EMPLOYEE

MOTIVATIO
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MOTIVATION.

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DEFINITION & TYPES OF
MOTIVATION
Definition:
The process of arousing and sustaining goal-
directed behavior

Types of Motivation:
1) Intrinsic Motivation
2) Extrinsic Motivation

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Intrinsic Motivation
Intrinsic motivation occurs when people engage in an
activity, such as a hobby, without obvious external
incentives. People are likely to be intrinsically
motivated if they:
Believe they can be effective agents in reaching desired
goals (i.e. the results are not determined by luck),
Are interested in mastering a topic, rather than just
rote-learning to achieve good grades.
Concern , Hard work , passion.

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Extrinsic Motivation
Extrinsic motivation comes from outside of the
performer. Money is the most obvious example, but
coercion and threat of punishment are also common
extrinsic motivations.

 In sports, the crowd may cheer the performer on, and

this motivates him or her to do well. Trophies are also
extrinsic incentives. Competition is often extrinsic
because it encourages the performer to win and beat
others, not to enjoy the intrinsic rewards of the
activity.

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 EARLY THEORIES OF
MOTIVATION

 MASLOW’S HIEARARCHY OF NEEDS THEORY

 McGREGOR’S THEORY X AND THEORY Y

 HERZBERG’S TWO FACTOR THEORY

 McCLELLAND’S THREE NEEDS THEORY

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MASLOW’S METHOD:EMPLOYEE
MOTIVATION.

SELF
ACTUALIZATION

ESTEEM

LOVE

SAFETY

PHYSIOLOGICAL

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HERZBERG’S TWO FACTOR THEORY

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Combining Hygiene and Motivation
factors
Combining the hygiene and motivation factors results in
four scenarios:
High hygiene + High motivation : The ideal situation
where employees are highly motivated and have few
complaints.
High hygiene + Low motivation : Employees have few
complaints but are not highly motivated.
Low hygiene + High motivation : Employees are
motivated but have lot of complaints.
Low hygiene + Low motivation : The worst situation.
Unmotivated employees with lots of complaints.
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McCLELLAND’S
THREE-NEEDS THEORY
There are three acquired needs that are major motivators in
work:
1)need for achievement:-
 seeks achievement, attainment of challenging goals and
advancement in the job.
 desire to do something better or more efficiently than it has
been done before.
 strong need for feedback.
 need for a sense of accomplishment.

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2. need for power :-

“authority motivated”
produces a need to be influential, effective and to make an impact.
strong need to lead.
need towards increasing personal status and prestige.

3. need for affiliation :-

“affiliation motivated”
produces a need for friendly relationships and is motivated towards
interaction with other people.
strong need to be liked.
These people are team players.

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Contemporary Theories Of Motivation
Represent current explanations of employee
motivation.

These contemporary approaches are :

1. Reinforcement theory.
2. Job-design theory.
3. Equity theory.
4. Expectancy theory.

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 REINFORCEMENT THEORY
Says that behavior is a function of its consequences.
Ignores factors such as goals, expectations, needs.
Focuses solely on what happens to a person when
he/she does something.
Reinforcers: Consequences that increase the
probability of the behavior being repeated.
Reinforcement is of two types:
1. Positive reinforcement.
2. Negative reinforcement.

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 JOB DESIGN THEORY

Job design refers to the way tasks are combined to

form complete jobs
Some ways to design motivating jobs-
 Job Enlargement
 Job Enrichment
 Job Characteristics Model

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 Job Enlargement-

An effort at overcoming the drawbacks of job

specialization involved horizontally expanding a job by
increasing job scope.
Job scope refers to the number of different tasks required
in a job and the frequency with which those tasks are
repeated.

Job Enrichment

It is the vertical expansion of a job by planning and

evaluating responsibilities. It also increases job depth.
(freedom ,independence , responsibility)

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 Job Characteristics Model (JCM)
JCM provides an effective framework for managers to
design motivating jobs.
It identifies five core job dimensions, their
interrelationships, and their impact on employee
productivity, motivation, and satisfaction.
 Skill variety
 Task identity
 Task significance
 Autonomy
 Feedback

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 Job Characteristics Model
Core Job Critical Psychological Personal and Work
Dimensions State Outcomes

Experienced High internal work

Skill Variety motivation
Task Identity meaningfulness of the
Task Significance work
High-Quality work
Experienced performance
responsibility for
Autonomy outcomes of the work
High satisfaction with
Knowledge of the actual the work
results of the work
Feedback activities Low absenteeism and
turnover

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 Equity Theory
Equity is related to the concept of fairness and equitable treatment compared to others who behave in similar ways.(referent).
Effects:productivity, quality, absenteeism.

Perceived ratio Comparison Employee’s

Assessment
Outcomes A < Outcomes B Inequity (Under
Inputs A Inputs B rewarded)
Outcomes A = Outcomes B Equity
Inputs A Inputs B

Outcomes A > Outcomes B Inequity (Over

Inputs A Inputs B rewarded)

*Person A is the Employee, B is

the referent

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 Expectancy Theory
It 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. It includes three variables:-
 Expectancy, or effort-performance linkage
 Instrumentality, or performance-reward linkage
 Valence, or attractiveness of reward.

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HOW TO MOTIVATE
EMPLOYEES

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Why to know about it??
 All of us will either be employed or employer in few
years..

 Every one should know employee feelings.

Most important “ great man is one who can make a

small man feel great , and perform great. “

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What do you think is the most important
motivating factor..
 Money
Costly mistake to get lost in false theory more money
equal more happy employees.
An employee who demands a raise in income might
really be unhappy because his or her suggestions are
being ignored.

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Start from yourself
Always stay positive , enthusiastic , excited so that your
employees learn it from you.
“ Be the change that you wish to see in the world “ .

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Listen
Employee will feel motivated simply by knowing that
their opinion counts they have been some kind of
input.
Listening enable you to negotiate successfully
It raises their self esteem.

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Encourage intuition
Spot talent
Promote creativity
Frustration for employees araises if they know quicker
and efficient way and are not allowed because of
restriction.

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Think them as individual
Find out what motivates each employee.
Show trust. Be open.
Keep them in picture.
Empower (RESPONSIBILITY) .
Motivate people based on their culture , value of
system.

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MBWA
Managing by wandering around.
Managers spend significant amount of their time
making informal visits to work area and listening to
employees.
Purpose is to collect qualitative information , listen to
suggestions and complaints .

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Team spirit
Build team spirit.
Most people like physically to be a part of group or
team.
Have a picture taken of entire team 

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Applause
On spot praise.
Praise often but for a good reason and in perfect
timing.
Give recognition when and where it is due.

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Reward
Celebrate achievement
Success is motivator for employee to strive to do a
better job.
Set targets and reward them based on achieved
targets.

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Time off .
Outside seminars.
Social gatherings .
Job titles .
Provide lunches , bring in coffee , pat on back , smile
 , public recognition , saying thank you.
PRAISE IN PUBLIC CRITISIZE IN PRIVATE .

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THAT’S ALL FOLKS

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