Learning Objectives:  Define Motivation and explain features of motivated behaviour  Understand significance of Motivation at work  Appreciate major influences on motivational theory development and distinguish between content and process theories of motivation

 Motivation is described as "one of the most pivotal concerns of modern organisational research”  Motivation influences employee performance, employee retention, creativity and problem-solving and other actions if we combine motivation with other measures such as commitment  A diverse workforce can be appropriately managed if Motivation is applied

 Work Motivation is ‘a set of energetic forces both within [and] beyond an individual’s being, to initiate work related behaviour, and to determine its form, direction, intensity, and duration’  Features:  Arousal and Goal Directness  Patterns of Motivated Behaviour and Choice of Goals  Intrinsic or Extrinsic Motivation  Persistence  Individual, Group and Organisational level of Analysis

 Drive Theory  Alderfer’s ERG Model  ERG stands for Existence, Relatedness and Growth thus needs were classified into three categories  In contrast to Maslow’s hierarchy, there was no order in which the needs were satisfied

People differ because they differ in their needs and motivation A humanist view - it is natural for humans to want to grow and develop beyond the concern for survival At the top of the need hierarchy the actualization needs are placed, higher than the basic needs that follow the ongoing cycle of deficiency and fulfillment  Hierarchical Needs:  Self-actualization: Fulfillment generated by learning new skills, taking challenges etc. Esteem needs: Recognition of one’s achievements Social needs: Friendship, contact, membership of groups and unions Safety needs: Job security and safety given by insurance etc. Physical needs: Need to pay for food and shelter with salary

 Surveyed industrial engineers, chartered accountants and other professionals  Motivation at work is affected by factors related to the job  Two sets of factors:  Content or motivating factors  Context or hygiene or maintenance factors

 David McClelland highlighted the secondary needs as more important from social perspective  There are three categories of needs  Need for Achievement  Need for Power  Need for Affiliation

 Victor Vroom’s Expectancy Theory  When presented with behavioural options in a situation, individuals select the option with the greatest motivation forces (MF)  The motivational force for a behaviour, action, or task is a function of three distinct perceptions: Expectancy, Instrumentality and Valence

 Equity Theory  People are concerned not only with the absolute amount of rewards they receive for their efforts, but also with what amount others receive in relation to others’ efforts and that a sense of equity is important to them  Employees compare the ratios of own outcomes and efforts with those of others to interpret if they are treated more or less favorably  The pay, raises, promotions, and recognition are examples of outputs, for which inputs can be skill, training, education, effort, experience, and competence  When the ratios are in balance, equity is experienced

 Goal Setting Theory  Emphasizes that all behaviour is motivated, and motivation is a goal directed process  The level of motivation depends on the kind of goals that are set and the way internal and external factors affecting the process between goal identification to goal achievement are managed  The person who has found his/her goal will also find the knowledge and skills necessary to achieve it  Effective Goal-Setting Requires – Feedback and Employee Commitment to Goal