1. MOTIVATION

3. Employee Engagement
Emotional and cognitive
motivation, self-efficacy
to perform the job, a
clear understanding of
one’s role in the
organization’s vision and
a belief that one has the
resources to perform the
job
Motivated employees are
engaged employees!

4. Needs & Motives
Needs :
Tension states that arouse us to seek gratification
Drives : behavior is “Pushed “ from within us by drives
stemming from basic needs.
• An individual is in a state of drive when he/ she is said to
be in a state of behavior in order to achieve a particular
goal
• The stronger the drive the greater the level of arousal
experienced by the individual
Motives:
• Goal directed behaviors.

5. • Needs
– Goal-directed forces that people experience.
– Drive-generated emotions directed toward goals
– Goals formed by self-concept, social norms, and
experience
Self-concept, social norms,
and past experience
Drives
(primary needs)
Needs
Decisions
and Behavior
Drives and Needs

6. Defining Motivation
Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries

7. Self-Self-
actual-actual-
izationization
PhysiologicalPhysiological
SafetySafety
BelongingnessBelongingness
EsteemEsteem
Maslow’s Needs Hierarchy Theory

8. Maslow’s Needs Hierarchy Theory
• Lowest unmet need has
strongest effect
• When lower need is
satisfied, next higher
need becomes the
primary motivator
• Self-actualization -- a
growth need because
people desire more
rather than less of it
when satisfied
Self-Self-
actual-actual-
izationization
PhysiologicalPhysiological
SafetySafety
BelongingnessBelongingness
EsteemEsteem
Need toNeed to
knowknow
Need forNeed for
beautybeauty

9. Evaluating Maslow’s Theory
• Criticism :
• Lack of support for theory
• People have different
hierarchies – don’t progress
through needs in the same
order
• Needs change more rapidly
than Maslow stated
Self-Self-
actual-actual-
izationization
PhysiologicalPhysiological
SafetySafety
BelongingnessBelongingness
EsteemEsteem
Need toNeed to
knowknow
Need forNeed for
beautybeauty
• Latest Additions

10. 2.Two-Factor Theory (Frederick
Herzberg)
A theory that identifies two sets of factors that influence job satisfaction:
 Motivators
Job-content factors such as achievement, recognition, responsibility, advancement,
and the work itself
 Hygiene Factors
Job-context variables such as salary, interpersonal relations, technical supervision,
working conditions, and company policies and administration

11. Motivation–Hygiene Theory of
Motivation
Hygiene factors avoid
job dissatisfaction
• Company policy and
administration
• Supervision
• Interpersonal relations
• Working conditions
• Salary
• Status
• Security
• Achievement
• Achievement recognition
• Work itself
• Responsibility
• Advancement
• Growth
• Increasing Salary
Motivation factors
increase job satisfaction

12. 3.David McClelland’s Theory of Needs
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nPow
nAff

13. David McClelland’s - Learned Needs Theory
• Needs are amplified or suppressed
through self-concept, social norms,
and past experience
• Therefore, needs can be “learned” (i.e.
strengthened or weakened through
training)

14. 4.Four-Drive Theory
Drive to BondDrive to Bond
Drive to LearnDrive to Learn
• Drive to form relationships and
social commitments
• Basis of social identity
• Drive to satisfy curiosity and
resolve conflicting information
Drive to DefendDrive to Defend
• Need to protect ourselves
• Reactive (not proactive) drive
• Basis of fight or flight
Drive to AcquireDrive to Acquire
• Drive to take/keep objects and
experiences
• Basis of hierarchy and status
Theory propounded by Harvard Business school professors
Lawrence and Nohria

15. How Four Drives Affect Motivation
1. Four drives determine which emotions are
automatically tagged to incoming
information
2. Drives generate independent and often
competing emotions that demand our
attention
3. Mental skill set relies on social norms,
personal values, and experience to
transform drive-based emotions into goal-
directed choice and effort

16. Four Drive Theory of Motivation
Social norms, personal values, and
experience transform drive-based
emotions into goal-directed choice and
effort
Drive to
Acquire
Social
norms
Drive to
Bond
Drive to
Learn
Drive to
Defend
Personal
values
Past
experience
Mental skill set resolves
competing drive demands
Mental skill set resolves
competing drive demands
Goal-directed
choice and effort
Goal-directed
choice and effort

17. E-to-P
Expectancy
P-to-O
Expectancy
Outcomes
& Valences
Outcome 1Outcome 1
+ or -+ or -
EffortEffort PerformancePerformance
Outcome 3Outcome 3
+ or -+ or -
Outcome 2Outcome 2
+ or -+ or -
5.Expectancy Theory of Motivation

18. Increasing E-to-P and P-to-O Expectancies
• Increasing E-to-P Expectancies
– Assuring employees they have competencies
– Person-job matching
– Provide role clarification and sufficient
resources
– Behavioral modeling
• Increasing P-to-O Expectancies
– Measure performance accurately
– More rewards for good performance
– Explain how rewards are linked to performance

19. Increasing Outcome Valences
• Ensure that rewards are valued
• Individualize rewards
• Minimize counter valent outcomes

20. Feedback
• Specific – connected to goal details
• Relevant – Relates to person’s behavior
• Timely – to improve link from behavior to
outcomes
• Sufficiently frequent
– Employee’s knowledge/experience
– task cycle
• Credible – trustworthy source

21. Feedback Through Strengths-Based
Coaching
• Maximizing the person’s potential by
focusing on their strengths rather than
weaknesses
• Motivational because:
– people inherently seek feedback about
their strengths, not their flaws
– person’s interests, preferences, and
competencies stabilize over time

22. Multisource Feedback – 360 degrees
• Received from a full circle of people
around the employee
• Provides more complete and accurate
information
• Several challenges

23. Evaluating Goal Setting and Feedback
• Goal setting has high
validity and usefulness
• Goal setting/feedback
limitations:
– Focuses employees on
measurable performance
– Motivates employees to set
easy goals (when tied to
pay)
– Goal setting interferes with
learning process in new,
complex jobs

24. 6.Equity Theory

25. Equity Theory (cont’d)

26. Keeping Pay Equitable at Costco
Costco Wholesale CEO Jim
Sinegal (shown in this photo)
thinks the large wage gap
between many executives and
employees is blatantly unfair.
“Having an individual who is
making 100 or 200 or 300 times
more than the average person
working on the floor is wrong,”
says Sinegal, whose salary and
bonus are a much smaller
multiple of what his staff earn.
5-26

27. Organizational Justice
• Distributive justice
– Perceived fairness in
outcomes we receive
relative to our
contributions and the
outcomes and
contributions of others
• Procedural justice
– Perceived fairness of the
procedures used to decide
the distribution of
resources

28. Correcting Inequity Feelings
Actions to correct inequity Example

29. Evaluating Equity Theory
• Good at predicting situations unfair
distribution of pay/rewards
• Difficult to put into practice
– doesn’t identify comparison other
– doesn’t indicate relevant inputs or outcomes
• Equity theory explains only some feelings of
fairness
– procedural justice is as important as
distributive justice

30. Procedural Justice
• Perceived fairness of procedures used to decide
the distribution of resources
• Higher procedural fairness with:
– Voice
– Unbiased decision maker
– Decision based on all information
– Existing policies consistently
– Decision maker listened to all sides
– Those who complain are treated respectfully
– Those who complain are given full
explanation