the result of the interaction

between an individual and a

situation.
 Is the process that accounts for an
individuals intensity , direction and
persistence of effort toward attaining goal.
Is the willingness to do something and is
conditioned by this actions ability to satisfy
some need for the individual.
Is a process that starts with a need that
activates a behavior or a drive that is aimed
at a goal or incentive.
Esteem needs: external factor- status, recognition and attention
internal factor- self-respect, autonomy and achievement
 Lower order needs- Needs that are satisfied
externally, such as physiological and safety
needs.
Higher order needs- Needs that are satisfied
internally such as social, esteem and
actualization.
 Theory X, managers believe that employees
inherently dislike work and therefore be
directed or even coerced into performing it.
Theory Y, managers assume that employee
can view work as natural as rest or play ,
therefore the average person can learn to
accept, and even seek responsibility.

Theory X assumes lower order need dominates

individual where as in Theory Y assumes
higher order need dominantes.
 Believingthat an individuals relation to work
is basic and that ones attitude towards work
can very well determine success or failure.
 Traditional view
Satisfaction -------------Dissatisfaction
HERZBERGS VIEW
Motivators
Satisfaction------------No satisfaction.
Hygiene Factors
No dissatisfaction------Dissatisfaction.
N Ach-is the drive to excel.
-doing better than competitors.
-attaining or supervising a difficult goal.
-solving a complex problem.
-carrying out a challenging assignment
successfully.
-set moderately challenging goals.
 nPow-need to make others behave in a way
in which they would not have behaved
otherwise.
-controlling people and activities.
-being in position of authority over others.
-gaining control over resource and
information
 nAff-isthe desire for friendly and close
interpersonal relationships.
-being accepted as a part of a group or team.
-working with people who are cooperative
and friendly.
-maintaining harmonious relationship and
avoiding conflicts.
 Relying on extensive amount of research
prediction of the relationship between
achievement need and job performance.
When jobs have a high degree of personal
responsibility and feedback ,an intermediate
degree of risk , high achievers are strongly
motivated.
nAch does not necessarily make some one a
good manager especially in large
organization . High achievers are personally
interested in how well they do and do not
influence others to do well.
 NAff and nPow tend to be closely related to
managerial success, the best managers are
high in need for power and low in need for
affiliation.

Highpower motive may be a requirement for

Managerial effectiveness.
A theory that says that specific and difficult
goals with feed back, lead to higher
performance.
Intentions to work toward a goal are a major
source of work motivation that is a goal tells
an employee what needs to be done and how
much effort will need to be expended.
A program that encompasses specific goals
participatively set, for an explicit time
period , with feedback on goal progress.
A theory that says behavior is a function of
its consequences, Social learning.
Any consequences that ,when immediately
following a response, increases the
probability that the behavior will be
repeated.
Processes of social learning:
Attentional processes
Retention processes
Motor reproduction processes
Reinforcement processes
A theory that says that individuals compare
their jobs inputs and outcomes with those of
others and then respond to eliminate any
inequities.
 Organizational justice: Perceived fairness of
the amount and allocation of rewards among
individuals.
1. Distributive justice
2. Procedural justice
3. Interactional justice
 The key to Expectancy theory is the
understanding of an individuals goals and
linkage between effort and performance,
between performance and rewards and the
rewards and individual goal satisfaction.

Individual effort---Individual performance---

organization reward-----personal goals.
 Theprocess of determining what an
employee does on a job: the tasks, duties ,
responsibilities, decision making and level of
authority . The design of the job also
determines the working relationships with
other employees, supervisors, customers etc.

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 Job Characteristics Model (JCM)
Hackman and Oldhams concept that any job
can be described through five core job
dimensions:
Skill variety Requirements for different tasks in the
job.
Task identity Completion of a whole piece of work.
Task significance The jobs impact on others.
Autonomy Level of discretion in decision making.
Feedback Amount of direct and clear information on
performance.
The way elements in a job are organized (job
design) impacts motivation, satisfaction and
performance.
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7-23
 Five dimensions combined into a single
predictive index of motivation.
People who work on jobs with high core dimensions
are generally more motivated, satisfied, and
productive.
Job dimensions operate through the psychological
states in influencing personal and work outcome
variables rather than influencing them directly.

Jobs that are high on motivating potential must

be high on at least one of the three factors that
lead to experienced meaningfulness and they
must be high on both autonomy and feedback.
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 Job Rotation
The periodic shifting of a worker from one task
to another

Job Enlargement
The horizontal expansion of jobs

Job Enrichment
The vertical expansion of jobs

Guidelines for enriching a job: Exhibit 7-2

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 When an activity is no longer challenging,
the employee is rotated to another job
usually at the same level , that has similar
skill requirements.
The strengths of job rotation are that it
reduces boredom, increases motivation
through diversifying the employees
activities, and helps employees better
understand how their work contributes to the
Organization.

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 Increasing the number and variety of tasks
that an individual performed resulted in jobs
with more diversity.
JOB ENRICHMENT: It increases the degree to
which the worker controls the planning,
execution, and evaluation of the work.
It allows worker to do a complete activity,
increases the employees freedom and
independence, increases responsibility, and
provides feedback so individual will be able
to assess and correct performance.

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