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Chapter Seven: Motivation

The document discusses various theories and models of motivation. It defines motivation and outlines challenges in studying motivation. It describes content theories of motivation put forward by Maslow, Alderfer, Herzberg, and McClelland. Process theories discussed include Vroom's expectancy theory, Adams' equity theory, and Locke's goal setting theory. Other topics covered are management by objectives (MBO), job characteristics model (JCM), and approaches to job redesign.

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152 views

Chapter Seven: Motivation

The document discusses various theories and models of motivation. It defines motivation and outlines challenges in studying motivation. It describes content theories of motivation put forward by Maslow, Alderfer, Herzberg, and McClelland. Process theories discussed include Vroom's expectancy theory, Adams' equity theory, and Locke's goal setting theory. Other topics covered are management by objectives (MBO), job characteristics model (JCM), and approaches to job redesign.

Uploaded by

JAKAN
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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CHAPTER SEVEN

MOTIVATION

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MOTIVATION DEFINITION

 VITELES
Motivation represents an
unsatisfactory need which creates
a state of tension or disequilibrium,
causing the individual to move in a
goal directed pattern towards
restoring a state of equilibrium, by
satisfying the need.
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MOTIVATION DEFINITION

ROBBINS
Motivation is the process that
accounts for an individuals
intensity, direction and
persistence of effort toward
attaining a goal.

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MOTIVATION CHALLENGES

 Motives can only be inferred


 Motives are dynamic in nature
 There are considerable differences
in people’s motivation and the
energy with which people respond
to them.
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THEORIES OF MOTIVATION

CONTENT PROCESS
Maslow
Vroom
Alderfer
Adams
Herzberg
Locke
Mcclelland

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MASLOW’S NEED HIERARCHY
MODEL

Self actualization needs

Esteem needs

Affiliation needs

Security
needs
Physiological
needs

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ALDERFER’S ERG THEORY

 Existence needs

 Relatedness needs

 Growth needs

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HERZBERG’S TWO-FACTOR
THEORY
Hygiene Factors Motivation Factors
*Wage & salary *The job itself
*Company policies *Recognition
& administration rules *Achievement
*Interpersonal relations *Responsibility
with peers, supervisors*Growth &
subordinates Advancement
*Working conditions &
Job security
*Supervisors technical
competence

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McCLELLAND’S THEORY OF
NEEDS

 Need for Achievement

 Need for Affiliation

 Need for Power

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VROOM’S EXPECTANCY
MODEL
 Expectancy -person’s perception of the
likelihood that a particular action
 Instrumentality -person’s belief and
expectation that his performance will lead to
a particular desired reward
 Valence -the value a person assigns to his desired
reward
Motivation Force M=E*I*V

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EQUITY THEORY (ADAMS)

Major source of job dissatisfaction

Outcome - Input ratio

O1 < O2 inequity
I1 I2

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GOAL SETTING
THEORY(LOCKE)

Goal setting-the process of


motivating employees and
clarifying their role perceptions by
establishing performance
objectives.

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MBO PROCESS

1. Clarifying organizational objectives


2. Manager-subordinate involvement
3. Matching goals and resources
4. Freedom of implementation
5. Review and appraisal of
performance

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ADVANTAGES OF MBO

1. Result oriented process


2. Goals and targets measurable
3. Managers and subordinates know what is
expected
4. Individuals know about organizational goals
5. Helps identify employees training needs
6. Periodic evaluation helps employees know how
they are doing
7. Improves management subordinate
communication

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LIMITATIONS OF MBO

1. Classical organization-authority
flows from top
2. Subordinates feel MBO makes
them work harder
3. Emphasis on quantifying goals
4. Considerable paper work takes
managers time
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LIMITATIONS OF MBO
(Contd.)
5. Emphasis on short term goals
6. Managers may not be skilled in
interpersonal interaction
7. Group goal achievement more
difficult
8. Time consuming process

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JOB CHARACTERISTICS
MODEL (JCM)
Hackman and Oldham
Critical psychological states
1. Experienced meaningfulness
2. Experienced responsibility for
work outcomes
3. Knowledge of results

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CORE JOB DIMENSIONS

 Characteristics of job
1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback

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A F
Task u e
Skill Task
+ + t e
significanc
variety identit o d
MPS= y e *
n
*
b
3 o a
m c
y k

Moderator : Growth need strength

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APPROACHES TO JOB
REDESIGN
 Job rotation
 Compressed work week
 Flexi time
 Job sharing
 Tele commuting
 Autonomous work teams
 Quality circles

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