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By Siddharth Jain
Class - B
ID ʹ 10MBA030
 °hat is motivation?
ð Motivation is the processes that account for an individual͛s intensity,
direction and persistence of efforts towards attaining a goal.

ð °hile general motivation is concerned with efforts toward any goal,

we will narrow the organization goals in order to reflect our singular
interest in work related behavior.

ð The three key elements in motivation are:

1. Intensity
2. Direction
3. persistence
 oal Setting Theory
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 Positive ÿeinforcement Same behavior
or likely to be
Negative ÿeinforcement repeated

Behavior

Punishment Same behavior

or Less likely to be
Extinction repeated
 Expectancy Theory
˜
  People will behave based on their perceived likelihood that their efforts
will lead to a certain outcome and on how highly they value their outcome.

Efforts Performance Outcome

Expectancy Instrumentality
Maslow͛s Need Hierarchy

@


 

Safety
Social

Safety
Physiological
 Maslow͛s Need Hierarchy
Physiological needs are to do with the maintenance of the human body. If we are
unwell, then little else matters until we recover.

Safety needs are about putting a roof over our heads and keeping us from harm. If we
are rich, strong and powerful, or have good friends, we can make ourselves safe.

Belonging needs introduce our tribal nature. If we are helpful and kind to others they
will want us as friends.

Esteem needs are for a higher position within a group. If people respect us, we have
greater power.

Self-actualization needs are to 'become what we are capable of becoming', which

would our greatest achievement.
     
 
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 McClelland͛s Needs Theory
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 Designing motivation Jobs

   ÿewards given to the person by the boss, the company or some
other person.


  ÿeward a worker derives directly from performing the job itself.

 

 ʹ Changing from one routine task to another.

  
ʹ workers being given a greater variety of tasks to perform (not

necessarily more challenging) which should make the work more interesting.

   
- involves workers being given a wider range of more complex,

interesting and challenging tasks surrounding a complete unit of work. This should give
a greater sense of achievement.
 Î  
 

 
orederick Herzberg (1923-) had close links with Maslow and believed in a two-factor theory of
motivation.
|

 He argued that there were certain factors that a business could introduce that
would directly motivate employees to work harder |

. Motivators are more concerned
with the actual job itself. oor instance how interesting the work is and how much opportunity it
gives for extra responsibility, recognition and promotion.

Î
: However there were also factors that would de-motivate an employee if not
present but would not in themselves actually motivate employees to work harder Î

 Hygiene factors are factors which ͚surround the job͛ rather than the job itself. oor
example a worker will only turn up to work if a business has provided a reasonable level of pay
and safe working conditions but these factors will not make him work harder at his job once he
is there.

Herzberg believed that businesses should motivate employees by adopting a democratic

approach to management and by improving the nature and content of the actual job through
certain methods.
 Job Design Theory
This job design theory is proposed by Hackman and Oldham.
This theory contains five core job dimensions:
1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. oeedback

The core dimensions can be combined into a single predictive index called the
Motivating Potential Score (MPS).

| @ = Skill variety + Task identity + Task significance × Autonomy × oeedback

3
 Equity Theory
Equity Theory suggests that people compare the ratio of their own outcomes to input
against the outcome to input ratio of some comparison person.

These are the four referent comparisons that an employee can use:

@ʹ An employee͛s experiences in a different position inside the employee͛s

current organization.

@ 
ʹ an employee͛s experiences in a situation or position outside the

employee͛s current organization.

!
 ʹ Another individual or group of individuals inside the employee͛s

organization.

!
  
ʹ Another individual or group of individuals outside the employee͛s

organization.
ã