 DEFINITION & CONCEPT OF MOTIVE &

MOTIVATION,
 THE CONTENT THEORIES OF MOTIVATION
1. MASLOW'S NEED HIERARCHY
2. HERZBERG'S TWO FACTOR MODEL THEORY
3. THE PROCESS THEORIES
A. VROOM'S EXPECTANCY THEORY
B. PORTER LAWLER MODEL
4. CONTEMPORARY THEORIES
A. EQUITY THEORY OF WORK MOTIVATION .
Motivation
The processes that account for an individual’s
intensity, direction, and persistence of effort toward
attaining a goal.

Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
 Motivation is derived from the ward motive .
Motive refer to the needs, wants , drives,
impulses, within individual.
 Motivation can be derived as driving force within
individual that propels them to action.

 motivation is the result of processes, internal or

external to the individual, that arose enthusiasm
and persistence to pursue a certain course of
action.
 It is the core of management which shows that
every human being gives him a sense of worth in
face to face groups which are most important to
him.
 1. Identifies needs
 2. Searches foe ways to satisfy
needs
 3. Engage in goal directed behaviour
 4. Performs
 5. Receives either rewards or
punishments
 6. Reassesses needs and
deficiencies.
 Performance = ability x motivation
 A motivated employee is more quality oriented.
 Highly motivated employee is more productive.
 Every organisation need human resource.
 Motivation is a multidimensional factor that
affects and get affected by the various factors
in the organisation e.g. leadership style, job
realisation, salary system .
 Organisations are very much aware about the
importance of the motivation. It creates friendly
and supportive relationship
 In reality the task of motivation is very difficult
and challenging.
 Primary (Basic/ Physiological)
 Secondary (Socio psychological)
 General (Curiosity/ competency/
Manipulation/ Affection)
 A. content theories
1.Maslow's Need Hierarchy
2. Herzberg's Two Factor Model Theory
B. Process theories
1. Vroom's expectancy theory
2. Porter Lawler model
C. Contemporary Theories –
a. Equity theory of work motivation
b. McClelland’s Needs theory
 Basic needs
 Secondary / acquired needs
 Assumption of this theory
 1. Man is a wanting animal
 2. A satisfied needs is no longer a motivator
 3. Needs of hierarchy of importance
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.
Lower-Order Needs Higher-Order Needs
Needs that are satisfied Needs that are satisfied
externally; physiological internally; social, esteem,
and safety needs. and self-actualization
needs.
 American Psychologist
 Motivation emanates from level of
hierarchy of needs
 5 levels of needs give rise to motivation

 Lowest need at the bottom and highest

at the top of pyramid
 Unless lower is fully satisfied, higher
needs do not manifest. Its impossible to
satisfy any need to full extent.
 Any need reasonably satisfied doesnt
motivate the individual further.
 Lower needs are satisfied externally and
higher internally.
Physiological
 Employees concern for Salary and basic working
conditions
Safety
 Reasonable degree of continuity
 Order structure
 Predictability in one’s environment
 Generally identified in infants
 Preferred for secured income
 Acquisition of insurance, own house, religious
and philosophical belief system, war, crime,
flood
Security
 Job security
 Salary increase
 Safe working conditions
 Pension scheme
 Group insurance
 Gratuity
 Grievance redressal
 System of seniority
 Favouritism, Discrimination leads to feeling of
insecurity
Social needs
 Compatible work group
 Peer acceptance
 Professional friendship
 Friendly supervision
 Managers unfortunately feel natural groups are
a threat to organization as they may resist and
be uncooperative
Self esteem
 Job title
 Merit pay increase
 Peer recognition
 Challenging work
 Responsibility
 Publicity in company publications
 Performance feedback
 Personal encouragement
 Involve employees in goal setting and
decisionmaking
Self actualisation
 Desire to become everything
 That one is capable of becoming
 Full use and exploitation of his talent,
capacities and potentialities
 Desire to excel oneself in one’s job
 Advancing an important idea
 Successfully managing a unit
Limitations
 Itis not a theory of work motivation
 Hierarchy doesn’t exist
 Need priorities differ across countries
 Managers may not have time at leisure to find
each employee motivation and give custom
made motivation to them.
 Expectancy Theory
 It proposes that people are motivated by
their conscious expectations of what will
happen if they do certain things, and are
more productive when they believe their
expectations will be realized.
 The motivation of the behaviour selection is
determined by the desirability of the
outcome.
 Expectancy theory is about the mental
processes regarding choice, or choosing.
 It explains the processes that an
individual undergoes to make choices.
 "This theory emphasizes the needs for
organizations to relate rewards
directly to performance and to ensure
that the rewards provided are those
rewards deserved and wanted by the
recipients."
 Expectancy: Effort → Performance (E→P)
 Expectancy is the belief that one's effort (E) will
result in attainment of desired performance (P) goals.
 Based on an individual's past experience, self-
confidence (self efficacy), and the perceived
difficulty of the performance standard or goal.
 Expectancy perception will be based on are self
efficacy, goal difficulty, and control.
 Self efficacy is the person’s belief about their ability
to successfully perform a particular behaviour.
 Goal difficulty happens when goals are set too high or
performance expectations that are made too difficult
are most likely to lead to low expectancy
perceptions.
 Control is one's perceived control over performance.
In order for expectancy to be high, individuals must
believe that they have some degree of control over
the expected outcome
 Instrumentality: Performance → Outcome
(P→O)
 Instrumentality is the belief that a person will
receive a reward if the performance expectation
is met.
 This reward may come in the form of a pay
increase, promotion, recognition or sense of
accomplishment. Instrumentality is low when the
reward is the same for all performances given.
 Valence-V(R) the value the individual places
on the rewards based on their needs, goals,
values and Sources of Motivation.
 Motivational Expectancy x
Force (MF) =
Instrumentality x Valence
 E.g.1. Expectancy: if I work harder than
everyone in the plant will I produce more ?
2. Instrumentality: if I produce more
than everyone in the plant , will I get a
bigger raise or faster promotion ?
3. Valence: do I want a bigger raise ? Is
it a worth the extra efforts ? Do I want a
promotion ?
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.
 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.
 Since its original conception, the expectancy
theory model has been refined and extended
many times.
 Although convention wisdom argues that
satisfaction leads to performance, Porter and
Lawler argued the reverse: If rewards are
adequate, high levels of performance may
lead to satisfaction.
 This model attempted to ,
 1. identify the source of peoples valences
and expectancies , and
 2. link efforts with performance and job
satisfaction.
 predictor of efforts : employee should
exhibit more efforts when they believe they
will receive valued rewards for task
accomplishment.
 Predictor of performance : efforts and
performance is moderated by an employees
abilities and traits and role perceptions.
 Predictor of satisfaction : performance begets
intrinsic and extrinsic rewards to employees.
 Intrinsic rewards are intangible outcomes such
as achievements.
 Extrinsic rewards are tangibles as pay and
recognition.
 Now, job satisfaction is determined by
employees perceptions of the equity of the
rewards received.
 Job satisfaction affects employees subsequent
valence of rewards .
 employees future efforts reward
probabilities are I influenced by past experience
with performance and rewards.
CONTEMPORARY THEORIES

A. EQUITY THEORY OF WORK MOTIVATION

b. MCCLELLAND’S NEEDS THEORY.
 EQUITY THEORY OF WORK MOTIVATION
 Four important terms :
 Person: the individual for whom equity or
inequity exists.
 Comparison others: any group or individual
used by a person as a referent regarding
inputs and outcomes. Comparison other is also
called relevant other.
 Inputs : characteristics which individuals
brings with them to the job : education, skills
, experience, appearance.
 Outcomes: pay , promotion and fringe
benefits , received from job.
 Equity Theory
 Is the belief that one is being treated fairly in
relation to others; inequity is the belief that
one is being treated unfairly in relation to
others.
 Social Comparisons
 Involves evaluating our own situation in terms
of others’ situations.
 Inequity
The situation in which a person perceives he
or she is receiving less than he or she is
giving, or is giving less than he or she is
receiving.
 Person Comparison
other
Equity Outcomes = Outcomes
Inputs Inputs
Negative Outcomes < Outcomes
Inequity Inputs Inputs
Positive Outcomes > Outcomes
Inequity Inputs Inputs
 Managerial Implications
 Everyone in the organization needs to understand
the basis for rewards.
 People tend to take a multifaceted view of their
rewards; they perceive and experience a variety
of rewards, some tangible and others intangible.
 People base their actions on their perceptions of
reality. If two or more people make exactly the
same salary, but each thinks the other makes
more, each will base his or her experiences of
equity on the perception, not the reality.
 The Basic Expectancy Model
 Suggests that people are motivated by how much
they want something and the likelihood they
perceive of getting it.
 Effort-to-Performance Expectancy
 A person’s perception of the probability that
efforts will lead to performance.
 This theory study three needs that motivates
human behaviour.
 1. Need for achievement ( nAch)
 2. Need for power ( nPow)
 3. Need for affiliation ( nAff)
 Need for Achievement: The drive to
excel, to achieve in relation to a set of
standards, to strive to succeed.
Need for Achievement –
The drive to excel, to achieve in
relation to a set of standards, to
strive to succeed.
need that concerns
individuals’ issues of
excellence, competition,
challenging goals,
persistence, and overcoming
difficulties.
Thematic appreciation test
 Developing achievement motives :
 A. give employees periodic feedback on
performance.
 B. provide good model of achievement
 C. arrange tasks .
 D. Train the employees so that they can think
realistically and positively about how they
will accomplish goals.
Need for Power -
Need that concerns an
individual’s need to make an
impact on others, influence
others, change people or
events, and make a difference
in life.
The need to make others
behave in a way that they
would not have behaved
otherwise.
 Need for Affiliation
Need that concerns an individual’s need to
establish and maintain warm, close, intimate
relationships with other people.
The desire for friendly and close personal
relationships.
 nPow

nAch nAff