Motivation

Motivation - Issues

 Why are some people more driven than others?

 How can a manager get the best out of employees?

 How can one sustain high motivational level?

 Does the unique nature of a job influence motivation?

 Can individuality of the person be considered?

 Does societal culture play a role?

Motivation Plateaus when
 No clear career path
 Not managed adequately
 Bored
 Burnt out
 Discouraged with company
 Overlooked for promotion
 Lack of ability
 Reluctance to be transferred
Understanding Individual Needs

▫ Hierarchy of Needs Theory

▫ Dual Factor Theory

▫ Expectancy Theory

▫ Equity Theory
Maslow’s Hierarchy of Needs

Self-development,
Fulfilled through:
challenge
Managerial actions:
Provide advanced
training, assignments to special
projects, more autonomy,
freedom to experiment
Fulfilled through: Status, recognition
Managerial actions: Recognize achievements
personally and publicly through title changes, commendation
letters, promotions, opportunities for advancement, responsibilities
Fulfilled through: Affiliation, friendship, acceptance
Managerial actions: Use team selling, hold social functions,
hold meetings, mentoring

Fulfilled through: Job security, safety, income security

Managerial actions: Provide safe work environment, set mutually agreed-upon
performance standards, communicate job performance expectations and consequences of failure

Fulfilled through: Food, shelter, clothing, health care

Managerial actions: Provide good benefits, package
 Herzberg Dual-Factor Theory

HYGIENE FACTORS MOTIVATION FACTORS

Job Context Job Content
• Salary • Nature of work

• Company policies • Recognition

• Quality of supervision • Responsibility
• Working conditions • Challenge
• Relationships with peers, • Growth opportunities
subordinates etc.
Herzberg contd.

Need for detailed analysis of job

Job Enrichment improves motivational level

Expectancy Theory
Person is motivated to exert effort when there is a belief
that
 Effort will lead to a reward
 Reward is valued and will satisfy the person

Relationship between

 Effort & Performance

 Performance & Reward
 Reward & Individual satisfaction
Equity Theory
Based on Social Comparison Process - Rewards are
Relative
 Are rewards worth the effort?
 Are rewards equitable?
 If “yes”, rewards have the potential to motivate

Equity
Distributive Justice – perceived fairness of quantum
of reward
Procedural Justice – perceived fairness of process of
decision making for distributing rewards
Goal Setting Theory

• Specific Goals

• Difficult Goals

• Measurable Goals

• Role of Feedback
Psychological Empowerment
Form of Intrinsic motivation: Task/work contributes to a larger
purpose, serves as its own reward, satisfaction with the work
itself

Making work intrinsically motivating:

1. Meaningfulness (clarifying own passion, seek opportunities)

vs. Detachment
2. Autonomy vs. Mistrust
3. Competence (send of pride, mastery, self-efficacy, self
directed learning)
4. Impact (make a difference) vs. Learned Helplessness
5. Citizenship Behavior( go the extra mile) vs. Counter
productive
Choose Your Attitude !
Motivation
• Recognize individual differences
• Clarify goals
• Give feedback
• Allow employees to participate in decisions
that affect them
• Link rewards to performance
• Check system for equity
Performance= f ( A x M x O)