MOTIVATION AND

JOB PERFORMANCE
 Motivation

Motivation is a function of interaction

between the internal propensities of the
individual with the stimuli and incentives
in the external environment

M = F (I * E ) T
 Internal Propensity
• Intensity (how hard a person tries)
• Direction (channelizing efforts toward goal)
• Persistent (how long a person can sustain
efforts)
 Need
Some internal state that makes certain

outcome appear attractive

Drive
Instinctive or innate tendencies to seek

certain goal
Definition of Motivation
Motivation – the process of
arousing and sustaining goal-
directed behavior
 Early Philosophers

Plato
Division of labor
Max Weber
work contributes to salvation
Sigmund Freud
delve into the unconscious mind to better
understand a person’s motives and needs
 Early Philosophers

Adam Smith
“enlightened” self-interest; that which is
in the best interest and benefit to the
individual and to other people

Frederick Taylor
founder of scientific management;
emphasized cooperation between
management and labor to enlarge
company profits
3 Groups of
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
Need -Wants Satisfaction Chain
NEEDS Give WANTS Which TENSION
rise to cause

Which Which SATISFACTION

ACTION
Give results in
rise to
Early Theories of Motivation
1. Maslow’s Need Hierarchy

Self
Actualization

Esteem or Status

Affiliation or Acceptance
Security or Safety

Physiological Needs
 2.McGregor’s Theory X & Y
Assumptions about People at Work
Assumption “X” Assumption “Y”
1. People dislike work and 1. People will direct themselves
will avoid it if they can. towards accepted targets.
2. People must be forced to 2. The targets people set for
produce the right effort. themselves are more effective
3. People are motivated and often more demanding
mainly by money. than those imposed on them.
3. Work is a necessary part of
people’s personal
development.
 Assumption about People at Work
[Contd.]
Assumption “X” Assumption “Y”
4.People have little creativity 4. People have considerable
except for getting round creativity and ingenuity which are
management rules. grossly underused.
5. People will work harder 5.Under the right conditions people
when they fear their job is will look for ways to realize their
under threat. own potential
6.People would rather be 6.Under the right conditions people
directed than accept authority. will seek, and accept authority.
7.People want to be interested in
their work and, under the right
conditions, want to enjoy it.
 3.Herzberg’s Two-Factor Model as
Linked with Maslow’s Need -Hierarchy
Need - Hierarchy - Challenges worth achieving
- Growth in the job
Self Actualization - Responsibility
Motivators
- Job Content
Satisfiers
- Intrinsic Factors
Esteem or Status

Affiliation or - Inter Personal relation

Acceptance Maintenance - Policy + ADM
Factor - Quality of Sup.
Security or Safety - Extrinsic Factors

Physiological Needs - Working Cond.

- Job Security
-Job Context
Dissatisfiers - Salary
(Hygiene Factors) - Personal Life
Contemporary Theories of
Motivation

1.Alderfer’s ERG Theory : Existence

Relatedness
Growth
Make a choice for hitting the target
1. Within Arm’s, you get Rs.500
2. Bit farther, but 80% people are able to hit
it, you get Rs.1000
3. At quite distance, but 50% people are
able to hit it, you get Rs.2000
4. At a significant distance, but very few
people are able to get it, you get Rs.
4000
5. At a great distance, but rarely one is able
to hit it, you get Rs. 8000.
Contemporary theories (contd.)

2. Mc.Clelland Theory of Needs

(i) Need for Achievement
(ii) Need for Power
(iii) Need for Affiliation
 3.Expectancy Model
of Motivation (Victor Vroom)
Effort
Effort Performance Reward

Perceived
Perceivedeffort
effort–– Perceived
Perceived
performance
performance performance –
value of reward
probability
probability reward probability
“What are my “What are my “What rewards
chances of getting chances of getting do I value?”
the job done if I the rewards I value
put forth the if I satisfactorily
necessary effort?” complete the job?”
 The Expectancy Model
Motivation = Valence X Expectancy X
Instrumentality
Skills +
Valence E Abil.
E
F Per
Expect. O form Reward
R ance
Instru.- T
Role
Perception
 Some Other Theories
•Four Drive Theory (drive to acquire, drive to
bond, drive to learn, drive to defend)
•Goal-setting and Feedback
•Cognitive evaluation theory (Extrinsic reward for
intrinsic motivation actually de-motivates)
•Self-efficacy theory (enactive mastery, vicarious
modeling, verbal persuasion and arousal)
•Organizational Justice and Equity Theory
 Components of Organizational
Justice
•Distributive justice (the perceived fairness in
outcome we receive relative to our contributions
and the outcomes and contribution of others-
equity principle is most common distributive
justice in the organization)

•Procedural justice ( the fairness of the

procedures used to decided the distribution of
resources)
 Equity Theory
A theory that explains how people develop
perceptions of fairness in the distribution
and exchange of resources
 Elements of Equity Theory

•Determining outcome/input ratio

•Forming an equity evaluation
•People vary in their equity sensitivity
JOB PERFORMANCE
 What is Performance?

Performance is what is expected to be

delivered by an individual or a set of
individuals within a time frame. What is
expected to be delivered could be stated
in terms of results with specification of
conditions under which it is to be given
 Motivation through financial
rewards
• Variable (piece rate, commission, merit,
bonus, profit sharing, gain sharing, ESOP)
• Flexi benefits
• Competency based
• Seniority based
• Status based
 Motivating by the work
environment
1.Job Design
-Characteristic of job
*Skill variety
*Job identity
*Task significance
*Autonomy
*Job feedback
 Job Design Practices
•Job rotation
•Job enlargement
•Job enhancement
 2.Empowerment

A psychological concept in which people

experience more self-determination,
meaning, competence and impact regarding
their role in organization
 Dimensions of Empowerment
• Self-determination
• Meaning
• Competence
• Impact
 3. Alternative work arrangements
• Flexi time
• Job sharing
• Telecommuting (work from any where)
 Motivation through employee
involvement
• Participative management
• Quality circles
• Employee recognition programs
Practical Motivational Steps for Job
Performance
• Make people feel valued
• Provide a challenge in job and scope for
development
• Recognize achievements
• Communicate regularly
 Practical Motivational Steps for
Job-performance
Make people feel valued by:
• regularly monitoring and appreciating each
subordinates’ work.
• sharing an interest in whatever they hold
important..
• creating a good working environment by being
approachable.
• ensuring everyone understands the importance of
their contribution to the team’s objectives.
• ensuring everyone understands the function of the
organisation, and why industry matters.
 Practical Steps in Motivation
(Contd.)
Provide a challenge and scope for development by:
• setting targets, after consulting, and reviewing them
at regular intervals.
• providing relevant training - where appropriate by
using people to train other, in the specialist skills they
may have.
• arranging any necessary internal and external
contacts.
• restructuring or grouping tasks to use peoples skills to
the fullest.
Practical Steps in Motivation (Contd.)

Provide a challenge and scope for development by:

• rotating jobs to broaden experience
• providing scope for individuals to take greater
responsibility.
• training thoroughly at least one deputy.
• encouraging ideas and suggestions and listening; by
delegating and allowing staff to take decisions and to
implement them.
 Practical Steps in
Motivation(Contd.)
Recognize achievements by:
• praising and communicating individual
successes.
• reporting regularly to the team on its progress.
• holding regular meetings with each individual to
monitor and counsel progress.
Practical Steps in Motivation(Contd.)

Communicate by:
•explaining the organisation’s results and achievements.
•setting and communicating the team’s objectives and
regularly appraising them of its progress.
•ensuring that team knows as how the organisation is
doing.
•communicating any changes taking place in the
organisation
•explaining decisions to assist people to accept them.