of Moivation

Motivation at Work
By: Sheeba Rehman

Definition of Motivation
Motivation –
 The driving force within
individuals by which they attempt
to achieve some goal in order to
fulfill some needs or expectation.
 The degree to which an individual

wants to choose in certain
behavior.
Motivation as a process..
 It is a process by which a person’s efforts are

energized,directed and sustained towards attaining
the goal.
 Energy- A measure of intensity or drive.
 Direction- Towards organizational goal.
 Persistence- Exerting effort to achieve goal
 Motivation works best when individual needs are

compatible with organizational goal.
Basic model of motivation
Needs or Result in Drive force To Achieve

expectations (Behavior or
Action)
Desired Goals
Feedback
fulfillments Which Provides

Motivation is…
 Complex
 Psychological
 Physical
 Unique to each and every person
 Context sensitive
 Not fully understood
Qualities of Motivation
 Energizes behavior
 Directs behavior
 Enable persistence towards a goal
 Exists in varying details
Six C’s of Motivation..
Challenges Choices
Control collaboration
Consequences Constructing meaning

Groups of Motivational Theories
 Internal
 Suggest that variables within the individual give
rise to motivation and behavior

 Example: Maslow’s hierarchy of needs theory
 Process
 Emphasize the nature of the interaction between
the individual and the environment

 Example: Expectancy theory
 External
 Focus on environmental elements to explain
behavior
 Example: Two-factor theory
Early Theories of Motivation
 Content Theories:
Emphasis on what motivates individuals.
 Maslow’s need Hierarchy
 Macgregor's Theories X & Y
 Herzberg’s two factors theory

 Process Theories of Motivation
Emphasis on actual process of motivation.
 Three needs Theory ( McClelland)
 Goal-setting Theory
 Reinforcement Theory
 Designing Motivating theory
 Equity Theory
 Expectancy Theory
Maslow’s Hierarchy of needs
theory
 Needs were categories as five levels of lower-
higher-order needs.
 Individual must satisfy lower-level needs before
they can satisfy higher order needs.

 Satisfied needs will no longer motivate.
 Motivating a person depends on knowing at what
level that a person is on the hierarchy.

POTENCY of NEEDS
The needs are INNATE, but they are not of

equal potency (strength). They are arranged in
a hierarchy of potency.
AN INDIVIDUAL IS MOTIVATED BY HER/HIS

MOST POTENT
UNSATISFIED NEED
HIERARCHY and SEQUENCE
What Is a Hierarchy?
You must successfully complete (resolve,
equilibrate one stage before you go to the
next.)
How Is Hierarchy Related To Sequence?
All hierarchical theories are sequential, but
not all sequential theories are hierarchical.
Hierarchy of Needs
 Lover order ( External ) : Physiological and safety
needs
 Higher order ( Internal ) : Social, Esteem, and
Self-actualization
Self-Actualization Needs
Esteem Needs
Social Needs
Safety Needs
Physiological needs
McGregor’s Theory X and Y
 Theory X
 Assume that workers have little ambition,dislike
work, avoid responsibility,and require close

supervision.
 Theory Y
 Assumes that workers can exercise self-
direction,desire, responsibility, and like to work.

 Assumption
 Motivation is maximized by participative
decision making, interesting jobs, and good

group relation.
Motivational Theories X & Y
SA Theory Y - a set of
assumptions of how to
Esteem manage individuals
motivated by higher
Social order needs
Theory X - a set of
Safety & Security assumptions of how to
manage individuals
Physiological motivated by lower order
needs
Herzberg’s Motivation-Hygiene
Theory
 Job satisfaction and job dissatisfaction are created y
different factors.
 Hygiene factors- Extrinsic ( Environmental )
factors that create job dissatisfaction.

 Motivation Factors- Intrinsic ( Psychological )
factors that create job satisfaction.
 Attempted to explain why job satisfaction does not

result in increased performance
 The opposite of satisfaction is not dissatisfaction
but rather no satisfaction.

Motivation–Hygiene Theory of
Motivation
• Company policy & Motivation factors
administration increase job satisfaction
• Supervision
• Interpersonal relations
• Working conditions • Achievement
• Salary • Achievement recognition
• Status • Work itself
• Security • Responsibility
• Advancement
• Growth
Hygiene factors avoid
job dissatisfaction • Salary?
Alderfer’s ERG Theory
SA Growth
Esteem
Love (Social)
Relatedness
Safety & Security
Existence
Physiological
McClelland’s Need Theory: Need for
Achievement
Need for Achievement

( nAch)
The desire to excel and
succeed
McClelland’s Need Theory:Need for
Power
Need for Power – ( nPow )

The need to influence the
behavior of others.
McClelland’s Need Theory:Need for
Affiliation
Need for Affiliation – ( nAff )

The desire for interpersonal
relationship
Motivational Need Theories
Maslow Alderfer McClelland
Self-actualization Growth Need for
Higher Esteem Achievement
Order self Need for
Needs interpersonal Power
Belongingness
(social & love) Relatedness Need for
Affiliation
Lower Safety & Security

Order interpersonal
physical
Needs Existence
Physiological
Adams’s Theory of Inequity
Inequity - the situation in which a person

perceives he or she is receiving less than he
or she is giving, or is giving less than he or
she is receiving
Motivational Theory of Social
Exchange
Person Comparison
other
Equity Outcomes = Outcomes
Inputs Inputs
Negative Outcomes < Outcomes
Inequity Inputs Inputs
Positive Outcomes > Outcomes
Inequity Inputs Inputs
Strategies for Resolution of Inequity
 Alter the person’s outcomes

 Alter the person’s inputs
 Alter the comparison other’s outputs
 Alter the comparison other’s inputs
 Change who is used as a comparison other
 Rationalize the inequity
 Leave the organizational situation
New Perspectives on Equity Theory
Equity Sensitive
I prefer an equity ratio
equal to that of my
comparison other
Benevolent I am comfortable with

an equity ratio less
than that of my
comparison other
Entitled
I am comfortable with
an equity ratio greater
than that of my
comparison other
Expectancy Theory of Motivation: Key
Constructs
Valence - value or importance placed on a particular

reward
Expectancy - belief that effort leads to performance
Instrumentality - belief that performance is related

to rewards
Expectancy Model of Motivation
Effort
Effort Performance Reward
Perceived effort– Perceived Perceived

performance performance– value of reward
probability reward probability
“If I work hard, “What rewards “What rewards
will I get the job will I get when do I value?”
done?” the job is well
done?”

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Motivation at Work

By: Sheeba Rehman

 The degree to which an individual

 It is a process by which a person’s efforts are

 Direction- Towards organizational goal.

 Persistence- Exerting effort to achieve goal

 Motivation works best when individual needs are

Needs or Result in Drive force To Achieve

fulfillments Which Provides

Consequences Constructing meaning

rise to motivation and behavior

the individual and the environment

 Macgregor's Theories X & Y

 Herzberg’s two factors theory

 Designing Motivating theory

they can satisfy higher order needs.

 Motivating a person depends on knowing at what

level that a person is on the hierarchy.

The needs are INNATE, but they are not of

AN INDIVIDUAL IS MOTIVATED BY HER/HIS

work, avoid responsibility,and require close

direction,desire, responsibility, and like to work.

decision making, interesting jobs, and good

factors that create job dissatisfaction.

factors that create job satisfaction.

 Attempted to explain why job satisfaction does not

but rather no satisfaction.

Need for Achievement

Need for Power – ( nPow )

Need for Affiliation – ( nAff )

Lower Safety & Security

Inequity - the situation in which a person

 Alter the person’s outcomes

Benevolent I am comfortable with

Valence - value or importance placed on a particular

Expectancy - belief that effort leads to performance

Instrumentality - belief that performance is related

Perceived effort– Perceived Perceived

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