Lecture 5 Motivational Process

WHAT IS MOTIVATION

Performance of an individual depends on his or her ability backed by motivation: The principle of motivation is : Performance = f ( ability * motivation) Ability- Skill and Competency Motivation- Your desire Motivation is goal directed.

NEED SATISFACTION PROCESS

Need Deficiency

Goal Attainment or Frustration

Search for Potential NeedSatisfying Goal

Attempt to Attain Goal

Perception of Potential NeedSatisfying Goal 3

MORALE
It is a mental condition or attitude which determines individuals/ groups willingness to co-operate.
Factors effecting morale: The job The supervisor The company The working conditions The policies

NEED THEORIES OF MOTIVATION

Maslows Need Hierarchy McGregors Theory X and Theory Y Alderfers ERG Theory Herzbergs Two-factor Theory McClelland Three Motives

PROCESS THEORIES OF MOTIVATION

Vrooms Expectancy Model Adam Equity theory Goal Setting Theory

Maslows Need Hierarchy Theory

Higher-order needs Selfactualization needs Esteem needs Social needs Safety needs Physiological needs Lower-order needs

Need Hierarchy and Organizational Aspects

Needs
1.

Organisational Aspects
1.

Self-actualization need Ego needs

2.

2.

3.

Love needs

3.

4. 4.

Safety Needs
5.

5.

Physiological needs 1

Job challenge, performance, advancement, creativity, growth, training, self-image. Status, responsibilities, recognition Cohesive and supportive coworkers, teams, 0ther work groups, supervisors, subordinates, customers etc Work safety, job security, health insurance Work place conditions (air, water, temperature), base salary

McGregors Theory X and Theory Y

Alderfer's ERG Theory An extension of Maslow's theory

Maslow
Self-Actualization Ego-Needs Love-Needs Safety-Needs Physiological needs Existence

Alderfer
Growth Relatedness

HERZBERGS TWO-FACTOR THEORY

Hygiene Factors
Salary Working conditions Company policies Supervision Work group Job security

Motivational Factors
Advancement Personal development Responsibility Recognition Achievement Job interest

McClellands three Motives

Need for Achievement (nAch) Desire to succeed Need for Affiliation (nAff) Desire for satisfying relationships Need for Power (nPow) Desire to influence and control others

Need Theories of Motivation

Maslows Needs Hierarchy SelfActualization Ego needs Love needs Ego needs Physiological Existence Needs

Alderfers ERG Theory

Herzberg's Two-Factor Theory Motivators

McGregors Theory X and Theory Y Theory Y

McClellands Three Needs

Growth

Need for Achievement Need for Power

Relatedness

Hygiene Factors

Theory X

Need for Affiliation

Expectancy Theory (Vroom)

Individual Effort

Individual Performance

Organisational Rewards 3

1. Effort-Performance relationship = Expectancy 2. Performance-Rewards rel. = Instrumentality 3. Rewards-Personal goals relationship = Valence
1

Personal Goals

Chapter 6

Expectancy Theory (Vroom)

Expectancy (how well the person believes he or she can perform the task)

Instrumentality (how well the person believes X that performance will lead to certain outcomes)

Valence (the value that the person attaches to the outcome)

Motivational Force

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Expectancy Model of Motivation

Effort Effort

Performance

Reward

Perceived effort performance probability

Perceived performance reward probability

Perceived value of reward

If I work hard, will I get the job done?

What rewards will I get when the job is well done?

What rewards do I value?

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GOAL SETTING THEORY

Goal-Setting Theory The theory says that specific and difficult goals, with feedback, lead to higher performance

Specific hard goals produces a higher level of output than does the generalized goals. More difficult the goal is higher the level of performance People do well when they get feedback on how well they are progressing towards their goals. Employees perform better if they get to participate in their goal setting

GOAL SETTING THEORY

Three factors that have found to influence the goals:

Performance relationship Goal commitment Adequate self-efficacy

THE EQUITY THEORY COMPARISON

OUTCOMES INPUTS

PERSON

OUTCOMES

REFERENT OTHER

??

PERSON

INPUTS

REFERENT OTHER

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FIGURE 76

MOTIVATIONAL THEORY OF SOCIAL EXCANGE

Person Comparison other Outcomes =Outcomes Inputs Inputs

Equity

Negative Outcomes < Outcomes Inequity Inputs Inputs Positive Outcomes > Outcomes Inequity Inputs Inputs

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EQUITY THEORY

Responses to a perceived state of inequity:

Alter inputs of the person Alter outcomes of the person Alter inputs of the referent other Alter outcomes of the referent other Distort perceptions of inputs or outcomes Choose a different referent other Leave the situation

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How People Choose From Among Ways to Reduce Inequity

People will first try to maximize valued outcomes. People will be reluctant to increase inputs that are difficult or costly to change. People will be more resistant to changing perceptions of their own inputs and outcomes than to changing perceptions of their comparison others inputs and outcomes. People will leave the situation only when inequity is great and other means of reducing it are not available. People will be reluctant to change their comparison others.

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