It is a brief presentation which will make you easily understand about what actually motivation is and what job performance is?
And also it will make you clear that what is difference between motivation and job performance, as both words in general reflects same meaning but they are different but also interlinked with each other in some or the other way,
2. MOTIVATION
the processes that account for an individual’s
intensity, direction, and persistence of effort toward
attaining a goal.
it is condition that is initiated by a physiological or
psychological deficiency or need in an individual, which
causes the individual to behave in a certain manner in
order to achieve a particular goal or incentive.
3. Elements of Motivation
these elements are interactive and interdependent
Physiological/
Psychological
deficiency
(NEED)
Individual
behaves in a
certain
manner
(DRIVE)
Achieves a
particular goal
(INCENTIVE)
4. Need : physiological or psychological deficiency
or imbalance in an individual will result in a need.
For e.g. hunger thirst
But psychological need may sometimes arise without
any deficiency or imbalance. e.g. strong need for
progress.
Drive: physiological drive is a condition which
causes a person to work in a particular direction.
Incentive : anything that mitigate the drive and
decrease the intensity of the drive
5. Early Theories of Motivation
Hierarchy of Needs Theory
within every human being, there exists a
hierarchy of five needs.
(1) physiological
(2) safety
(3) social
(4) esteem
(5) self-actualization
6. Maslow’s Hierarchy of Needs
Abraham Maslow
Challenging projects,
Opportunities for innovation
and creativity, training)
(
Self actualization
needs
Esteem needs
(Important projects,
Recognition, prestigious office
location)
Social needs
(Good
coworkers, peers, superiors, customer
s)
Safety or Security Needs
(Job security; benefits like life insurance; safety
regulations)
Physiological needs
(Basic pay, Workspace, heat, water company cafeteria)
Chapter-7
7. Two-Factor Theory
Herzberg’s classification of needs as
hygiene factors and motivators.
He conducted a study to find out the job
satisfaction and dissatisfaction factors
Job satisfiers were associated with job
content and job dissatisfiers were related
to job context ( circumstances/ situation)
satisfiers were called motivators and
dissatisfiers were called hygiene factors
8. Hygiene Factors (Needs): they are preventive in
nature they are responsible for preventing
dissatisfaction.
They are similar to lower level needs in Maslow’s
hierarchy
Presence of able supervisors
administrative policies of the org.
Fair pay
Good interpersonal relations
Conducive working conditions
Once
hygiene
factors
have
been
addressed, organization can make use of
motivators to make people feel motivated and
satisfied
9.
10. • McClelland’s Theory of Needs
- focuses on three needs:
(1) Need for achievement (nAch)
(2) Need for power (nPow)
(3) Need for affiliation (nAff)
- has had the best research support, but
has less practical effect than others.
11. Alderfer’s ERG Theory:
Clayton Alderfer : proposed a continuum of
needs rather than a hierarchy
Existence needs – These are associated with
the survival and physiological wellbeing of an
individual.
Relatedness needs – These needs emphasize
the significance of social and interpersonal
relationship.
Growth needs – These needs are related to a
person’s inner desire for personal growth and
development.
12. Self-actualization
and fulfillment
Motivation
factors
The Relationship between Maslow,s Hierarchy of
Needs, Herzberg’s Two-Factor Theory and
Alderfer’s ERG Needs
Esteem and status
Work itself Achievement
Possibility of growth
Responsibility
Advancement
Recognition
Status
Relations with supervisors
Peer relations
Relations with subordinates
Quality of supervisions
Safety and
security
Physiological
needs
Hygiene
factors
Belongings and
social needs
Growth
Company policy
and administration
Job security
Working conditions
Pay
Relatedness
Existence
13. Vrooms’ Expectancy Theory
of Motivation
The theory is based on three variables – valence, instrumentality
and expectancy – and is therefore commonly termed VIE theory.
An individual will 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.
Valence (V) denotes the strength of an individual’s preference for a
particular outcome.
valence is value or expected utility
Valence is +ve if person prefer to attain a particular outcome
valence is –ve if person is not interested in the outcome
14. Motivation of Performance Through Job
Design and Goal Setting
“Job design” can be defined as the process of
structuring tasks and responsibilities into a job
in an attempt to make the job more
meaningful, significant and satisfying.
The theory of goal setting as propounded by
Locke, Wood and Mento is based on the
principle that difficult goals stimulate
performance and commitment.
15. • Reinforcement Theory
- reinforcement conditions behavior.
- people learn to behave to get something they
want or to avoid something they don’t want.
- behaviorism: people learn to associate
stimulus and response, but their conscious
awareness of this association is irrelevant.
16. - social-learning theory: behavior is a
function of consequences.
(1) attentional processes
(2) retention processes
(3) motor reproduction processes
(4) reinforcement processes
17. Equity Theory/Organizational Justice
- individuals compare their job inputs and
outputs with those of others and then
respond to eliminate any inequities.
- four referent comparisons: self-inside/
outside, other inside/outside.
18. JOB PERFORMANCE
Job performance is a commonly used, yet poorly defined
concept in industrial and organizational psychology, the
branch of psychology that deals with the workplace. It's also
part of Human Resources Management. It most commonly
refers to whether a person performs their job well. Despite
the confusion over how it should be exactly
defined, performance is an extremely important criterion
that relates to organizational outcomes and success. Among
the most commonly accepted theories of job performance
comes from the work of John P. Campbell and colleagues.
Coming from a psychological perspective, Campbell
describes job performance as an individual level variable.
That is, performance is something a single person does. This
differentiates it from more encompassing constructs such
as organizational performance or national performance
which are higher level variables.
