OB Motivation Theories

38
Organisational Organisational Behaviour Behaviour Motivation Theories Motivation Theories By: Sanjeev K. Singh By: Sanjeev K. Singh Faculty- OB Faculty- OB

Transcript of OB Motivation Theories

Page 1: OB Motivation Theories

Organisational Organisational BehaviourBehaviour

Motivation TheoriesMotivation Theories

By: Sanjeev K. SinghBy: Sanjeev K. SinghFaculty- OBFaculty- OB

Page 2: OB Motivation Theories

MotivationMotivation• Motivation is derived from Latin word movere which means “to move”

• “a process that starts with physiological or psychological deficiency or need that activates a behaviour or a drive that is aimed at a goal or incentive”. (Luthans:1998).

• “The process that account for an individual’s intensity, direction and persistence of effort toward attaining a goal”. (Robbins)

Page 3: OB Motivation Theories

Concept of MotivationConcept of Motivation• A need must be felt by an individual

in such a way that it drives him/her to satisfy it.

• The force underlying this behaviour may be called motivation.

• This force may vary depending upon the intensity and importance of the need to the individual.

Page 4: OB Motivation Theories

Contd.Contd.• Peoples behaviour is determined by

what motivates them. Their performance is a product of both ability level and motivation.– Needs: a physiological or psychological

imbalance leads to the creation of a need

– Drives/motives: propel individual to attain their goals or satisfy their needs.

– Incentives: that can fulfill a need and decrease the intensity of a drive is called an incentive.

Page 5: OB Motivation Theories

Basic Motivational Model Basic Motivational Model (Mullins:1996)(Mullins:1996)

Needs or Needs or expectationsexpectations

Driving ForceDriving Force (behaviour or action)

Desired Desired GoalsGoals

result in to achieve

Fulfillment Fulfillment

which providefeedback

Page 6: OB Motivation Theories

Types of Motivation Types of Motivation TheoriesTheories

• Content Theories• Process Theories

Page 7: OB Motivation Theories

Content TheoriesContent Theories• These theories attempt to explain

those specific things which actually motivate the individual at work.

• These theories are concerned with identifying peoples needs and their relative strengths, and the goals they pursue in order to satisfy these needs.

• Content theories place emphasis on what motivates human behaviour i.e. the wants and needs that people are trying to satisfy.

Page 8: OB Motivation Theories

Process TheoriesProcess Theories• These theories attempt to identify

the relationship among the dynamic variables which make up motivation.

• They are concerned more with how behaviors are initiated, directed and sustained.

• Process theories place emphasis on the actual process of motivation, looking at how the external context drives people to behave.

Page 9: OB Motivation Theories

Content ModelsContent Models• The Hierarchy of Needs Theory

(Maslow:1943).• The ERG Theory (Alderfer:1972).• The Acquired Needs

Theory/Achievement Motivation Theory(McClelland:1961).

• The Dual-Factor Theory (Herzberg:1968).

Page 10: OB Motivation Theories

Process ModelsProcess Models• Theory X, Theory Y (McGregor:1960)• Expectancy Theory (Vroom:1964 and

Porter & Lawler:1968)• Equity Theory (Adams:1965)

Page 11: OB Motivation Theories

Maslows Hierarchy of NeedsMaslows Hierarchy of Needs• Basic proposition is that people are

wanting beings, they always want more, and what they want depends on what they already have.

• Hierarchy ranges through 5 levels and is displayed in the form of a pyramid implying a thinning out of needs as people progress up the hierarchy.

• Ascending order implies that it is the next unachieved level that acts as the motivator.

Page 12: OB Motivation Theories

Maslows Hierarchy of Maslows Hierarchy of NeedsNeeds

Self - actualisation Realisation of full potential.

Esteem Ego needs.

Love Social needs. Social and civilisational needs.

Safety Protection and security needs.

Basic and instinctive needs.

Physiological Basic needs.

Page 13: OB Motivation Theories

Alderfer’s ERG TheoryAlderfer’s ERG Theory• This is a modified need hierarchy

model and it condenses Maslows five levels of need into only three levels based on the core needs of:– EExistence– RRelatedness– GGrowth

Page 14: OB Motivation Theories

Alderfers ERG TheoryAlderfers ERG Theory

Existence Relatedness Growth

Physiological and material needs. Social, interpersonal and friendship needs. Personal growth, development, self-respect.

Page 15: OB Motivation Theories

Alderfers ERG TheoryAlderfers ERG Theory• Existence needs Existence needs are concerned with

sustaining human existence and survival and cover physiological and safety needs of a material nature.

• Relatedness needsRelatedness needs are concerned with relationships to the social environment and cover love or belonging, affiliation and meaningful interpersonal relations of a safety or esteem nature.

Page 16: OB Motivation Theories

Alderfers ERG ModelAlderfers ERG Model

• Growth needs Growth needs are concerned with the development of potential and cover self-esteem and self-actualization.

• The theory propounds that a) The lower order needs must be satisfied to move on to

higher order needs (satisfaction progressions in process)

b) The frustration of higher order needs the person can go back to lower order needs ( frustration regression process)

c) All three needs can operate simultaneously.

Page 17: OB Motivation Theories

Herzberg’s Dual-Factor Herzberg’s Dual-Factor TheoryTheory

• Herzberg’s original study consisted of interviews with 203 accountants and engineers.

• The object of the research being to design jobs that provided job satisfaction, thereby encouraging higher levels of performance.

• This process developed into job enrichment.

Page 18: OB Motivation Theories

Herzberg’s Dual Factor Herzberg’s Dual Factor TheoryTheory

Hygience or Maintenance Factors

Salary

Job Security

Working Conditions

Level and Quality of Supervision

Company Policy and Administration

Interpersonal Relations

The Dissatisfiers

MOTIVATION AND JOB SATISFACTION

Page 19: OB Motivation Theories

Herzberg’s Dual Factor Herzberg’s Dual Factor TheoryTheory cont.cont.

MOTIVATION AND JOB SATISFACTION

The Satisfiers

Sense of Achievement

Recognition

Responsibility

Nature of the Work

Personal Growth and Advancement

Motivators or Growth Factors

Page 20: OB Motivation Theories

Hygiene or Maintenance Hygiene or Maintenance Factors (Herzberg)Factors (Herzberg)

• These are the factors, which if absent, cause dissatisfaction.

• They are related to the job context and concerned with the job environment.

• They serve to prevent dissatisfaction.• They act as a ‘platform’ upon with

the satisfaction factors can be built.

Page 21: OB Motivation Theories

Motivators or Growth Motivators or Growth Factors (Herzberg)Factors (Herzberg)

• These factors, if present, serve to motivate the individual to superior effort and performance.

• These factors are related to the job content of the work itself.

• The strength of these factors will affect feelings of satisfaction or no satisfaction, but not dissatisfaction.

Page 22: OB Motivation Theories

McClellands Achievement McClellands Achievement Motivation TheoryMotivation Theory

• McClelland identified different motivational categories of people and if you could identify which category a person fell into it would help establish which patterns of motivation would lead to effective performance and success at work.

Page 23: OB Motivation Theories

McClellands Achievement McClellands Achievement Motivation TheoryMotivation Theory

• Three motives identified by McClelland:

Need for Achievement

Need for PowerNeed for Affiliation

Page 24: OB Motivation Theories

1. Need for Achievement1. Need for Achievement• The need for achievement is the desire to

consistently want challenging tasks demanding responsibility and application.

• McClelland sees this need as the most critical for the organisations growth and success.

• This need is linked to entrepreneurial spirit and the development of available resources.

Page 25: OB Motivation Theories

2. Need for Power2. Need for Power• The need for power is directed to the

manager working for an organisation that is concerned with group goals and the power is exercised on behalf of other people, this is ‘socialised’ power and should be distinguished from ‘personalised’ power which is characterised by satisfaction from exercising dominance over other people.

Page 26: OB Motivation Theories

3. Need for Affiliation3. Need for Affiliation• This is the need for good social and

personal relations with people.• It is related to Maslow’ social needs -

the need to belong.• If an individual does not experience

any sense of belonging within the organisation they will not be motivated to perform well. .

Page 27: OB Motivation Theories

McGregor’s Theory X, McGregor’s Theory X, Theory YTheory Y

• McGregor put forward two suppositions about human nature and behaviour at work.

• He argues that the style of management adopted is a function of the managers attitudes towards people and assumptions about human nature and behaviour.

Page 28: OB Motivation Theories

Theory X (McGregor)Theory X (McGregor)• Theory X represents the assumptions

on which traditional organisations are based, and was widely accepted and practiced before the development of the human relations approach.

• The central principle is direction and control through a centralised system of organisation and the exercise of authority.

Page 29: OB Motivation Theories

Theory X AssumptionsTheory X Assumptions• The average person is lazy and has an

inherent dislike of work.• Most people must be coerced, controlled,

directed and threatened with punishment if the organisation is to achieve its objectives.

• The average person avoids responsibility, prefers to be directed, lacks ambition and values security most of all.

• Motivation occurs only at the physiological and security levels.

Page 30: OB Motivation Theories

Theory Y (McGregor)Theory Y (McGregor)• Theory Y represents the assumptions

consistent with current research knowledge.

• The central principle is the integration of the individual and organisation goals.

• It is recognised as the best way to elicit co-operation from workers.

Page 31: OB Motivation Theories

Theory Y AssumptionsTheory Y Assumptions• For most people work is as natural as

play or rest.• People will exercise self-direction and

self-control in the service of objectives to which they are committed.

• Commitment to objectives is a function of rewards associated with their achievement.

Page 32: OB Motivation Theories

Theory Y Assumptions Theory Y Assumptions cont.cont.

• Given the right conditions the average worker can learn to accept and to seek responsibility.

• The capacity for creativity in solving organisational problems is distributed.

• The intellectual potential of the average person is only partially utilised.

• Motivation occurs at all of Maslow’s levels.

Page 33: OB Motivation Theories

Expectancy TheoryExpectancy Theory• Vroom’s expectancy theory(1964)

maintains that employees behave in ways they expect will produce positive outcomes.

• The model suggest that the persons level of effort or force (motivation) is not simply a function of rewards.

• It is a measure of the strength of a particular outcome has for the individual.

Page 34: OB Motivation Theories

Expectancy TheoryExpectancy Theory• Vroom’s expectancy theory is:

– F = Sum (E * V) where,• F = Force - the motivation or the force used

to achieve it.• E = Expectancy - the possibility of achieving

a certain outcome through certain actions.• V = Valency - the preference an individual

has for a particular outcome, the worth placed on a particular result.

Page 35: OB Motivation Theories

Expectancy TheoryExpectancy Theory• Porter and Lawler (1968) develop

Vroom’s expectancy theory by suggesting that there are two factors determining the effort people put into their jobs.– The value of the reward to individuals in

so far as they satisfy their need for security, social esteem, autonomy and self-actualization.

Page 36: OB Motivation Theories

Expectancy TheoryExpectancy Theory– The probability that reward depends on

effort, as perceived by individuals - in other words their expectations of the relationship between effort and reward.

• Thus the greater the value of a set of rewards and the higher the probability that receiving each of these rewards depends upon effort, the greater the effort that will be made in a given situation.

Page 37: OB Motivation Theories

Adams Equity TheoryAdams Equity Theory• Equity theory focuses on peoples

feelings of how fairly they feel they have been treated in comparison with the treatment received by others.

• It is based on exchange theory.• People expect certain outcomes in

exchange for certain inputs or contributions.

Page 38: OB Motivation Theories

Adams Equity TheoryAdams Equity Theory• Adams states that people will be better

motivated if they are treated equitably.• The exchange variables are:

– Inputs - what the individual brings to their employment in terms of effort, experience and skills.

– Outcomes - the range of factors the employee receives in return for their inputs i.e. all the financial and non-financial rewards.