Motivation Concepts

Submitted To: Mr. Ahmad Din Buzdar

Submitted By: Group No. 03

Group Members: Farhan Ali Roll No. 04
Mubeen Khan Roll No. 03
Zeeshan Ali Roll No. 41
Malik Jarrar Aleem Roll No. 14
Muhammad Faizan Roll No. 22
Tayyaba Ramzan Roll No. 37

Department of Business Administration, Ghazi University, D.G. Khan

Motivation Concepts
Motivation
Motivation is the processes that account for an individual’s intensity, direction, and persistence of
effort toward attaining a goal.

Intensity describes how hard a person tries. This is the element most of us focus on when we talk
about motivation. However, high intensity is unlikely to lead to favorable job-performance
outcomes unless the effort is channeled in a direction that benefits the organization. Therefore, we
consider the quality of effort as well as its intensity. Effort directed toward, and consistent with,
the organization’s goals is the kind of effort we should be seeking. Finally, motivation has a
persistence dimension. This measures how long a person can maintain effort. Motivated
individuals stay with a task long enough to achieve their goals

Motivation Theories

• Early Theories of Motivation

• Contemporary Theories of Motivation
• Other Contemporary Theories

Early Theories of Motivation

• Maslow’s Hierarchy of needs theory

• Two-Factor theory
• McClelland’s theory of needs

Maslow's Hierarchy of Needs

The best-known theory of motivation is Abraham Maslow’s hierarchy of needs, which
hypothesizes that within every human being there is a hierarchy of five needs. It suggests that
human motivations can be arranged in a hierarchical order, with basic needs at the bottom and
higher-level needs at the top. The hierarchy is typically represented as a pyramid with five levels:

1. Physiological Needs: These are the most fundamental needs necessary for survival, such
as food, water, shelter, air, sleep, and basic bodily functions.

2. Safety Needs: Once physiological needs are met, the focus shifts to safety and security,
including personal and financial security, health, employment, property, and stability.
 3. Social Belongingness: Humans have a need for love, affection, friendship, and a sense of
belonging within social groups, whether it's through family, friendships, or intimate
relationships.

4. Esteem: This level involves both self-esteem and esteem from others. It includes the need
for self-respect, confidence, achievement, respect from others, recognition, and status.

5. Self-Actualization: At the peak of the hierarchy is self-actualization, where individuals

strive to reach their full potential, focusing on personal growth, fulfilling their unique
talents, pursuing creative activities, and seeking meaning and purpose in life.

Maslow suggested that as lower-level needs are satisfied, higher-level needs emerge and become
motivators for behaviour. However, the theory isn't always strictly linear, and individuals might
move between these needs depending on circumstances and life stages. It's a fundamental concept
used in psychology, sociology, management, and various other fields to understand human
behaviour and motivation.
Two-Factor theory
Frederick Herzberg Presented Two-Factor theory - A theory that relates intrinsic factors to job
satisfaction and associates extrinsic factors with dissatisfaction. Also called motivation-hygiene
theory.

To Herzberg, the data suggest that the opposite of satisfaction is not dissatisfaction, as was
traditionally believed. Removing dissatisfying characteristics from a job does not necessarily make
the job satisfying. Herzberg proposed a dual continuum: The opposite of “satisfaction” is “no
satisfaction,” and the opposite of “dissatisfaction” is “no dissatisfaction”

Under two-factor theory, the factors that lead to job satisfaction are separate and distinct from those
that lead to job dissatisfaction.

Hygiene factors Factors—such as company policy and administration, supervision, and salary—
that, when these factors are adequate, people will not be dissatisfied.

If we want to motivate people on their jobs, we should emphasize factors associated with the work
itself or with outcomes directly derived from it, such as promotional opportunities, personal growth
opportunities, recognition, responsibility, and achievement. These are the characteristics people
find intrinsically rewarding.
McClelland’s Theory of Needs
McClelland’s theory of needs was developed by David McClelland and his associates.

A theory that states achievement, power, and affiliation are three important needs that help explain
motivation.

• Need for achievement (nach) The drive to excel, to achieve in relationship to a set of
standards, and to strive to succeed.
• Need for power (nPow) The need to make others behave in a way in which they would
not have behaved otherwise.
• Need for affiliation (naff) The desire for friendly and close interpersonal relationships.

Relying on an extensive amount of research, we can predict some relationships between

achievement need and job performance. First, when jobs have a high degree of personal
responsibility, feedback, and an intermediate degree of risk, high achievers are strongly motivated.
Second, a high need to achieve does not necessarily make someone a good manager, especially in
large organizations. People with a high achievement need are interested in how well they do
personally, and not in influencing others to do well. Third, needs for affiliation and power tend to
be closely related to managerial success. The best managers may be high in their need for power
and low in their need for affiliation
Other Contemporary Theories
Self Efficacy Theory

• Self-Efficacy is "the belief in one's capabilities to organize and execute the courses of
action required to manage prospective situations." Self-efficacy is a person's belief in their
ability to succeed in a particular situation.

Increasing Self-efficacy in yourself

Increasing Self-efficacy in yourself The researcher who developed self-efficacy theory,

Albert Bandura, proposes four ways self-efficacy can be increased:

1. Enactive mastery.

2. Vicarious modeling.

3. Verbal persuasion.

4. Arousal.

The most important source of increasing self-efficacy is enactive mastery—that is, gaining relevant
experience with the task or job. If you’ve been able to do the job successfully in the past, you’re
more confident you can do it in the future.

Reinforcement theory

• Reinforcement theory is a psychological principle suggesting that behaviors are shaped

by their consequences, and that individual behaviors can be changed through
reinforcement, punishment and extinction. Behavioral psychologist B.F. Skinner was
instrumental in developing modern ideas about reinforcement theory.

Social-learning theory and reinforcement

• The view that we can learn through both observation and direct experience is called social-
learning theory. Much of what we have learned comes from watching models, parents,
teachers, peers, film and television.

Models are central to the social-learning viewpoint. Four processes determine their influence on
an individual:

1. Attentional processes. People learn from a model only when they recognize and pay attention
to its critical features. We tend to be most influenced by models that are attractive, repeatedly
available, important to us, or similar to us (in our estimation).
2. Retention processes. A model’s influence depends on how well the individual remembers the
model’s action after the model is no longer readily available.

3. Motor reproduction processes. After a person has seen a new behavior by observing the model,
watching must be converted to doing. This process demonstrates that the individual can perform
the modeled activities.

4. Reinforcement processes. Individuals are motivated to exhibit the modeled behavior if positive
incentives or rewards are provided. Positively reinforced behaviors are given more attention,
learned better, and performed more often.

Equity theory/organizational Justice

A theory that says that individuals compare their job inputs and outcomes with those of others and
then respond to eliminate any inequities.

Based on equity theory, employees who perceive inequity will make one of six choices:

1. Change inputs (exert less effort if underpaid or more if overpaid).

2. Change outcomes (individuals paid on a piece-rate basis can increase their pay by producing a
higher quantity of units of lower quality).

3. Distort perceptions of self (“I used to think I worked at a moderate pace, but now I realize I
work a lot harder than everyone else”).

4. Distort perceptions of others (“Mike’s job isn’t as desirable as I thought”).

5. Choose a different referent (“I may not make as much as my brother-in-law, but I’m doing a
lot better than my Dad did when he was my age”).

6. Leave the field (quit the job)

Organizational Justice

An overall perception of what is fair in the workplace, composed of distributive, procedural,

informational, and interpersonal justice.

Model of Organizational Justice

Distributive Justice: Definition: Perceived fairness of outcome

Example: I got the pay raise I deserved.

Procedural Justice Definition: perceived fairness of process used to determine outcome Example:
I had input into the process used to give raises and was given a good explanation of why I received
the raise I did.

Interactional Justice Definition: perceived degree to which one is treated with dignity and respect

Example: When telling me about my raise, my supervisor was very nice and complementary.