MOTIVATION

A process that accounts for an individuals:

intensity,
direction and
persistence of effort toward attaining a goal.
A desire resulting in goal-directed behaviour/action.

Ability & Opportunity

High level of Performance is a function of an absence
of obstacles that constrain employees.
Performance is a function of Ability, Motivation and
Opportunity
Ability = Knowledge x Skills
i.e. Performance = f (A X M X O)
Performance is also a function of :
Ability, Motivation and Attitude
Ability decides what you CAN do
Motivation decides what you WILL do
Attitude will decide HOW you will do

Ability, Motivation and Performance

A
B
I
L
I
T
Y

Able but not Willing

Counterproductive

Able & Willing

Proactive

Unable & Unwilling

Passive/Inactive

Willing but Unable

Reactive

WILLINGNESS/MOTIVATION

Organisational Initiatives
Can
Do

Able but not Willing

Counterproductive

To be motivated/
counseled

Cant
Do

Able & Willing

Proactive
High/Star Performers
Groomed for higher
Responsibilities

Unable & Unwilling

Passive/Inactive

Willing but Unable

Reactive

Obsolete/not to
be retained

To be Trained

Wont Do

Will Do

Theories of Motivation

1. Maslows Hierarchy of Needs

Lower Order Needs: Physiological & Safety
Needs
Higher Order Needs: Social, Esteem and Self
Actualisation

Achievement

Status & Position

Friendship

Stability

Sustenance

SELF
ACTUALISATION

Challenging Job

SELF ESTEEM
BELONGINGNESS

SAFETY NEEDS

PHYSIOLOGICAL NEEDS

Job Title
Teamwork

Pension Plan

Base Salary

APPLICATION OF MASLOWS THEORY IN ORGANISATIONS

Herzbergs Two-Factor Theory

Hygiene Factors:
Physical working conditions, pay, job security,
quality of supervision, company policies

Motivators:
Work itself, recognition, responsibility,
achievement, opportunities for
promotion/personal growth.
Absence of Hygiene factors results in Job Dissatisfaction.
But Hygiene factors cannot ensure Job Satisfaction.
Opposite of Satisfaction is No Satisfaction
Opposite of Dissatisfaction is No Dissatisfaction

Theories of Motivation (Contd.)

ERG Theory (C. Alderfer) : :

Existence
Relatedness

Growth
McClellands Theory:

Need for Achievement (nAch)

Need for Power (nPow)
Need for Affiliation (nAff)
High Achievers prefer jobs with personal responsibility,
feedback, Moderate risks

Goal-setting Theory (Edwin Locke)

COGNITIVE APPROACH - PURPOSE DIRECTS
BEHAVIOUR:

Specificity is important for goal attainment

Specific goals, with feedback, lead to higher
performance.
Feedback helps to identify discrepancies and helps
to guide behaviour.
Self-generated feedback is a more powerful
motivator than externally generated feedback.
Involvement/participation in goal-setting is likely
to lead to greater effort

REINFORCEMENT THEORY
BEHAVIORISTIC APPROACH - REINFORCEMENT
CONDITIONS BEHAVIOUR:

Behaviour is a function of its consequence

INTRINSIC MOTIVATION (Ken Thomas)

Genuinely care about their work
Look for better ways to do the work
Get energized and fulfilled by doing it well
CONDITIONS FOR INTRINSIC MOTIVATION:
Competence
Opportunity
Meaningfulness
Progress

What motivates employees?

Opportunities for learning, gaining skills and enhancing

their marketability
Choice of work/assignment
Flexi-time: To maintain work-life balance
Personal appreciation and recognition
Accessibility of managers

JOB ENLARGEMENT & JOB ENRICHMENT

Suggested Action

Core Job Dimensions

Combine Tasks

Skill Variety

Form Natural Work Units

Task Identity

Establish Client
Relationship

Task Significance

Expand job vertically

Autonomy

Open feedback channels

Improvement

EQUITY THEORY

Comparison of individual job inputs and outcomes with

those of others and then respond to eliminate any inequities

Referent Comparisons:

Self-inside
Self-outside
Other-inside
Other-outside

In case of an inequity individuals make one of these choices:

Change their inputs
Change their outputs
Choose a different referent
Leave the field

EXPECTANCY THEORY (Vroom)

The strength of a tendency to act in a certain way depends
on the strength of an expectation that the act will be
followed by a given outcome and on the attractiveness of
that outcome to the individual.
1. Effort-Performance Relationship
2. Performance-Reward Relationship
3. Reward-Personal Goals Relationship

Ind. Effort 1

3
Individual 2
Org. Rewards
Performance

Personal
Goals

FROM CONCEPTS TO APPLICATIONS

Management by Objectives (MBO)
Setting specific goals, participatively for an explicit time
period, with feedback on goal progress.
Goals that are tangible, verifiable and measurable.
Converting organisational goals into specific objectives
for org. units and members
MBO works bottom-up and top-down
MBO has a link with Goal-setting Theory

Employee Recognition Programs

Personal attention
Appreciation for a job well done
Public Recognition
Awards
Suggestion
Celebrate team success
Application: Suggestion Systems for improving
process or cutting costs to be recongised with
awards.
Has a link with Reinforcement Theory

Employee Involvement Programs

Employee participation
Empowerment
Employee Ownership
Advantages: Increases autonomy and control, increases
motivation, enhances org. commitment,
employees are more productive and are more satisfied
with their jobs.
Has a link with Reinforcement Theory

Forms of Employee Involvement Programs

Participative Management
Representative Participation
Quality Circles
Employee Stock Ownership Plans (ESOPs)

Participative Management
Issues must be relevant to the interests of those involved
Must have competence and knowledge to make useful
contribution
There must be trust and confidence between all parties
involved
Why Management should share DM power with
subordinates?
Work has become more complex
Interdependence
Provides intrinsic motivation and commitment

Variable Pay Programs

A portion of an employees pay is based on some
individual and/or organisational measure of
performance
Piece rate plans
Profit sharing Plans: Based on Co.s Profitability
Gain-sharing: Based on group productivity
Link with Expectancy Theory

Skill-based Pay Plans

Pay levels based on how many skills employees have or
how many jobs they can do.
Encourage employees to develop flexibility
Continue to learn
Develops multi-skilling
To generalise rather than specialise
To work cooperatively
Input rather than seniority or education could be the
criteria for determining pay and thereby increases
perception of equity

Motivating Professionals
Money and promotions are low on their priority
Job challenge is ranked high
More committed to their profession than employer
To keep current in their field they need to update their
knowledge regularly
Look for skill-development opportunities
Like to tackle problems and find solutions
Value support

Motivating Diversified Workforce

For those pursuing education:
Flexible work hours
Job sharing
Temporary assignment
Flexibility in terms of work schedules, compensation
plans, benefits, flexible leave policies, physical work
settings

Ten Commandments for Motivation

Recognising employees personal needs
Career Growth, Learning & Development
Exciting and challenging work & work environment
Appreciation of good performance
Regular Feedback
Soliciting employees opinions
Opening channels of communication
Maintaining frequent contacts with people
Sending small personal notes of appreciation
Giving cash rewards