Motivation refers to the processes that account for an individual's intensity, direction, and persistence of effort towards attaining a goal. It has three key elements: energy, direction, and persistence. Many theories aim to explain motivation, including Maslow's hierarchy of needs, ERG theory, McClelland's acquired needs theory, McGregor's Theory X and Y, Herzberg's two-factor theory, equity theory, expectancy theory, and goal-setting theory. These theories provide frameworks for understanding what motivates individuals and improving motivation.
3. Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial/avoidance goal
3. Persistence: how long a person tries
Motivation is a psychological feature that induces an
individual to act towards a desired goal.
It is the processes that account for
an individual’s intensity, direction,
and persistence of effort towards
attaining a goal.
4. Motivation refers to the process by which a
person’s efforts are energized, directed, and
sustained toward attaining a goal.
This definition has three key elements: energy,
direction, and persistence.
The energy element is a measure of intensity, drive, and
vigor. A motivated person puts forth effort and works
hard. the effort is channeled in a direction that benefits
the organization. Effort that’s directed toward, and
consistent with, organizational goals is the kind of
effort we want from employees. Finally, motivation
includes a persistence dimension. We want employees to
persist in putting forth effort to achieve those goals.
5. Maslow’s hierarchy of needs
ALDERFER’S ERG MODEL
McGregor’s theories X and Y,
Herzberg’s two-factor theory,
McClelland’s three needs theory.
Equity Theory
Expectancy Theory
Goal-Setting Theory
6. The best-known theory of motivation is probably
Abraham Maslow’s hierarchy of needs theory.
Maslow was a psychologist who proposed that within
every person is a hierarchy of five needs.
Maslow argued that each level in the needs hierarchy
must be substantially satisfied before the next need
becomes dominant. An individual moves up the needs
hierarchy from one level to the next.
In addition, Maslow separated the five needs into
higher and lower levels. Physiological and safety needs
were considered lower-order needs; social, esteem, and
self-actualization needs were considered higher-order
needs. Lower-order needs are predominantly satisfied
externally while higher-order needs are satisfied
internally.
7. 1. Physiological needs: A person’s needs for food, drink,
shelter, sex, and other physical requirements.
2. Safety needs: A person’s needs for security and
protection from physical and emotional harm, as well as
assurance that physical needs will continue to be met.
3. Social needs: A person’s needs for affection,
belongingness, acceptance, and friendship.
4. Esteem needs: A person’s needs for internal esteem
factors such as self-respect, autonomy, and achievement and
external esteem factors such as status, recognition, and
attention.
5. Self-actualization needs: A person’s needs for growth,
achieving one’s potential, and self-fulfillment; the drive to
become what one is capable of becoming.
8.
9. Existence Needs
It includes all material and physiological desires
(e.g., food, water, air, clothing, safety, physical love
and affection).
Relatedness Needs
Encompass social and external esteem;
relationships with significant others like family,
friends, co-workers and employers. This also
means to be recognized and feel secure as part
of a group or family.
Growth Needs
Internal esteem and self-actualization; these
impel a person to make creative or productive
effects on himself and the environment (e.g., to
progress toward one's ideal self). This includes
desires to be creative and productive, and to
complete meaningful tasks.
10.
11. David McClelland built on this work in his 1961
book, "The Achieving Society."
Identified three motivators that he believed we
all have: a need for achievement, a need for
affiliation, and a need for power.
According to McClelland, these motivators are
learned (which is why this theory is sometimes
called the Learned Needs Theory).
Regardless of our gender, culture, or age, we all
have three motivating drivers, and one of these
will be our dominant motivating driver.
12. Power need (n Pow): this is the need to
dominate, influence and control others.
Power speaks about the ability to
manipulate or control the activities of
others to suit one’s own purposes.
Affiliation need (n Aff): the need for
affiliation is a social need, for
companionship and support, for
developing meaningful relationship with
people.
Achievement need (n Ach): this is a need
for challenge, for personal
accomplishment and success in
competitive situations.
13. Douglas McGregor is best known for proposing two
assumptions about human nature:
Theory X and Theory Y.
Very simply, Theory X is a negative view of people
that assumes workers have little ambition, dislike
work, want to avoid responsibility, and need to be
closely controlled to work effectively.
Theory Y is a positive view that assumes employees
enjoy work, seek out and accept responsibility, and
exercise self-direction. McGregor believed that Theory
Y assumptions should guide management practice and
proposed that participation in decision making,
responsible and challenging jobs, and good group
relations would maximize employee motivation.
14. Douglas McGregor,
an American
social
psychologist,
proposed his
famous X-Y theory
in his 1960 book
'The Human Side
Of Enterprise‘
15. Frederick Herzberg’s two-factor theory (also
called motivation-hygiene theory) proposes
that intrinsic factors are related to job
satisfaction, while extrinsic factors are
associated with job dissatisfaction.
Frederick Herzberg performed studies to
determine which factors in an employee's work
environment caused satisfaction or
dissatisfaction. He published his findings in the
1959 book The Motivation to Work.
18. Equity theory, developed by J. Stacey Adams,
proposes that employees compare what they get from
a job (outcomes) in relation to what they put into it
(inputs), and then they compare their inputs–outcomes
ratio with the inputs–outcomes ratios of relevant
others.
If an employee perceives her ratio to be equitable in
comparison to those of relevant others, there’s no
problem. However, if the ratio is inequitable, she views
herself as underrewarded or overrewarded. When
inequities occur, employees attempt to do something
about it. The result might be lower or higher
productivity, improved or reduced quality of output,
increased absenteeism, or voluntary resignation.
19.
20. Expectancy 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. It includes three
variables or relationships :
1. Expectancy or effort–performance linkage is
the probability perceived by the individual that
exerting a given amount of effort will lead to a
certain level of performance.
21. 2. Instrumentality or performance–reward linkage is the
degree to which the individual believes that performing at a
particular level is instrumental in attaining the desired
outcome.
3. Valence or attractiveness of reward is the importance
that the individual places on the potential outcome or
reward that can be achieved on the job. Valence considers
both the goals and needs of the individual.
The key to expectancy theory is understanding an
individual’s goal and the linkage between effort and
performance, between performance and rewards, and
finally, between rewards and individual goal satisfaction. It
emphasizes payoffs, or rewards. As a result, we have to
believe that the rewards an organization is offering align
with what the individual wants.
22.
23. Dr Edwin Locke's pioneering research on goal
setting and motivation in the late 1960s. In his
1968 article "Toward a Theory of Task
Motivation and Incentives," he stated that
employees were motivated by clear goals and
appropriate feedback. Locke went on to say
that working toward a goal provided a major
source of motivation to actually reach the goal
which, in turn, improved performance.
24. • Goal setting involves establishing SMART goals.
• People are aware of what is expected from them.
• On a personal level, setting goals helps
people work towards their own objectives.
• Goals are a form of motivation that sets
the standard for self-satisfaction with
performance.
• It is considered an “open” theory, so as
new discoveries are made it is modified.
25. Goal setting and Feedback go hand in hand. Without feedback,
goal setting is unlikely to work. Properly-delivered feedback is
also very essential, and the following should be followed for good
feedback:
•Create a positive context for feedback.
•Use constructive and positive language.
•Focus on behaviours and strategies.
•Tailor feedback to the needs of the individuals.
•Make feedback a two-way communication process.
