Final Copy Motivation

8/9/2019 Final Copy Motivation

1/30


2/30

MMOTIVATIONOTIVATION


3/30

TTHEORIESHEORIES OFOF MMOTIVATIONOTIVATIONy Early Theories of Motivation

Hierarchy of Needs Theory

Theory X and Theory Y

Two-Factor Theory

y Contemporary Theories of Motivation ERG Theory

Cognitive Evaluation Theory

Goal-Setting Theory

McClellands Theory of Needs

Reinforcement Theory

Equity Theory

Expectancy Theory


4/30

CCONTEMPORARYONTEMPORARY

TTHEORIESHEORIES OFOF MMOTIVATIONOTIVATION


5/30

MMASLOWASLOWSS NNEEDEED HHIERARCHYIERARCHY

SelfActualization

Esteem

Social

Safety

Physiological


6/30

ERG TERG THEORYHEORY

y Clayton Alderfer

y Based on needs but differs from Maslows

theory in three basic respects.

Theory collapses Maslows five need categories

into three: Existence needs, Relatedness needs,

Growth needs

ERG theory contends that more than oneneed may be activated at the same time.

Frustration Regression Dimension


7/30

ERG TERG THEORYHEORY VV//SS MMASLOWASLOWSS HHIERARCHYIERARCHY

SelfActualization

Esteem

Social

Safety

Physiological

GROWTH

RELATEDNESS

EXISTENCE

External Component

Internal Component

Back


8/30

ERG TERG THEORYHEORY

Frustration Regression Dimension:

Frustration in

attempting to satisfy a higher levelneed

can result in regression to a lower level

need.


9/30


10/30


11/30

CCOGNITIVEOGNITIVE EEVALUATIONVALUATION TTHEORYHEORY

UUNDERNDER AATTACKTTACK

Testing done with students.

V. High intrinsic motivation levels are

strongly resistant to the detrimentalimpact of extrinsic reward.

There is a powerful norm for extrinsic

reward even when job is inherently

interesting.

On dull tasks, extrinsic rewards appear

to increase intrinsic motivation.


12/30

CCOGNITIVEOGNITIVE EEVALUATIONVALUATION TTHEORYHEORY

UUNDERNDER AATTACKTTACKy Low level jobs; not inherently satisfyingenough to foster high intrinsic interst.

y Many Mangerial and Professional

positions; offer intrinsic rewards.


13/30


14/30

GGOALOAL SSETTINGETTING

TTHEORYHEORY

y Developed by Locke, Wood

and Mento and contributed by

Fredrick W. Taylor, Peter

Drucker.

y Goal is a desired consequence

of an action.

y According this theory, along

with guiding organizational

efforts, goals motivatey Primary attributions of goals:

Content

Intensity


15/30

GGOALOAL SSETTINGETTING TTHEORYHEORYy Features of Goals

Goals must be owned and accepted

Goals must be specific

Goals must have a specific time frame

Goals must be measurable Content and intensity of the goal also defines it.

y Factors influencing goal-performance relationships:

Feedback Goal Commitment

Self Efficacy

National Culture


16/30

GGOALOAL SSETTINGETTING TTHEORYHEORY

y Management By Objectives

Refers to the process of setting goalsthrough the participation of

management and workersy Stages of MBO

Consensus on key goals and objectives

Sketching Plan Of Action Control of behavior

Periodic Appraisal and Reviews


17/30

AACQUIREDCQUIRED NNEEDSEEDS TTHEORYHEORYy David I. McClelland.

y Used TAT(Thematic Apperception Test) as a

way of measuring human needs.

y 3 needs which operate over time, as a result

of life experiences. They are:

- Need of Achievement

- Need of Affiliation

- Need of Power

Managers should learn to identify these and

create work environments that are responsive

to needs.


18/30

AACQUIREDCQUIRED NNEEDSEEDS TTHEORYHEORY

nAch

nPow

nAff

Need for Power:

It is the desire to control

others and influence theirbehavior.

Need for Achievement:

It is the desire to do

better, solve problems, ormaster complex tasks.

Need for Affiliation:

It is the desire for friendly

and warm relationswith others.


19/30

AACQUIREDCQUIRED NNEEDSEEDS TTHEORYHEORY

y 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.


20/30


21/30


22/30

EEQUITYQUITY TTHEORYHEORY Workplace development by J. Stacy Adams.

People gauge the fairness of their work

outcomes in relation to others and then

respond to eliminate inequities.

*O/ IA represents the employee & O/IB represents relevant others.

The equity process must be managed so as

to influence the reward recipients equity

perceptions.

Ratio Comparison PerceptionO/IA < O/IB Felt Negative Inequity

O/IA = O/IB Equity

O/IA > O/IB Felt Positive Inequity


23/30

EEQUITYQUITY TTHEORYHEORY

y Choices for dealing with inequity:

Change work inputs

Change the outcomes (rewards) received

Leave the situation

Change the comparison points

Psychologically distort the comparisons

Take actions to change the inputs or outputsof the comparison person


24/30

EEQUITYQUITY TTHEORYHEORY

y Research Evidence on Equity Theory:

Overpayment (felt positive inequity) results in

increased quantity or quality of work.

Underpayment (felt negative inequity) results in

decreased quantity or quality of work.

Overpayment and underpayment results are

closely tied to individualistic cultures.

Collectivist cultures emphasize equality rather

than equity.


25/30


26/30


27/30

EEXPECTANCYXPECTANCY TTHEORYHEORY

y

(M) = (E) (I) (V).y multiplier effect means the motivational

appeal of a given work path changes with

(E), (I) & (V)

IndividualEffort

IndividualPerformance

OrganizationalRewards

Personal Goals

Expectancy(E)

It is theprobability that

work effort willbe followed byperformanceaccomplishment.

Instrumentality

(I)

It is theprobability that

performance willlead to variouswork outcomes.

Valence(V)

It is the value tothe individual of

various workoutcomes.


28/30

EEXPECTANCYXPECTANCY TTHEORYHEORY

y Research evidence on Expectancy Theory:

May be useful to distinguish between extrinsicrewards and intrinsic rewards.

Does not specify which rewards will motivateparticular groups of workers, thereby allowingfor cross-cultural differences.


29/30

IINTEGRATINGNTEGRATING THETHE MMOTIVATIONOTIVATION TTHEORIESHEORIES


30/30

TTHANKHANKYYOUOU

PRESENTED BY:

ABHISHEKLADDHA

ANKIT R JAIN

CHINTAN SHAH

NEHA CHAUDHURI

NIDHI SHARMA

SHWETA ANAND

Final Copy Motivation

Documents

Transcript of Final Copy Motivation