MOTIVATION

WHAT’S IT ALL ABOUT

GULAY MAMMADOVA
 DEFINING MOTIVATION

Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
 MOTIVATION
= Goal Directed Behaviour = wanting to achieve an end result

• What goals will employees actually pursue? Money, development, job

satisfaction, promotion/responsibility, security/challenge, work life
balance/well being, flexibility. Recognition/status.. Job title... own office.

• What factors determine their success/failure in achieving these goals?

Company culture, psychological contract, financial stability, market
trends/ competition, economic environment, appraisal from manager,
employee attitude/motivation... Fate /luck.

• What will be the consequences of achieving/frustration for

employee/organization? Greater productivity/quality, increased profits,
basically what's the point; absence, turnover, moral, grievance/discipline
disputes

• What strategies can be adopted to ensure behaviour patters which are

conductive to the successes of the organization? Training and
development ,reward management initiatives, employee relations.
 MOTIVATION AND EMPLOYEE
PERFORMANCE

• There are a variety of perspectives on motivation. But no

single theory or model completely explains motivation-
each covers only some of the factors that actually result
in motivated behaviour.

• Moreover, even if one theory were applicable in a

particular situation, a manager might still need to
translate that theory into operational terms.

• Thus, while using the actual theories as tools, managers

need to understand various operational procedures,
systems, and methods for translating this potential and
actual motivation into performance
 MOTIVATION…
There are 6 important factors that underlie motivation.

1 Content theories, or need based

2 Process theories

3 Intrinsic motivation

4 Extrinsic motivation

5 Tangible benefits

6 Intangible benefits
 MANAGING MOTIVATION

• Can motivation be managed? Yes through

personal goals and company initiatives

• What techniques are companies using to manage

motivation? Mostly through Performance
Management Systems (PMS) & process theories
 MOTIVATION IS COMPLEX

External factors:- Internal factors:-

Money, working conditions Individual skills
and abilities
Basic needs, attitudes & drives Emotional state,
Fringe benefits stress and health
Job design and resources Relationships
Parents, personal wealth,
State of the economy
 MONEY AS A MOTIVATOR

Is money a motivator??? Companies use a variety of techniques

to increase an individuals motivation, What are they????

Argument for:- Argument against:-

Gives greater buying power. Pay may not be linked to
A quantifiable measure of success. Performance.
A quantifiable measure of Pay is not the only need
Appreciation. Payment system may be
unfair and be compared
Can be used to satisfy unfavourably to others
other needs
 ENHANCING PERFORMANCE IN
ORGANIZATIONS

• Managers can use a variety of methods to

enhance performance in organizations. The
need-and processed-based perspectives
on motivation explain some of the factors
involved in increasing the potential for
motivated behaviour directed at enhanced
performance
ENHANCING PERFORMANCE IN ORGANIZATIONS

Need/Content-
based
Job design
perspectives on
motivation
Employee
participation

Potential for Flexible work

motivated Enhanced
behaviour directed
arrangements
performance
at enhanced
performance Goal setting

Performance
management
Process-based
perspectives on Organizational
motivation rewards
 WORK DESIGN IN ORGANIZATIONS

• Job specialization
• job rotation
• Job enlargement, horizontal loading
• Job enrichment, vertical loading, is based on the
dual-structure theory of motivation (Herzberg's dual
factor theory) in which employees can be
motivated by positive job-related experiences such
as feelings of achievement, responsibility, and
recognition.
HERTZBERG
 EXAMPLE
• To use the theory in the work place, Herzberg
recommended a two-stage process, first managers
should try to eliminate situations that cause
dissatisfaction, the more basic of the two
dimensions. Try to reach a stage of no
dissatisfaction by addressing hygiene factors; say a
group of employees are concerned that their pay is
below market rates and some of them are worried
about job security, can you fix it? According to the
theory, once a state of no satisfaction exists, trying
to further improve motivation through hygiene
factors is a waste of time, then move onto
addressing the motivators.
 INTRINSIC AND EXTRINSIC MOTIVATION

Intrinsic motivation:- people motivate themselves by

seeking/finding/doing work they expect to lead to
achievement of their goals.
Quality of working life. Well being

Extrinsic motivation:- Motivated by pay, power,

Managements use for incentives and rewards,
promotion, praise and punishments (e.g., disciplinary
action).
Immediate ‘ satisfiers’/ gratification.
 WHAT IS THE DIFFERENCE BETWEEN
CONTENT AND PROCESS THEORIES?

Content/Need Theories:- Based on the idea that there

are physiological and psychological needs that
lie behind human behaviour.

Process/Cognitive Theories:- seek to understand the

individual through processes that influence behaviour
 CONTENT AND PROCESS THEORIES

Content/Need theories:-
Maslow, Hierarchy of needs (1954), Hertzberg Two factor theory:
Motivation/Hygiene (1975) , McClelland's theory (1975)

Process/Cognitive theories:-
Emphasis on psychological processes that effect motivation

• Expectations (Expectancy theory) Vroom

• Goal achievement (Goal theory) Latham
and Locke
• Feelings on equity (Equity theory) Adams
MASLOW
MASLOW'S HIERARCHY OF NEEDS
DAVID MCCLELLAND’S THEORY OF NEEDS

nPow

nAch nAff
 PROCESS THEORIES

Edwin Locke
GOAL-SETTING THEORY; LATHAM AND
LOCKE
• Goal setting theory is based on the premise that
people are motivated to achieve the successful
attainment of challenging goals.
• More difficult goals result in higher levels of
performance than easy goals.
• Specific goals produce higher levels of
performance that general goals.
• Behavioural intentions influence the choices people
make.
 EXPECTANCY THEORY

Theory assumes that we behave

in ways that are instrumental

• F= V x I x E
• F= Force of motivating
• V= valance perceived value
• I = Instrumentality
• E= Expectancy
THANKS FOR ATTENTION!