Theories of Motivation

1. OrganizationalBehavior
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Motivation in Organization Behaviour
Presented by
Mallikarjun M. MaradiMallikarjun M. Maradi
Assistant Professor,
Dept. of Studies in Commerce,
Rani Channamma University, PG Centre,
Torvi, Vijayapur-586108

2. OrganizationalBehavior
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Motivation
Internal and external
factors that stimulate desire
and energy in people to be
continually interested and
committed to a job, role or
subject, or to make an
effort to attain a goal.

3. OrganizationalBehavior
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Motivation
• Motivation is derived from the Latin word movere, “to
move.”
• The Merriam-Webster dictionary defines motivation (root
motive) as “something (as a need or desire) that causes a
person to act” while motivate is defined as “the object
influencing a choice or prompting an action.”
• Motivation is the vital link between knowing and doing,
thinking and action, bwtn competence and performance.
Psychological processes that cause the arousal directiondirection,
and persistence of voluntary actionspersistence of voluntary actions that are goal
directed.

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Motivation: Its Basic Components
Desire to
make a good
impression
Desire to
make a good
impression
ArousalArousal DirectionDirection MaintenanceMaintenance GoalGoal
Good
impression
made
Good
impression
made
Compliment work
Persist
Work extra hard Persist
Do special favors
Persist

5. OrganizationalBehavior
Definition of motivation
Stephen RobbinsStephen Robbins:
The willingness to exert high
levels of efforts towards
organizational goals, conditioned
by the efforts, ability to satisfy
some individual goals.
Koontz and O Donnell:Koontz and O Donnell: Motivation
is a general term applying to the
centre class of drives, needs,
wishes and similar forces.
Robert Dubin:Robert Dubin:
The complex of forces starting
and keeping a person at work in
an organization.
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Franken :
Motivation is a combined effort
of arousal, direction, intensity
and persistence of voluntary
actions that are goal directed.
Michael J. Juicus:
The act of stimulating someone
or oneself to get a desired
course of action.
Lewis Allen:Lewis Allen:
Motivation is the work a
manager performs to inspire,
encourage and impel people to
take required nation.

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Nature of Motivation
 Behavior is purposive rather than random
 Motivation arouses people to do something (do something different)
 Motivation causes people to focus on a desired end-result or goal
 Motivation fuels the persistence needed to exhibit sustained effort on a task
 Arousal of behavior and directions
 Persistence (sustained) of behavior
 Homeostatic and non homeostatic behavior
 Leaned or social motives (desire for novelty, power, achievement, social
affiliation and social responsibility).

7. OrganizationalBehavior
Process of motivation
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It attributes:
1.Motivation is internal feelings
2.Motivation is related to needs
3.Motivation produces goal directed behavior
4.Motivation can be either positive or negative

8. OrganizationalBehavior
Importance of motivation
• An in-depth study of needs, goals, and expectations.
• It can be augmented by providing services and programs
designed to cater to the needs and hopes of members.
• Workers will tend to be efficient as possible by improving upon
their skills and knowledge
• Perform through ability to work and willing to work.
• Motivation contributes to good industrial relations
• Motivation is the best remedy for resistance to change
• Motivation facilitates the maximum utilization of all factors of
production
• Motivation promotes a sense of belonging among the workers
• Motivation helps to grow and develop
•
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A Job Performance Model of Motivation
Ability, Job knowledge
Dispositions & Traits
Emotions, Moods, &Affect
Beliefs & Values
Individual Inputs
Physical Environment
Task Design
Rewards & Reinforcement
Supervisory Support &
Coaching
Social Norms
Organizational Culture
Job Context
Arousal Attention Intensity
& &
Direction Persistence
Motivational Processes
Motivated
Behaviors
Skills
Enable, Limit

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A Job Performance Model of Motivation (cont.)
Individual
Inputs
Job
Context
Motivational
Processes
Focus: Direction, What we do
Intensity: Effort, how hard
we try
Quality: Task strategies, the
way we do it
Duration: Persistence, how
long we stick to it
Skills
Enable, Limit
Performance
Motivated Behaviors

11. OrganizationalBehavior
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Motivation Theories
• Content theories – focus on factors within the person that
energize, direct, sustain, and stop behavior. They attempt
to determine the specific needs that motivate people
• Process theories – describe and analyze how behavior is
energized, directed, sustained and stopped by factors
external to the person.
• Within a person, individual need deficiencies activate
tensions that trigger a behavioral response. Managers
should:
– Determine what needs trigger performance
– Offer meaningful rewards to satisfy needs
– Know when it is appropriate to offer rewards
– Adapt to people’s changing needs

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Motivation Theories
1. Hierarchy of Needs (Maslow) - content
2. Mcgregor’s theory of X and Y
3. Two-Factor Model (Herzberg) – content(happy)
4. McClelland’s needs Theory - content
5. Expectancy Theory (Vroom) - process
6. Job Design (Enlargement, Rotation, Enrichment)
7. Equity Theory (Adams) - process
8. Reinforcement Theory – process
9. Satisfaction and performance theory(Porter and Lawler)
10. Self-Efficacy Theory (Bandura)
11. Job Characteristics Model (Hackman & Oldham)
12. Empowerment (Spreitzer)
13. Goal-Setting (Locke) - process

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1. Maslow’s Need Hierarchy
Physiological
Most basic
need.
Safety
Consists of
the need to be
safe.
Love
The desire to
love and be
loved.
Esteem
Need for
reputation,
prestige, and
recognition
from others.
Self-
Actualization
Desire for
self-
fulfillment.

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Critical analysis of Maslow’s theory
1. Every person try to satisfy his needs in some order(may not
follow hierarchy)
2. Some people may deprived of their lower needs but may try for
self authorizing needs. Gandhijee
3. Some persons for whom self esteem needs are more imp than
social needs.
4. Some people don't care for job security but care for social
needs
5. There is no direct cause effect relationship btn need & behavior
6. Level of satisfaction is differ from person to person.

16. OrganizationalBehavior 2. Mcgregor’s theory of X and Y
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17. OrganizationalBehavior
Critics of theory X and Y
• Different people can be motivated differently
• The theory does not describe how to motivate
• The theory show too much emphasis on
informal process
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3. Two-Factor Model (Herzberg) -content
• The two-factor theory developed from data collected by Herzberg from
interviews with 203 engineers and accountants in the Pittsburgh area.
• Views on job satisfaction
• Extrinsic conditions or job context include pay, status, working conditions.
The presence of these conditions does not motivate the person but the
absence results in dissatisfaction. Also called hygiene factors
• Intrinsic conditions or job content include feelings of achievement, increased
responsibility and recognition. The absence does not lead to dissatisfaction
but when present they build levels of motivation that result in good job
performance. Also called motivators.
• Requires an enriched job to motivate employees
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Critic of Two factors theory
• Less importance to pay, status or interpersonal
relationship
• Herzberg’s model is not applied in all conditions.
• Theory has limitations in general acceptability
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4. McClelland’s needs Theory - content
1. Need for Achievement- motivated people desire to
excel and accomplish something difficult.
 tasks of moderate ability that they can achieve(moderate risk)
 situations in which their performance is due to their own
efforts(accomplishment)
 more feedback on their success and failures than do low achievers
 Preoccupation with the risk
2. Need For Affiliation: Desire to spend time in social
relationships and activities.
3. Need For Power: Desire to influence, coach, teach, or
encourage others to achieve.
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Critic of McClelland’s Need Theory
• When a need is strong, its effect is to motivate the
person to use behavior to satisfy the need.
• Differences in needs based on culture, economic
background and gender
• Can adult behaviors be changed or is motivation
developed in childhood?

24. OrganizationalBehavior
5. Expectancy Theory (Vroom) - process
• Victor Vroom suggested that an individual will behave
in a certain way based upon the belief (expectation)
that a specific act will be followed by a desired reward
(valence) once the act has been completed
(instrumentality).
• He expressed his expectancy theory of motivation in
terms of a mathematical formula: Motivation =
Valence × Expectancy × Instrumentality. If any one of
the three factors is nil, the overall score will be zero,
and there will be nil motivation.
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6. Job Design (Enlargement, Rotation, Enrichment)
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27. OrganizationalBehavior 7. ERG theory of motivation (Alderfer)
• Existence – needs satisfied by factors such as food, air, water, pay, and working
conditions
• Relatedness- needs satisfied by meaningful social and interpersonal relationships
• Growth – needs satisfied by creative contributions
• In addition to satisfaction-progression hierarchy, there is frustration-regression.
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28. OrganizationalBehavior
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Comparison of Maslow’s, Alderfer’s, Herzberg’s, and McClelland’s
motivation theories

29. OrganizationalBehavior 8. Equity theory of motivation
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Equity theory was developed in the early 1960s by J. Stacy Adams
(1965) to focus on social justice or the fairness of social exchanges
(what we get and receive from relationships). Equity theory emphasizes
the effects of thoughts, perceptions, and judgments in motivation.

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31. OrganizationalBehavior
• Reinforcement theory of motivation was proposed by BF
Skinner and his associates.
• It states that individual’s behaviour is a function of its
consequences. It is based on “law of effect”, i.e, individual’s
behaviour with positive consequences tends to be repeated,
but individual’s behaviour with negative consequences
tends not to be repeated.
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9. Reinforcement theory

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33. OrganizationalBehavior10. Satisfaction and performance theory(Porter and Lawler)
• This model of motivation although based on the expectancy
theory, is probably the most complete theory of workplace
motivation. It is an integrated approach that includes
elements of nearly all the other motivation theories.
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34. OrganizationalBehavior
11. Self-efficacy theory of Alberta Bendura
• Self-efficacy theory was originated from Social Cognitive theory by
Alberta Bendura.
• Self-efficacy is the belief that one has the power to produce that effect
by completing a given task or activity related to that competency.
• Self-efficacy relates to a person’s perception of their ability to reach a
goal.
• It is the belief that one is capable of performing in a certain manner to
attain certain goals.
• It is the expectation that one can master a situation, and produce a
positive outcome.
• Self-efficacy is an important concept in positive psychology.
• Self-efficacy relates to a person’s perception of their ability to reach a
goal, whereas self-esteem relates to a person’s sense of self-worth.34

35. OrganizationalBehavior
Effective CommunicationThe word ‘communication’ is derived from the Latin word
‘communicare’, Which means ‘to make common, to share, to transmit
or to impart’.
Communication is a process of exchanging information, ideas, thoughts,
feeling and emotions through speech signals, writing or behavior. In
communication process, a sender encodes a message and then using a
medium and send it to appropriate feedback using a medium
Process by which information is exchanged and understood by two or
more people, usually with the intent to motivate or influence behavior
For communication to be effective, there has to be both information and meaning. And
meaning requires communication. - Peter F. Drucker
Purposive interchange, resulting in the workable understanding and
agreement between the sender and receiver of a massage.– George
Vardman

36. OrganizationalBehavior Objectives of Communication
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Communication Functions
1. Control member behavior.
2. Foster motivation for what is to be done.
3. Provide a release for emotional expression.
4. Provide information needed to make decisions.
Communication Functions
1. Control member behavior.
2. Foster motivation for what is to be done.
3. Provide a release for emotional expression.
4. Provide information needed to make decisions.
1. The objectives of managers work through people, all their acts, policies,
rules, orders and procedures must pass through communication
channels.
2. To foster any attitude, which is necessary for motivation, cooperation
and job satisfaction.
3. To develop information and understanding among all workers.
4. To prepare workers for a change in methods and gives necessary
information in advance.
5. To encourage subordinates to supply ideas and suggestions.
6. To improve labour management relations.
7. To social relations among workers by encouraging intercommunication.

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Elements of the Communication Process
• The sender
• Encoding
• The message
• The channel
• Decoding
• The receiver
• Noise
• Feedback

38. OrganizationalBehavior
The Communication Process Model
Communication Process
The steps between a source and a receiver that result in the
transference and understanding of meaning.

39. OrganizationalBehaviorTIPS FOR EFFECTIVE COMMUNICATION
1. Create an open communication environment.
2. Always keep the receiver in mind.
3. Avoid having too many transfer stations.
4. Do not communicate when you are emotionally disturbed.
5. Be aware of diversity in culture, language etc.
6. Select the most suitable medium.
7. Analyze the feedback
8. Gather thoughts
9. Choose your words
10.Voice modulation
11.Body language
12.Proper listen
13.Concentrate
14.Eye contact
15.Posture
16.Simple and familiar language

40. OrganizationalBehavior Barriers in Communication in an Organization
• The difference in opinion between two people.
• Language Barriers:
• Cultural Barriers:
• Physical Barriers:
• Inappropriate channel
• Improper or inadequateness
• Physical distractions
• Organisational structure
• Information overhead
• Network breakdown
• Interpersonal filtering
• Perception
• Sender credibility
• Emotions
• Feedback barriers
• Multi meaning work 40

41. OrganizationalBehavior OVERCOME FROM BARRIERS OF
COMMUNICATION
• Eliminating differences in perception:
• Use of Simple Language:
• Reduction and elimination of noise levels:
• Active Listening:
• Emotional State:
• Simple Organizational Structure:
• Avoid Information Overload:
• Give Constructive Feedback:
• Proper Media Selection:
• Flexibility in meeting the targets:
• Communication should be comprehensive
• Mode of delivery
• The ideas and thoughts should be clear, brief and precise
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