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Human ResourceManagement

MotivationMotivationMotivationMotivation

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Motivation: Chapter Contents

Definition Importance Models/Theories

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Definition of MotivationMotivation – the process of arousing and sustaining

goal-directed behavior

In narrow sense, motivation is a process of satisfying the wants and needs of the employees and inducing, encouraging and helping the employees to perform their assigned jobs more enthusiastically for the effective achievement of the organizational goals.

In broad sense, motivation is a process of directing or channeling the behaviors of the employees toward task performance.

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The Motivation Framework

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Importance of Motivation

Motivation is essential because:– Motivated employees are always looking for

better ways to do a job.– A motivated employee generally is more

quality oriented– Highly motivated workers are more productive

than apathetic employees

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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

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Maslow’s Hierarchy of Needs

Physiological

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People must, in a hierarchical order, satisfy five needs:–Physiological needs for basic survival and biological

function.–Security needs for a safe physical and emotional

environment.–Belongingness needs for love and affection.–Esteem needs for positive self-image/self-respect and

recognition and respect from others.–Self-actualization needs for realizing one’s potential

for personal growth and development.

The Need Hierarchy Approach (Maslow)

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Physiological Needs– Food, water, air and shelter.

Security Needs– Safe physical and emotional environment.

Affiliation Needs– Friendship, love and a feeling of belonging.

Esteem Needs– Feelings of achievement and self worth through

recognition, respect and prestige from others.

Self-Actualization Needs– Self-fulfillment and achievement.

The Need Hierarchy Approach (Maslow)

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Motivational Theories X and Y

Theory X

A set of assumptions of how to manage individuals who are motivated by lower order needs

Theory Y

A set of assumptions of how to manage individuals who are motivated by higher order needs

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Douglas McGregor– Developed Theory X and Theory Y

• Theory X: management’s traditionally negative view of employees as unmotivated and unwilling workers.

• Theory Y: the positive view of employees as energetic, creative, and willing workers.

Theory X & Y

Developed by N. Zaidi 12

McGregor’s Theories X and Y

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Theories Applied to Needs Hierarchy

Physiological

Safety and Security

Love (Social)

Esteem

SA Theory Y – a set of assumptions of how to manage individuals motivated by higher order needs

Theory X – a set of assumptions of how to manage individuals motivated by lower order needs

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MOTIVATIONAL DRIVES

David C. McClelland of Harvard University developed the following four motivational drives:– 1. Achievement motivational drive– 2. Affiliation motivational drive– 3. Competence motivational drive– 4. Power motivational drive

Achievement motivational drive: Some employees in the organization may have achievement motivational drive. The employees, who have such drive, try to overcome the challenges and to achieve the goals/objectives. To these employees, achievement of goals/objectives is important for its own sake, not because some benefits or rewards are associated with this achievement of goals/objectives. These employees will work harder and longer period if they perceive that they would receive personal credits for their effective performances.

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MOTIVATIONAL DRIVES Affiliation motivational drive: Some employees

have affiliation motivational drives. They want to relate themselves with others in the organization. These people become satisfied by getting associated with their fellows and friends and they should be given job freedom as well.

Competence motivational drive: Some employees have competence motivational drive. They want to perform high quality work and they want to improve/develop their skills in the work place.

Power motivational drive: In an organization, some employees have power motivational drives. They want to influence other people and the organization as a whole. They want to participate in decision making, problem solving, and policy making process with the management of the organization that are related to their interest.

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Self-actualization

2 Motivational Need TheoriesMaslow

HigherOrderNeeds

LowerOrderNeeds

Esteem selfinterpersonal

Safety and Security interpersonal

physical

Belongingness(social and love)

Physiological

McGregor

Theory Y

Theory X

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Herzberg’s Two-Factor Theory

Hygiene Factor – work condition related to dissatisfaction caused by discomfort or pain– maintenance factor

– contributes to employee’s feeling not dissatisfied

– contributes to absence of complaints Motivation Factor – work condition related to

the satisfaction of the need for psychological growth– job enrichment– leads to superior performance & effort

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Motivation–Hygiene Theory of Motivation

Hygiene factors avoid job dissatisfaction

• Company policy and administration

• Supervision• Interpersonal relations• Working conditions• Salary• Status• Security

• Achievement• Achievement recognition • Work itself• Responsibility• Advancement• Growth• Fringe Benefit?

Motivation factors increase job satisfaction

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The Two Factor Theory of Motivation

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Motivation–Hygiene Combinations

High M Low M

High H high motivation few complaints

low motivation few complaints

Low H high motivation many complaints

low motivation many complaints

(Motivation = M, Hygiene = H)

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Ways to Motivate People

Training Coaching Task assignments Rewards contingent on good

performance Valued rewards available

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Motivation & PerformanceMotivation × Ability = Performance (M × A = P)