MOTIVATING

PRESENTERS:
EMPLOYEES
BILAL HADID
USAMA ASHRAF
ASAD KHAN
SHAN HAIDER
MOIZ SHEIKH INSTRUCTOR:
MISS AMBREEN SHAUKAT
 CONTENT
1. Introduction.
2. What is Motivating?
3. Early theories of Motivating.
4. Contemporary Theories of Motivation
5. Current Issues in Motivation
6. Article Summary.
MOTIVATING EMPLOYEES
WHAT IS MOTIVATION?
Motivation:
1) Is the result of an interaction between the person and a
situation; it is not a personal trait.
2) Is the process by which a person’s efforts are energized,
directed, and sustained towards attaining a goal.
Energy: A measure of intensity or drive.
DIRECTION: Toward organizational goals
PERSISTANCE: Exerting effort to achieve goals.
EARLY THEORIES OF MOTIVATION

 Maslow’s Hierarchy of Needs

 McGregor’s Theories X and Y
 Herzberg’s Two-Factor Theory
 McClelland’s Three Needs
Theory
EARLY THEORIES OF MOTIVATION

Maslow’s Hierarchy of Needs Theory

1) Needs were categorized as five levels of lower- to higher-order
needs.
o Individuals must satisfy lower-order needs before they can
satisfy higher order needs.
o Satisfied needs will no longer motivate.
2) Hierarchy of needs
Lower-order (external): physiological, safety
Higher-order (internal): social, esteem, self-actualization
MASLOW’S HIERARCHY OF NEEDS
EARLY THEORIES OF MOTIVATION
 McGregor’s Theory X and Theory Y
• Theory X
 Assumes that workers have little ambition, dislike work, avoid
responsibility, and require close supervision.
• Theory Y
 Assumes that workers can exercise self-direction, desire
responsibility, and like to work.
• Assumption:
 Motivation is maximized by participative decision making,
interesting jobs, and good group relations.
EARLY THEORIES OF MOTIVATION
 Herzberg’s Motivation-Hygiene Theory:
• Job satisfaction and job dissatisfaction are created by different factors.
• Hygiene factors: extrinsic (environmental) factors that create job
dissatisfaction.
• Motivators: intrinsic (psychological) factors that create job satisfaction.
– Attempted to explain why job satisfaction does not result in increased
performance.
• The opposite of satisfaction is not dissatisfaction, but rather no
satisfaction.
 Motivation and Needs
 Three-Needs Theory (McClelland)
There are three major acquired needs that are major motives in work.
• Need for achievement (nAch)
– The drive to excel and succeed
• Need for power (nPow)
– The need to influence the behavior of others
• Need of affiliation (nAff)
– The desire for interpersonal relationships
 Motivation and Goals
Goal-Setting Theory
I. Proposes that setting goals that are accepted, specific, and challenging yet
achievable will result in higher performance than having no or easy goals.
II. Is culture bound to the U.S. and Canada.
Benefits of Participation in Goal-Setting
I. Increases the acceptance of goals.
II. Fosters commitment to difficult, public goals.
III. Provides for self-feedback (internal locus of control) that guides behavior
and motivates performance (self-efficacy).
MOTIVATION AND BEHAVIOR
 Reinforcement Theory
• Assumes that a desired behavior is a function of its consequences, is
externally caused, and if reinforced, is likely to be repeated.
1. Positive reinforcement is preferred for its long-term effects on
performance
2. Ignoring undesired behavior is better than punishment which
may create additional dysfunctional behaviors.
DESIGNING MOTIVATING JOBS
• Job Design
The way into which tasks can be combined to form complete jobs.
Factors influencing job design:
• Changing organizational environment/structure
• The organization’s technology
• Employees’ skill, abilities, and preferences
Job enlargement
• Increasing the job’s scope (number and frequency of tasks)
Job enrichment
• Increasing responsibility and autonomy (depth) in a job.
DESIGNING MOTIVATING JOBS
• Job Characteristics Model (JCM)
 A conceptual framework for designing motivating jobs that create
meaningful work experiences that satisfy employees’ growth needs.
 Five primary job characteristics:
• Skill variety: How many skills and talents are needed?
• Task identity: Does the job produce a complete work?
• Task significance: How important is the job?
• Autonomy: How much independence does the jobholder have?
• Feedback: Do workers know how well they are doing?
DESIGNING MOTIVATING JOBS
• Suggestions for Using the JCM
 Combine tasks (job enlargement) to create more meaningful
work.
 Create natural work units to make employees’ work important
and whole.
 Establish external and internal client relationships to provide
feedback.
 Expand jobs vertically (job enrichment) by giving employees more
autonomy.
 Open feedback channels to let employees know how well they are
doing.
MOTIVATION AND PERCEPTION
• Equity Theory
Proposes that employees perceive what they get from a job situation
(outcomes) in relation to what they put in (inputs) and then compare
their inputs-outcomes ratio with the inputs-outcomes ratios of relevant
others.
• If the ratios are perceived as equal then a state of equity (fairness)
exists.
• If the ratios are perceived as unequal, inequity exists and the person
feels under- or over-rewarded.
• When inequities occur, employees will attempt to do something to
rebalance the ratios (seek justice).
MOTIVATION AND PERCEPTION
• Equity Theory
• Employee responses to perceived inequities:
• Distort own or others’ ratios.
• Induce others to change their own inputs or outcomes.
• Change own inputs (increase or decrease efforts) or outcomes
(seek greater rewards).
 Employees are concerned with both the absolute and relative nature
of organizational rewards.
MOTIVATION AND PERCEPTION
Equity Theory
Distributive justice
• The perceived fairness of the amount and allocation of
rewards among individuals (i.e., who received what).
– Influences an employee’s satisfaction.
Procedural justice
• The perceived fairness of the process use to
determine the distribution of rewards (i.e., how who
received what).
Affects an employee’s organizational commitment.
MOTIVATION AND BEHAVIOR
• Expectancy Theory (Vroom)
i. States that an individual tends to act in a certain way based on the
expectation that the act will be followed by a given outcome and on
the attractiveness of that outcome to the individual.
ii. Key to the theory is understanding and managing employee goals
and the linkages among and between effort, performance and
rewards.
• Effort: employee abilities and training/development
• Performance: valid appraisal systems
• Rewards (goals): understanding employee needs
CURRENT ISSUES IN MOTIVATION
Motivating Professionals
 Characteristics of professionals
• Strong and long-term commitment to their field of expertise.
• Loyalty is to their profession, not to the employer.
• Have the need to regularly update their knowledge.
• Don’t define their workweek as 8:00 am to 5:00 pm.

 Motivators for professionals

• Job challenge
• Organizational support of their work