What keeps you motivated and

engaged in studies?
Recall your first day at the University.
How was your behaviour?

Then what about employees work in a

company for years and years……………….?

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What is motivation?
Principles of Management • Motivation is an internal state or condition
• Sometimes described as a need, desire, or
want that serves to activate or energized
behavior and give it direction
(Kleinginna and Kleinginna, 1981)
Employee Motivation
Simply:
• internal state or condition that activates behavior and gives it
direction;
M.B.Mufitha • desire or want that energizes and directs goal-oriented behavior;
Department of IDS • influence of needs and desires on the intensity and direction of
Faculty of Information Technology behavior
University of Moratuwa 3

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What is Motivation
The process by which a person’s efforts are energized,
directed and sustained toward attaining a goal
Energy- how hard

Direction- towards organizational goals

Persistence- continuous effort

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 Importance of motivation
Importance of motivation
• Under optimal conditions, effort can often be increased and
sustained
Most motivation theorists assume that
motivation is involved in the performance of all • Delegation without constant supervision is always necessary
learned responses; that is, a learned behavior
• Employees can become self-motivated
will not occur unless it is energized.
• Motivated employees can provide competitive advantage by
So we learn theories of motivation to find out offering suggestions & working to satisfy customers

what will energize people to create that

desire.
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Bottom Line
Motivation is a reason for acting a certain way
If you are motivated, you have meaningful
justification for why you do something
You become a self-driver Job = f (ability X motivation X organizational support)
performance

A leader’s success is reflected in from a

motivated workforce

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SELECTED MAJOR THEORIES OF MOTIVATION

I. Need Approaches:
- Maslow’s Hierarchy of Needs
- Alderfer’s ERG Theory Need /Content Theories
- Herzberg’s Two Factor Theory
- McClelland’s Three Needs Theory
II. Cognitive Approaches: Deal with “what” motivates people and it
- Expectancy Theory
is concerned with individual needs
- Equity Theory/ Social Comparison
- Goal Setting Theory
III. Reinforcement Theory/ Operant Conditioning : How
Rewards & Reinforcements Sustain Motivation Over Time
(Behavior Modification)
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 Hierarchy of Needs Theory- Abraham
Maslow -1954
General Organizational
Examples Examples Higher-Order
Achievement Challenging job
Needs
Status Job title

Friendship Friends at work Lower-

Order
Stability Pension Plan Needs

Food Basic salary

Source: Motivation and Personality , 2nd ed,, by A.H. Maslow, 1970. 13 14

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Hierarchy of Needs Theory…….

➢Needs are motivators only when they are

unsatisfied

➢Individuals strive to seek higher needs when lower

needs are fulfilled

➢Once a lower-level need is satisfied, it no longer

serves as a source of motivation.
(Needs are motivators only when they are
unsatisfied.)

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Hierarchy of Needs Theory

: in advertising
Behavior leading to self-actualization:
• Biological and Physiological needs - wife/child-
(a) Experiencing life like a child, with full absorption abuse help-lines, social security benefits,
and concentration; Samaritans, roadside recovery
(b) Trying new things instead of sticking to safe
• Safety needs - home security products (alarms,
paths; etc), insurance
• Belongingness and Love needs - dating and
(c) Listening to your own feelings in evaluating match-making services, chat-lines, clubs and
experiences instead of the voice of tradition, authority
membership societies
or the majority;
• Esteem needs - cosmetics, fast cars, home
(d) Avoiding pretense and being honest; improvements, furniture, fashion clothes, drinks,
lifestyle products and services.
(e) Taking responsibility and working hard;
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 • Self-Actualization needs -
Maslow's concept of self-actualization relates Learn from himself : Maslow
directly to the present day challenges and
opportunities for employers and organizations -
to provide real meaning, purpose and true
personal development for their employees for http://www.abrahammaslow.com/audio.html
life - not just for work.

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“Issues” with Maslow’s Need Model 2. ERG Theory - Clayton P. Alderfer

Need Need
Progression Regression
Growth Needs
1. Few needs can arise at the same time, not a (Self-esteem + Self-actualization)
hierarchy
2. Some may only have 2-3 need hierarchy Relatedness Needs
(Social Needs)
3. All will not motivate in same manner
Existence Needs
(Physiological + Safety needs)

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ERG Theory ………………

3. Two Factor Theory - Herzberg
There are three groups of core needs;

Herzberg’s Theory rests on two assumptions;

Core Needs:
Existence: provision of basic
material requirements
Concepts: 1.) Being satisfied with one’s job is equivalent
More than one need can be
Relatedness: desire for operative at the same time to being motivated;
relationships/belongingness
If a higher-level need cannot be (“a satisfied worker is a motivated worker”)
Ex: FIT t-shirts, company dress fulfilled, the desire to satisfy a lower-
down days level need increases (work upward or
downward)
Growth: desire for personal
development
2.) No satisfaction dissatisfaction
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 Motivation Factors:
Hygiene factors:
Motivators determine satisfaction
➢Create dissatisfaction if individuals perceive them as
inadequate or inequitable They are intrinsic factors
Ex : Sense of achievement
➢But individuals will not be significantly motivated if Recognition
these factors are viewed as adequate or good Responsibility
Personal growth
➢Hygiene factors are extrinsic
“A satisfied employee tends to work in the same
Ex: Salary or remuneration organization but this satisfaction does not always result in
Job security better performance”. (satisfaction does not correlate with
Working conditions productivity)
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Two Factor Theory……. Factors characterizingComparison

events on of Satisfiers and Dissatisfiers
the job that led to extreme job
dissatisfaction
Determinants of Job Determinants of Job Factors characterizing
events on the job that led
Dissatisfaction are; Satisfaction are; to extreme job satisfaction

Hygiene Factors: Motivator Factors:

• Pay, fringe benefits • Work itself
• Working conditions • Responsibility
• Quality of supervision • Advancement
• Interpersonal relations • Recognition

Job Environment Job Content

Factors Factors
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4. Three Needs Theory - David McClelland

Three basic needs that people develop and acquire from their life experiences.
Assessment of Two Factor Theory
Individual Need Work Preferences by employees Job Examples
- Individual responsibility Field sales person with
Contributions Criticisms Need for
achievement - Challenging but achievable challenging quota and
• Easy to understand • Some individual goals opportunity to earn
individual bonus
• 1st to argue that job differences, like desire for pay, - Feedback on performance
content/job design was rejected as a motivator - Interpersonal relationships Customer service
important • Also, not everyone wants an Need for affiliation
representative; member
- Opportunities to communicate
• Considered the work itself as enriched job of work unit subject to
group wage bonus plan
a job satisfaction strategy • Assumes satisfaction (presence of
motivators) = motivation Formal position of
Need for power - Control over other persons supervisory
What is the difference between
- Attention responsibility;
satisfaction and motivation? appointment as head
- Recognition of a special task or a
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 A quick view - Need Theories of Motivation

Maslow’s Alderfer’s Herzberg’s McClelland’s

Hierarchy ERG Two Factor Three
of Needs Theory Theory Needs Theory

Self- Achievement
Actualization Growth
Motivator

Esteem Power
Relatedness
Belonging Affiliation
Hygiene
Security
Existence
Physiological 31
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Cognitive/ Process Theories

➢Deal with the “process” of motivation and
is concerned with “how” motivation
occurs

➢Goal is to explain about efforts of people:

(decision to make effort, level of effort, how effort
can be made to persist over time)

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1. Expectancy Theory Expectancy Theory………..

Expectancy Theory argues that humans act according to their conscious
expectations that a particular behavior will lead to specific desirable goals Expectancy Instrumentality Valence Motivation
Involves 3 cognitions/perceptions:
Instrumentality
1. Expectancy - the perceived probability that effort will E P Expectancy P O Theory Valence
lead to task performance. E link
What is the probability What is the probability What value do I place
that I can perform at that my good performance on the potential
2. Instrumentality - the perceived probability that
the required level will lead to outcomes? outcomes?
performance will lead to rewards. I link if I try?

3. Valence - the anticipated value of a particular

outcome to an individual

Effort Performance Rewards /

Outcomes Effort Performance Rewards/Outcomes
E link I link 35
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 2. Equity Theory
Implications for Managers
• Need to ensure that if people are willing to put forth
efforts, you help them succeed. Maintain the E
What is the basis of equity theory?
link (Provide tools, information, support)
• People decide on putting effort only after a
• Need to make sure that you follow through with social comparison with a reference person
reward system that is tied to performance.
Maintain the I link (Differential rewards for
performance) • The essence of the Equity Theory lies in the
• Make sure to offer employees with valued rewards sense of motivation through perceived
(high valences) fairness.
Ex: for me childcare, for you study loan, etc Ex: Your project grading
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Equity Theory: The decision to exert effort is a function

Equity Theory
of social comparison Equitable Situation:
Involves 3 relevant perceptions:
Outcomes Self = Outcomes Reference Person
1. Perceptions of outcomes received from performing a task Job Inputs Self Job Inputs Reference Person
(e.g., pay)

2. Perceptions of inputs required to perform a task Input can include : loyalty, commitment and skill

3. Perceptions of the outcomes and inputs of a REFERENCE Output can include : financial rewards, praise and
PERSON increased responsibility

If: Outcomes Self Outcomes Reference Person

=
Inputs Self Inputs Reference Person

Then equity exists 39 40

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Restoring
How does equity theory works?
Equity
• Employees mentally construct outcome-to-input
Under-reward:
ratios for themselves and their referent and
“socially compare” Increase outcomes
Reduce inputs
• If equity exists, you experience no tension and
Over-reward:
persist at your current level of effort
Increase inputs (?)
• When Outcome Self =/= Outcome Reference person Reduce Outcomes
-criticism of equity theory

Input Self Input Reference person Other Options:

Tension is created and employees are Leave situation

“motivated” to restore equity (in terms of Alter perceptions
Change reference person
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increased loyalty, commitment, skills etc.)
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 3. Goal Setting Theory
Motivation and performance will be high if individuals set
specific goals which are challenging,
but accepted & if
feedback given on performance Reinforcement/operant
Findings of this theory are:
conditioning/Social
➢Setting specific goals
Learning/ Behavioral
Ex: I want to earn a million before I am 30
I want to earn lot of money
Approach
➢The goals that are hard to achieve are linearly and positively
connected to performance.
The harder the goal, the more a person will work to reach it.
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B.F Skinner identified three types of responses or

Reinforcement Theory of Motivation operant that can follow behavior.
B.F. Skinner
• “Motivation is a function of the environment” • Neutral operant: responses from the environment
that neither increase nor decrease the probability of
• This approach describes the effects of the consequences of a a behavior being repeated.
particular behavior on the future occurrence of that behavior

• Does not have to rely on needs, perceptions or cognitions. • Re-inforcers: Responses from the environment that
increase the probability of a behavior being
• Managers can design work environment to provide repeated. Re-inforcers can be either positive or
“re-inforcers” that strengthen desired behaviors & weaken negative.
undesired behaviors as behavior which is reinforced tends to
be repeated (i.e. strengthened); behavior which is not
reinforced tends to die out-or be extinguished (i.e. weakened) • Punishers: Responses from the environment that
decrease the likelihood of a behavior being
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repeated. Punishment weakens behavior. 46

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Reinforcers Which Strengthen Behavior: What managers Reinforcers Which Weaken Behavior: What
can do to increase the probability of behavior in the future
managers can do to decrease the probability of behavior in the
future
a. Positive reinforcement—
Rewards contingent on exhibiting the correct behavior
a. Punishment--administering unpleasant consequences
Ex: 1. You make a sale, you get a commission following an undesirable behavior
2. You do a good job, you get a bonus & a promotion
Ex: Pay deductions for late attendance
b. Negative reinforcement—withholding something
unpleasant when a desired behavior is engaged in .
b. Extinction--when there are no rewards for a
Ex: 1. if you do not complete your homework, you give your behavior which was previously rewarded
teacher Rs.500. You will complete your homework to avoid paying
Rs.500, thus strengthening the behavior of completing your Ex: 1. If a person puts extra effort, but gets no thanks for it,
homework. he stops doing it again
47 2. Keep asking questions, ignore, next time no questions 48

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 Activity – mini case study Summary of Theories of Motivation
You are the manager of the fresh The latter group do not have any specific
product department at a large desire to work in a supermarket but need ➢View all these approaches as a “bag of tricks.” Alternatives to
supermarket. You have steady to show that they are willing to take jobs choose from, remembering that all are not compatible
sales figures, whereas the rest of offered for a short period of time with
the departments in the store have benefits. Often they will leave after a
sales figures that have been rising. couple of weeks. You have heard rumors
that you are to be 'questioned about the ➢Judge whether you believe each “works.” Rely on the scientific
You have a wide range of staff
working for you - a total number disappointing trend in your sales figures' data presented, your experiences, and your common sense
of 32 - but only two are full time and expected to at least meet the figures
and both had taken early experienced by other departments in the
retirement from their lifetime store. ➢Evaluate your prospects for successfully implementing each
careers. The remaining staff Assist the manager to solve the one
consist of working mothers, probloem using your knowledge on
students - primarily from the motivation?
private colleges – and part-time
workers.
➢The question is not whether each of these approaches of
motivation works, but where and when they work best
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Where Most Companies Go Intended Learning Outcomes

Wrong
After completing this session, students should be able
Job satisfaction = Motivation to;
Satisfiers = Motivators
1. Define what is Motivation and what is not
https://painefreeconsulting.com/leadership/critical-difference-job-satisfaction-motivation/
2. Explain the importance of Motivation for
organizations
Satisfiers: you do work because you have to
Motivators: you do work because you WANT TO 3. Broadly categorize the Theories of Motivation
4. Compare and contrast between them against their
Satisfaction and motivation are not mutually exclusive:
one without the other, both or none contributions and criticisms
1. High satisfaction + low motivation: low complaints, low performance
2. Low satisfaction+ high motivation: high complaints+ high performance 5. Decide on which theory to be used when and where
3. Both low: high complaints+ low performance
4. Both high: low complaints, high performance

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Acknowledgement

www.bus.iastate.edu

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