Prof.

Vyjayanthi, Dhruva College of

Mangement, Hyderabad
Prof.Vyjayanthi, Dhruva College of
Mangement, Hyderabad
“A dream you dream alone
is only a dream; a dream
you dream together is
reality:--John Lennon
(Beatles)

Prof.Vyjayanthi, Dhruva College of

Mangement, Hyderabad
 “Success is not final, failure is
not fatal: it is the courage to
continue that counts.”--
Winston Churchill
“Everyone has his superstitions.
One of mine has always been when
I started to go anywhere, or to do
anything, never to turn back or to
stop until the thing intended was
accomplished.”--Ulysses S. Grant
Prof.Vyjayanthi, Dhruva College of
Mangement, Hyderabad
“Don't worry when you are not
recognized, but strive to be worthy of
recognition. “--Abraham Lincoln
“I can accept failure, everyone fails at
something. But I can't accept not
trying”--Michael Jordan

“Our greatest weakness lies in giving

up. The most certain way to succeed is
always to try just one more time.”--
Thomas Alva Edison Prof.Vyjayanthi, Dhruva College of
Mangement, Hyderabad
Motivation

Prof.Vyjayanthi, Dhruva College of

Mangement, Hyderabad
Motivation is an internal and external factors that
stimulate desire and energy in people to be continually
interested in and committed to a job, role, or subject,
and to exert persistent effort in attaining a goal.

Motivation is the energizer of behavior and Mother of All Action. It

results from the interactions among conscious and unconscious
factors such as the
(1) intensity of desire or need,
(2) incentive or reward value of the goal, and
(3)expectations of the individual and of his or her significant
Prof.Vyjayanthi, Dhruva College of others.
Mangement, Hyderabad
Motivation is to inspire people to work, individually or in groups
in the ways such as to produce best results. It is the will to act. It is
the willingness to exert high levels of effort towards organizational
goals, conditioned by the efforts and ability to satisfy some
individual need.
Motivation is getting somebody to do something because they want
to do it. It was once assumed that motivation had to be injected from
outside, but it is now understood that everyone is motivated by
several differing forces.

Prof.Vyjayanthi, Dhruva College of

Mangement, Hyderabad
Motivation is a general term applied to the entire class of drives,
desires, needs, wishes and similar forces. To say that managers
motivate their subordinates is to say that they do those things
which they hope will satisfy these drives and desires and induce
the subordinates to act in a desired manner.

To motivate others is the most important of management tasks. It

comprises the abilities to communicate, to set an example, to
challenge, to encourage, to obtain feedback, to involve, to
delegate, to develop and train, to inform, to brief and to provide a
just reward. Prof.Vyjayanthi, Dhruva College of
Mangement, Hyderabad
Prof.Vyjayanthi, Dhruva College of
Mangement, Hyderabad
 Theories of motivation

Content Process
Theory Theory

Prof.Vyjayanthi, Dhruva College of

Mangement, Hyderabad
Distinction B/w Content Theories /Process Theories & Cognitive /
Prof.Vyjayanthi, Dhruva College of
Behavioural Traditions Mangement, Hyderabad
 Content Theories
1.Hierarchy of Needs Theory
1. Biological and Physiological needs - air, food, drink, warmth, sleep, etc.

2. Safety needs - protection from elements, security, order, law, limits,

stability, etc.

3. Belongingness and Love needs - work group, family, affection,

relationships, etc.

4. Esteem needs - self-esteem, achievement, mastery, independence, status,

dominance, prestige, managerial responsibility, etc.

5. Self-Actualization needs - realizing personal potential, self-fulfillment,

seeking personal growth and peak experiences.

Prof.Vyjayanthi, Dhruva College of

Mangement, Hyderabad
 ContentTheories
2. ERG theory
Alderfer, expanding on Maslow's hierarchy of needs, created the
ERG theory. This theory posits (put forward) that there are three
groups of core needs — Existence, Relatedness, and Growth,
hence the label: ERG theory. The Existence group is concerned
with providing basic material existence requirements.

They include the items that Maslow considered to be physiological

and safety needs. The second group of needs are those of
Relatedness- the desire we have for maintaining important
interpersonal relationships Prof.Vyjayanthi, Dhruva College of
Mangement, Hyderabad
These social and status desires require interaction with others if they are
to be satisfied, and they align with Maslow's social need and the
external component of Maslow's esteem classification.
Finally, Alderfer isolates Growth needs' an intrinsic desire for personal
development. These include the intrinsic component from Maslow's
esteem category and the characteristics included under self-
actualization.
Maslow: a rigid step like progression.
ERG: contains a frustration-regression dimension
Several studies have supported the ERG theory: natives of Spain &
Japan place social needs before their physiological requirements
Prof.Vyjayanthi, Dhruva College of
Mangement, Hyderabad
 Content Theory
3.McClelland’s - Acquired Needs Theory
◦ Developed by David McClelland.
◦ Three needs — achievement, affiliation, and power —
are acquired over time, as a result of experiences.
◦ Managers should learn to identify these needs and then
create work environments that are responsive to them.

Prof.Vyjayanthi, Dhruva College of

Mangement, Hyderabad
 Need for achievement.
◦ The desire to do something better or more efficiently,
to solve problems, or to master complex tasks.
◦ High need for achievement people:
 Prefer individual responsibilities.
 Prefer challenging goals.
 Prefer performance feedback.

Prof.Vyjayanthi, Dhruva College of

Mangement, Hyderabad
 Need for affiliation.
◦ The desire to establish and maintain friendly and warm
relations with others.
◦ High need for affiliation people:
 Are drawn to interpersonal relationships.
 Seek opportunities for communication.

Prof.Vyjayanthi, Dhruva College of

Mangement, Hyderabad
 Need for power.
◦ The desire to control others, to influence their
behavior, or to be responsible for others.
◦ High need for for power people:
 Seek influence over others.
 Like attention.
 Like recognition.

Prof.Vyjayanthi, Dhruva College of

Mangement, Hyderabad
 Research evidence on acquired needs theory.
◦ Identification of the need profiles that are required
for success in different types of jobs.
◦ People can be trained to develop the need for
achievement, particularly in developing nations.

Prof.Vyjayanthi, Dhruva College of

Mangement, Hyderabad
 Content Theories
4. Hygiene Theory
◦ Developed by Frederick Herzberg.
◦ Also known as Two Factor theory.
◦ Portrays two different factors — hygiene factors and
motivator factors — as the primary causes of job
dissatisfaction and job satisfaction.

Prof.Vyjayanthi, Dhruva College of

Mangement, Hyderabad
 Hygiene factors. (Mostly Extrinsic)
◦ Sources of job dissatisfaction.
◦ Associated with the job context or work setting.
◦ Improving hygiene factors prevent people from being
dissatisfied but do not contribute to satisfaction.

Prof.Vyjayanthi, Dhruva College of

Mangement, Hyderabad
 Motivator factors. (Mostly Intrinsic)
◦ Sources of job satisfaction.
◦ Associated with the job content.
◦ Building motivator factors into the job enables people
to be satisfied.
◦ Absence of motivator factors in the job results in low
satisfaction, low motivation, and low performance.

Prof.Vyjayanthi, Dhruva College of

Mangement, Hyderabad
Motivation-Hygiene Theory

Prof.Vyjayanthi, Dhruva College of

Mangement, Hyderabad
Problems with Content Theories
 Not specific about what behaviours and rewards
satisfy which needs.

Neglect the impact of the social context on

people’s interpretation of their needs.

People do not necessarily strive to move up the

hierarchy - at least, not through their work.

How to define needs?

Prof.Vyjayanthi, Dhruva College of

Mangement, Hyderabad
 Process Theories
1. Vroom’s Expectancy Theory (1964)
Motivation ( M)=Expectation (E) x Valence (V) (Valence
refers to the emotional orientations people hold with respect to outcomes
[rewards]. The depth of the want of an employee for extrinsic [money,
promotion, time-off, benefits] or intrinsic [satisfaction] rewards)

Where: Expectancy - If I tried would I be able to

perform the action?
Valence - How much do I value those
outcomes?

Prof.Vyjayanthi, Dhruva College of

Mangement, Hyderabad
Expectancy Model

Prof.Vyjayanthi, Dhruva College of

Mangement, Hyderabad
Process Theories
2. Goal-setting Theory
A goal is a target level of performance
If a goal is: difficult
specific
And if a person: accepts the goal
feels committed to it
gets feedback on their progress
Then their performance improves because:
their behaviour is focused
they try hard
they keep trying
they develop strategies
Prof.Vyjayanthi, Dhruva College of
Mangement, Hyderabad
Goal-Setting Theory
Prof.Vyjayanthi, Dhruva College of
Mangement, Hyderabad
 Some “live issues” in Goal-Setting

• How to enhance goal commitment (participative?)

• Who defines “challenging”?
• Conflict between goals
Individual v. group
Competing personal goals
• Goals set Vs dynamic environment

Prof.Vyjayanthi, Dhruva College of

Mangement, Hyderabad
 Process theories
3.Equity theory (John Stacey Adams)
 Individuals compare their job inputs & outcomes with those of
others & then respond so as to eliminate any inequities

 Minor qualifications:
1. people have a great deal more tolerance of overpayment
inequities than of underpayment inequities.
2. not all people are equity sensitive, such as benevolent types

Prof.Vyjayanthi, Dhruva College of

Mangement, Hyderabad
Prof.Vyjayanthi, Dhruva College of
Mangement, Hyderabad
 Motivation and Job Design
Hackman and Oldham
Motivation through design of work.
Five “Core Job Dimensions”
1. Skill Variety
2. Task Identity
3. Task Significance
4. Autonomy
5. Feedback

Prof.Vyjayanthi, Dhruva College of

Mangement, Hyderabad
Hackman & Oldham’s Work Design Model
Prof.Vyjayanthi, Dhruva College of
Mangement, Hyderabad
So…what do all these theories add up to?

1. Successful work performance can arise from many

different needs/motives.
2. People need to believe they can perform effectively if
they try.
3. The rewards for good performance should actually be
desired by the people concerned.
4. What constitutes good performance should be clearly
defined.
5. People need feedback on their performance.
6. People’s values and identity matter.
Prof.Vyjayanthi, Dhruva College of
Mangement, Hyderabad