1. MUHAMMAD ZIA UL ISLAM
UMAIR KARIM
DR. SHUMAILA YAWAR

2.  Motivation
= Value of outcome x
expectation of achieving it.
 Motivation
is a desire to achieve a goal,
combined with the energy to work
towards that goal.

4.  MASLOW‟S HIERARCHY OF NEEDS
THEORY.
 MCGREGOR‟S THEORY “X” AND
THEORY “Y”.
 HERZBERG‟S MOTIVATION-HYGIENE
THEORY.

5. Self
actualization
(Confidence,
achievements,
freedom)
Self esteem
(fame, recognition,
reputation, dignity)
Love and belonging
(children, friends,
partners)
Safety needs
(shelter, job security,
retirement plan, insurance)
Physiological needs
(air, water, food, rest, exercise,etc)

6.  Physiological Need: These are the basic human
needs including food, clothing, shelter and other
necessities of life.
 Safety Need: These includes economics security,
protection and physical danger.
 Social Need: Need of love, affection, emotional
needs and friendship.
 Self-Esteem Need: Ego-self esteem, self respect,
self confidence, recognition.
 Self-Actualization Need: Desire of personal
achievement and mission of his life.

7.  Theory “X”:
The assumption that employees dislike work,
are lazy, avoid responsibility, and must be forced
to perform.
 Theory “Y”:
The assumption that employees are creative,
enjoy work, seek responsibility and exercise self-
direction.

8. Motivation-Hygeine Theory:
The Motivation theory that intrinsic factors are
related to job satisfaction and motivation,
whereas extrinsic factors are associated with job
dissatisfaction
Hygiene Factors:
 Supervision
 Company policy
 Relationship with supervisor
 Working conditions

9. Hygeine Factor Contd:
 Personal life
 Subordinates
 Status
 Security
 Salary
Motivators:
 Achievement
 Recognition
 Work itself
 Responsibility
 Growth

10.  Hygiene Factors:
Factors that eliminate job dissatisfaction but
doesn't motivate.
 Motivators:
Factors that increase job satisfaction and
motivation.

11.  Three-Need Theory
 Goal Setting Theory
 Reinforcement Theory
 Equity Theory
 Expectancy Theory

12. Three Need Theory
Need Of Achievement (nAch)
 Doing better than competitors.
 Attaining a difficult goal.
 Solving a complex problem.

13. Three Need Theory (Contd)
Need Of Power (nPow)
 Controlling peoples and activities
 Being in a position of authority over others
 Defeating on opponent

14. Three Need Theory (Contd)
Need Of Affiliation (nAff):
 Being liked by many people
 Working with people who are friendly and
co-operative
 Participating in pleasant social activities

15. Goal Setting Theory
 Specific goal increase performance
 Difficult goal when accepted, result in
higher performance.

16.  Reinforcement Theory:
The theory that behaviour is a function of its
result.
 Behaviour is a function of its result
 Purpose Direct Action
 Behaviour is externally caused
 Reinforce control behaviour
 Ignore, goal, expectation and need
 Focus on result of action

17.  Equity Theory:
The employee compare his or her job‟s inputs-
outputs ratio with that of relevant others and then
corrects any inequity.

18. EQUITY THEORY (OVER- EQUITY THEORY (UNDER-
REWARDED) REWARDED)
 Payment By Time:  Payment By Time:
They produce more . They produce less .
 Payment By Quantity:  Payment By Quantity:
They produce fewer. They produce in large number.

19.  Equity Theory (Cont.)

20.  Expectancy Theory:
Theory states that an individual tends to act in a certain
way based on the expectation that the act will be followed
by a given outcome and on the attractiveness of that
outcome to the individual.
Expectancy Points:
Individual acts in certain way based on the expectation of
the output.
Individual acts in certain way based on the effort involved.
Individual acts in certain way based on the attractiveness
of the reward.

21.  Simplified Expectancy Model:

22.  Job Design - the way tasks are combined to form complete
jobs
 Historically, concentrated on making jobs more specialized
 Job Enlargement - horizontal expansion of job
 Job scope - the number of different tasks required in a job
and the frequency with which these tasks are repeated
 Provides few challenges, little meaning to workers‟ activities
 Only addresses the lack of variety in specialized jobs
 Job Enrichment - vertical expansion of job
 Job depth - degree of control employees have over their work
 Empowers employees to do tasks typically performed by their
managers
 Research evidence has been inconclusive about the effect of
job enrichment on performance

24.  Jobs are described in terms of five core characteristics
 Skill variety - degree to which job requires a variety of
activities more variety, greater need to use different skills
 Task identity - degree to which job requires completion of an
identifiable piece of work
 Task significance - degree to which job has substantial
impact on the lives of other people
 Autonomy - degree to which job provides substantial
freedom, independence, and discretion in performing the
work, give employee a feeling of personal responsibility
 Feedback - degree to which carrying out the job results in
receiving clear information about the effectiveness with which
it has been performed, employee knows how effectively s/he is
performing

25. Motivating a Diverse Workforce
– Flexibility is the key to motivating a diverse
workforce
• diverse array of rewards necessary to satisfy
diverse personal needs and goals
– Flexible Working Schedule
• compressed workweek - employees work
longer hours per day but fewer days per week

26. Motivating a Diverse Workforce (cont.)
– Flexible Working Schedule (cont.)
• flexible work hours (flextime) - employees required to
work a specific number of hours a week but are free to
vary those hours within certain limits
– system entails common core hours when all employees
are required to be on the job
– starting, ending, and lunch-hour times are flexible
• job sharing - two or more people split a full-time job
• telecommuting - employees work at home and are
linked to the workplace by computer and modem

27. Motivating a Diverse Workforce (cont.)
– Cultural Differences in Motivation
• motivation theories developed in the U.S. and validated with American
workers
• may be some cross-cultural consistencies
Pay-for-Performance
• instead of paying for time on the job, pay is adjusted to reflect some
performance measure
• compatible with expectancy theory
• imparts strong performance-reward linkage
• programs are gaining in popularity
• research suggests that programs affect performance

28.  Open-Book Management
– involve employees in workplace decisions by opening up
the financial statements
– workers treated as business partners
– may also provide bonuses based on profit improvements
 Motivating the “New Workforce”
– Motivating Professionals - professionals tend to derive
• intrinsic satisfaction from their work and receive high pay
• more loyal to their profession than their employer
• value challenging jobs and support for their work

29. Motivating the “New Workforce” (cont.)
– Issues in Motivating Contingent Workers - part-time,
contract, or temporary workers
•less security and stability than permanent employees
• receive fewer benefits
• repercussions of mixing permanent and contingent
workers when pay differentials are significant
– Two solutions to motivate contingent workers
• opportunity to become a permanent employee
• opportunity for training

30. Motivating the “New Workforce” (cont.)
– Motivating Low-Skilled, Minimum-Wage Employees
• difficult challenge to keep performance levels high
• employee recognition programs
– highlight employees whose work performance has
been good
– encourage others to perform better
– power of praise
• in service industries, empower front-line employees to
address customers‟ problems
– tie compensation to customer satisfaction

31. Stock option program
 Financial instruments that give employees the
right to purchase shares of stock at a set
price.
 Idea behind this was to turn employees into
„owners‟
 Strong incentive to work hard to make
company successful.
Job rotation
 Major attempt to overcome job boredom.
 By either simplifying a complex job, or
specializing a simple one.