Components of Motivation

Motivational Fit Approach: Fit with an Organization

• To some extent, motivation at work is influenced by the

connection between qualities of individuals and requirements of
the jobs they perform.

• Some characteristics of individuals such as desire to excel or

vulnerability to anxiety highly affect motivation at work.

• Highly motivated people show high level of sense of

achievement and low levels of anxiety.

• An individual’s motivation is also influenced by the motivational

skills, defined as the strategies practiced to achieve desired
objectives.
 Fit with an Organization: Motivational Skills
Emotional control and motivational control are highly effective
motivational skills that influence performance at the workplace.

Emotional control refers to an individual’s capacity to control his or

her own emotions and to stay focused on the task at hand without
allowing emotions to interfere.

Motivational control describes an individual’s capacity to push

himself/herself by directing attention to the job and to continue
putting efforts even when his/her interest begins to decrease.

Motivational fit between the employees and the organization can be

achieved by training people to develop their motivational skills.
Can goal-setting process be used to
motivate employees?
 Motivating by the Process of Setting Goals

• The process of goal setting can motivate people.

• How people respond to the assigned goals depends upon their

beliefs about their abilities (self-efficacy) to achieve the
assigned goals, and accepting them as personal goals.

• When the goals become personal goals, the goal-commitment

(the extent of investing oneself in meeting the goal) increases.

• The beliefs about self-efficacy and goal-commitment influence

involvement in the process of goal attainment.
 How to Set Effective Performance Goals?
• People feel motivated to work for specific
performance goals.

• Specific performance goals give clarity to people to

identify the desired performance levels and how to
attain those levels.

• People work hard for challenging goals, but if they

perceive their attainment as beyond the limits of
their capabilities, they might outrightly reject those
goals considering them as unreasonable or
unattainable.

• Specific goals can be most effective only if they are

set high enough to challenge people, but not so
high as to be unattainable.
 How to Set Effective Performance Goals? (Cont’d)

• Feedback helps people in

enhancing their self-efficacy
as it informs them about how
well they are doing on their
goals, and also about the
nature of adjustments
required to improve their
performance.
 Motivating
People by
Being Equitable
 Motivating People by Being Equitable
• Pay equity influences motivation level of people.

• Pay equity is about how one’s pay is as compared to that of others who
are doing a similar job.

• Equity is decided by comparing two variables: outputs and inputs.

• Outputs are what we get from our jobs, such as pay, fringe benefits,
and prestige.

• Inputs refer to our contributions to our jobs, such as experience,

qualifications, or the amount of time invested.

• People compare their ratios between outcomes received and

contributions made, with the ratios of others which subsequently
influence their motivation at work.
Adam’s Equity Theory

• People make equity judgments by comparing their own

outcome/input ratios to the corresponding outcome/input ratios of
others.

• The comparisons can result in any of the following three different

states:
1. Overpayment inequity
2. Underpayment inequity
3. Equitable payment

• Perception of inequity results in feelings of guilt or anger.

 How to Deal with Inequity?

Reactions to Inequitable Conditions

Behavioral Reactions Cognitive Reactions

Responses to Perception of Equity and Inequity
 Equity Theory And Organizational Justice

Organizational justice is an overall perception about how fair is the

work place.

Informational
Justice

Interpersonal
Justice
 Motivating by Changing Expectations

• Employees can think about what they have to do to be

rewarded and how much that reward means to them.

• Employees are motivated to work when they expect that they

will be able to achieve things that they want from their jobs,
and the job-environment supports the desirable rewards.
 Vroom’s Expectancy Theory
According to the expectancy theory, motivation is the result of the
following three basic elements:

1. Expectancy: It is the belief that one’s effort will result in

performance.

2. Instrumentality: It is the belief that one’s performance will be

rewarded.

3. Valence: It is the perceived value of the rewards to the recipient.

 Expectancy Theory (cont’d)

• Expectancy theory claims that motivation is a multiplicative

function of all three components.
 Some Important Determinants of Job Performance
According to the expectancy theory motivation is one of several
important determinants of job performance.

• High motivation may not help employees to perform if they lack

required skills and abilities.

• Job performance also suffers because of the lack of clarity about

the duties associated with the job. Clarity about role perceptions
influences the job performance.

• Performance of highly motivated employees also suffer because

of the limited opportunities available to them.
 Expectancy Theory at Workplace
• Incorporating employees suggestions about doing a particular task may
enhance the effort-performance association.

• Managers must not just tell their team members what is expected from
them but also help them to attain desired level of performance.

• Employees differ in their needs, so cafeteria-style benefit plans will be

more effective in motivating them.

• A clear link between valued rewards and expected performance will

enable employees to efficiently contribute to the organizational goals.

• Pay-for-performance plans work on the principles of expectancy theory.

People are rewarded in proportion to what they do and as long as the
rewards have value to them, they work hard to attain them.
 Maslow’s Hierarchy of Needs

• Physiological Needs

• Safety and Security Needs

• Social/Belongingness Needs

• Ego or Self-esteem

• Self-Actualization
 ERG Theory of Motivation (Clayton Alderfer)

Alderfer categorized Maslow’s hierarchy of needs into three

categories as:

• Existence (E) needs

• Relatedness (R) needs
• Growth (G) needs

• At a given point more than one need may motivate an individual.

• Frustration- regression aspect of ERG theory

McClelland’s Theory of Needs
Herzberg's Motivators and Hygiene Factors: Two Factor Theory
How will you motivate people who fit into Theory X
or Theory Y category
 Contemporary Theory of Motivation: Self-Efficacy Theory

• Self-Efficacy refers to an individual’s belief

that he/she is capable of effectively
performing a task.

• How sense of self-efficacy can be enhanced:

1. Enactive Mastery
2. Vicarious modeling
3. Verbal Persuasion
4. Psychological Feedback
or Arousal
Combined Effects of Goals and Self-Efficacy on Job Performance
Some Sources of Motivation at Workplace
1. Adequate compensation

2. Working at a company that has high values

3. Challenging work

4. Fit between work-life and non-work life.

5. Supportive, team-oriented environment

6. Opportunities for promotion and achievement

7. Peer group respect

8. Positive work culture

How to Motivate at a Workplace?

The effectiveness of motivational practices at workplace is

influenced by the following factors:

• Employee needs
• Nature of the job
• The organizational characteristics
 Job Design as a Motivator

• Job design has a great potential to motivate employees.

• Scientific management advocated that jobs can be redesigned to

get maximum outcome (performance) from the job incumbent.

• Division of labor
• Standardization and regulation of work activities
 Redesigning Job: Job Enlargement

• Job enlargement refers to the practice of horizontally expanding

the content of a job to include more variety and a greater number
of tasks at the same level.

• The added tasks require same level of skills and responsibilities.

• The added activities should belong to the same hierarchy level in

the organization.

• Positive effects of job enlargement

may be short lived.
 Redesigning Job: Job Enrichment

• Job enrichment is about vertically restructuring the job to add

additional authority, autonomy, and control over the way the job
is done.

• Job enrichment enhances job satisfaction by increasing the level

of responsibility of the employee.

• Job enrichment focuses on

enhancing intrinsic motivation.

• Employees with low achievement

motivation will feel frustrated
with enriched jobs.
 The Job Characteristics Model

• Job elements can improve the performance of employees by

affecting their psychological states.

• Job Characteristics model suggests that jobs have certain

characteristics that can have psychological impact on employees.

• The psychological impact created by job characteristics leads to

various work-related outcomes.
 The Job Characteristics Model (cont’d)

• JCM, an approach to job enrichment, proposes that five

core job dimensions can produce critical psychological states that
lead to beneficial outcomes for individuals.

Job Dimensions:
1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback
 The Job Characteristics Model (cont’d)
The ‘core’ job dimensions have critical impact on the following
psychological states of employees:

1. Experienced meaningfulness of the work

2. Experienced responsibility and accountability for outcomes of

the work.

3. Knowledge of the results of the work

 The Job Characteristics Model (cont’d)
The psychological impact created by ‘core’ job characteristics leads
to following work-related outcomes:

• High internal work motivation

• High quality work performance

• High satisfaction with work

• Low absenteeism and turnover

 The Job Characteristics Model (cont’d)

The relationship between core job characteristics and work-related

outcomes are affected by the following factors (moderators):

• Need of personal growth and accomplishment at work

• Contextual aspects of work environment

• Job related KSA

 The Job Characteristics Model (cont’d)

Motivational Potential Score (MPS) predicts the motivating

potential in a job.
 Barriers to Job Enrichment

• Lack of motivation or skills

• Demand for pay rise

• Resistance from supervisor

• Opposition by employees/union
 Employee Involvement

Employees can be motivated to perform and contribute to

organizational goals by incorporating their inputs in the matters
related to them.

Employee involvement is a process that uses the input of employees

to increase employee commitment to organizational goals and
success.
 Management by Objectives (MBO)

MBO is a process of converting organizational objectives into

individual objectives.

MBO is based on three process:

1. Goal setting
2. Participative management
3. Objective feedback
Money as a Source of Motivation

• Salary/Wage is an important source of motivation.

• Inequity experienced in respect of salary structure can

make employees dissatisfied with their jobs and reduce
their motivation level to perform.

• By designing an objective pay-structure, organizations can

reduce the internal source on inequity.

• By providing market competitive pay-structure,

organizations can reduced possibilities of felt external
inequity.
 Profit Sharing Plans

A profit sharing (gain sharing) plan increases the

performance of employees through participation and
involvement.

A profit-sharing plan distributes compensation based on

some established formula designed, considering a company’s
profitability.
 Profit Sharing Plans (cont’d)
Gain sharing programs can work effectively when:

1. Employees are given opportunities to participate in solution of

problems related to production and organization.

2. Gains resulting from the suggested solutions are directly linked

with entire firm.

3. Any changes are implemented through participative approach.

4. Feelings of a genuine partnership are developed between

workers and management.
 Employee Stock Ownership Plan (ESOP)

It is a company established benefits plan

in which employees acquire stock, often
at below-market prices, as a part of their
benefits.

By acquiring a company’s stocks

employees feel a sense of ownership
and give their best performance to
increase the profits of the company.
 Some Alternative Work Arrangements as Motivators

• Flextime

• Job Sharing

• Telecommuting
 Flexible Benefits to Motivate Employees

Flexible benefits plan

enables employees to
design a benefit
package that best suits
their needs.
 Intrinsic Rewards as a Source of Motivation

Employee recognition
program encourages
specific employee
behavior by formally
appreciating specific
employee contribution.
Any queries??