Motivation

Motivation
7-1
Defining Motivation
The result of the interaction between the individual
and the situation.
 The processes that account for an individual’s
intensity, direction, and persistence of effort
toward attaining a goal – specifically, an
organizational goal.
 Three key elements:

 Intensity – how hard a person tries
 Direction – effort that is channeled toward, and
consistent with, organizational goals
 Persistence – how long a person can maintain effort
7-2
Motivation
Motive + Action = Motivation
 It is a POSITIVE force that can change

life!
 It is encouragement.
 It comes from a desire to succeed.
3
Lakshya
 Tu chal
 Milkha Singh
 The Dilemma –
https://www.youtube.com/watch?v=2-4FViY
VmSU&t=401s
 The team
 The end -
https://www.youtube.com/watch?v=psgjh9jFy
Ms 4
External and Internal
Motivation
 External motivation is short term.
 Internal motivation is long term; it comes
from within and translates to self-
motivation.
 Become internally driven, NOT externally
driven.
5
Advantages of External
Motivation
 Gets the job done quickly.
 Prevents loss by meeting guidelines.
 Performance improves in the short

run.
6
Disadvantages of External
Motivation
 Motivation is present until

motivator is present.
 Stressful.
 Performance goes down in the
long run.
 Discourages creativity due to the
strict rules and time lines.
7
Early Theories of Motivation
These early theories may not be valid, but they
do form the basis for contemporary theories
and are still used by practicing managers.
1.Maslow’s Hierarchy of Needs Theory

2.McGregor’s Theory X and Theory Y
3.Herzberg’s Two-Factor Theory
4.McClelland’s Theory of Needs
7-8
1. Maslow’s Hierarchy of
Needs
There is a hierarchy of five needs. As each need is substantially
satisfied, the next need becomes dominant.
Assumptions
Self-Actualization  Individuals cannot
Higher Order Esteem
move to the next
higher level until all
Internal needs at the
Social current (lower)
level are satisfied
Lower Order Safety
 Must move in
External Physiological hierarchical order
7-9
2. McGregor’s Theory X and Theory Y
 Two distinct views of human beings: Theory X

(basically negative) and Theory Y (positive).
 Managers used a set of assumptions based on their view
 The assumptions molded their behavior toward
employees
Theory X Theory Y
• Workers have little • Workers are self-
ambition directed
• Dislike work • Enjoy work
• Avoid responsibility • Accept responsibility
 No empirical evidence to support this theory.

7-10
3. Herzberg’s Two-Factor
Theory
Key Point: Satisfaction and dissatisfaction are not opposites
but separate constructs
Hygiene
Motivators
Factors
Company
Growth
Policies
Extrinsic and Intrinsic and
Related to Related to
Salary Responsibility
Dissatisfaction Satisfaction
Work
Achievement
Conditions
7-11
4. McClelland’s Three Needs Theory
 Need for Achievement (nAch)

 The drive to excel, to achieve in relation to a set of
standards, to strive to succeed
 Need for Power (nPow)
 The need to make others behave in a way that they would
not have behaved otherwise
 Need for Affiliation (nAff)
 The desire for friendly and close interpersonal relationships
 People have varying levels of each of the three needs.
 Hard to measure
7-12
Contemporary Theories of Motivation
1. Self-Determination Theory
2. Goal-Setting Theory
– Management by Objectives (MBO)
3. Self-Efficacy Theory
– Also known as Social Cognitive Theory or Social
Learning Theory
4. Reinforcement Theory
5. Equity Theory
6. Expectancy Theory
7-13
1. Self-Determination Theory
(Deci and Ryan, 1985)

People prefer to feel they have control over their actions, so
anything that makes a previously enjoyed task feel more like an
obligation than a freely chosen activity will undermine
motivation.
Major Implications for Work Rewards
 Intrinsic and extrinsic rewards are not independent
 Extrinsic rewards may decrease intrinsic rewards
 Goal setting is more effective in improving motivation
 Verbal rewards increase intrinsic motivation; tangible rewards
reduce it
7-14
2. Goal-Setting Theory
(Deci and Ryan, 1985)
 Basic Premise:
 That specific and difficult goals, with self-generated feedback, lead
to higher performance
Principles of GST
1. Clarity: Goals must be clear and specific.
2. Challenge: Goals should be sufficiently challenging to keep
employees engaged and focused .
3. Commitment: Employees need to understand and support the
goal they are being assigned from the beginning.
4. Feedback: Regular feedback should be provided throughout the
goal-achieving process.
5. Task complexity: Goals should be broken down into smaller goals.
7-15
Implementation of Goal-Setting:
Management by Objectives
 MBO is a systematic way to utilize goal-setting.
 Goals must be:
 Tangible
 Verifiable
 Measurable
 Corporate goals are broken down into smaller,
more specific goals at each level of organization.
 Four common ingredients to MBO programs:
 Goal specificity
 Participative decision making
 Explicit time period
 Performance feedback
7-16
3. Victor Vroom’s Expectancy Theory
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
the outcome to the individual.
Expectancy of Instrumentality Valuation of the
performance of success in reward in
success getting reward employee’s eyes
7-17

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Motivation

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Motivation

 Three key elements:

Motive + Action = Motivation

 It is a POSITIVE force that can change

 Prevents loss by meeting guidelines.

 Performance improves in the short

 Motivation is present until

1.Maslow’s Hierarchy of Needs Theory

 Two distinct views of human beings: Theory X

 No empirical evidence to support this theory.

 Need for Achievement (nAch)

(Deci and Ryan, 1985)

The strength of a tendency to act in a certain

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