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THEORIES OF
MOTIVATION
DR. VANEETA AGGARWAL
What is Motivation?
Motivation is a psychological feature that induces an individual to act towards a
desired goal.
Key
KeyElements
Elements
1.1. Intensity:
Intensity:how
howhard
hardaaperson
persontries
tries
2.2. Direction:
Direction:toward
towardbeneficial/avoidance
beneficial/avoidancegoal
goal
3.3. Persistence:
Persistence:how
howlong
longaaperson
persontries
tries
FEATURES OF MOTIVATION
The need priority model may not apply at all times in all places.
The level of motivation may be permanently lower for some people. For example, a person
suffering from chronic unemployment may remain satisfied for the rest of his life if only he gets
enough food.
HERZBERG'S TWO-
FACTOR THEORY
Existence Needs
It includes all material and physiological desires (e.g., food, water, air,
clothing, safety, physical love and affection).
Relatedness Needs
Encompass social and external esteem; relationships with
significant others like family, friends, co-workers and
employers. This also means to be recognized and feel secure as
part of a group or family.
Growth Needs
Internal esteem and self-actualization; these impel a person to
make creative or productive effects on himself and the
environment (e.g., to progress toward one's ideal self). This
includes desires to be creative and productive, and to complete
meaningful tasks.
THEORY X AND THEORY Y
Douglas McGregor,
an American social
psychologist,
proposed his famous
X-Y theory in his
1960 book 'The
Human Side Of
Enterprise‘
THEORY Z
Theory Z is an approach to management based upon
a combination of American and Japanese management
philosophies.
Theory Z was first identified as a unique management
approach by William Ouchi in the 1981 book, Theory Z:
How American Companies Can Meet the Japanese
Challenge.
It is characterised by:
◦ long-term job security,
◦ consensual decision making,
◦ slow evaluation and promotion procedures,
◦ and individual responsibility within a group context
ACHIEVEMENT MOTIVATION
THEORY
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B. The Expectancy theory
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C. THE GOAL SETTING THEORY.
Goal setting and Feedback go hand in hand. Without feedback, goal setting is unlikely to work.
Properly-delivered feedback is also very essential, and the following should be followed for good
feedback:
•Create a positive context for feedback.
•Use constructive and positive language.
•Focus on behaviours and strategies.
•Tailor feedback to the needs of the individuals.
•Make feedback a two-way communication process.
Implementation: Management by
Objectives
MBO is a systematic way to utilize goal-setting.
Goals must be:
◦ Tangible
◦ Verifiable
◦ Measurable
Corporate goals are broken down into smaller, more specific goals at each level of organization.
Four common ingredients to MBO programs:
◦ Goal specificity
◦ Participative decision making
◦ Explicit time period
◦ Performance feedback
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III. REINFORCEMENT THEORY
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Motivating Potential Score (MPS)
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.
While the JCM framework is supported by research, the MPS model isn’t practical and doesn’t work
well.
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How Can Jobs Be Redesigned?
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
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CONCLUSION
1. Motivation is the work that a manager performs to inspire,
encourage and compel people to accomplish desired goals.
Properly motivated employees can produce excellent results by
putting facilities to good use.
2. Understanding the complexities involved in motivating people is
not an easy job since human behaviour is unpredictable and is the
result of multiple causes. Three kinds of theories have evolved.