1. 11/18/2018
Employee Motivation

2. Motivation triangle
PEOPLE
MOTIVA-TION
ENVIRONMENT
JOB

3. Motivation theories Need based theories of motivation:
Answers what is it that motivates people?
Deals with person aspect of motivation
Process based theories of motivation:
Answers how is it possible to motivate people?
Deals with person & environment aspects of motivation
Motivation theory based on job
Answers What & how to make the job motivating
Deals with person, environment & job aspects of motivation

4. Maslow’s hierarchy of needs
Maslow proposed the sequential hierarchical order of the development of five sets of goals for which people strive in seeking satisfaction of their basic needs.
The crux of this theory is that as one need becomes fulfilled, its strength diminishes while the strength of the next need higher in the hierarchy increases.

5. McClelland’s Theory of Needs
David McClelland identified three types of motivational needs, on which he described one’s performance with regard to being motivated and motivating others, depending on the different level of needs within the individual.
These needs are acquired over time and are shaped as person’s life experiences.
Three Types of Needs

6. Theory x & theory y Theory from management perspective.
This behavior is not a consequence of man’s inherent nature, rather it is the outcome of management philosophy and practice.
Theory X: without active intervention by management, people are passive even resistant to organizational needs (because the average man is by nature lazy, lacks ambition, is inherently self-centered, and is not very bright).
So, Theory X is an inadequate approach to motivation
Theory Y: The motivation, the potential for development, the capacity for assuming responsibility, the readiness to direct behavior toward organizational goals are all present in people. Management does not put them there. A responsibility of management is to make it possible for people to recognize and develop these human characteristics for themselves.

7. Two factor theory
job content factors- source of satisfaction: Motivation factors
Job context factors-source of dissatisfaction: hygiene factors
the opposite of dissatisfaction is not satisfaction but no dissatisfaction; similarly, the opposite of job satisfaction is not dissatisfaction but no job satisfaction.
To enrich a job-pay attention to job content (motivation factors) such as recognition, responsibility, achievement, & opportunities for advancement.
Only To minimizing job dissatisfaction-pay attention to job context (hygiene factors) such as working conditions, company policy, supervision-technical as well as interpersonal, and pay.
Focusing on job context will have little or no effect on performance.

8. Equity theory Equity theory deals primarily with money.
lack of money can be a major source of dissatisfaction.
what the person will do as a result of this dissatisfaction?
people examine the ratio of their outcomes (money, recognition, & working conditions) relative to their inputs (effort, education, & experience) relative to those of a comparison other.
unequal ratios produce tension within the person.
tension can be alleviated by cognitively distorting one’s inputs or outcomes.

9. expectancy theory
people base their actions on their perceptions & beliefs.
operationalizes motivation in terms of 4 components:
Effort
intrinsic valence in the outcome of high performance emanating from effort, the degree to which effective performance is desired for its own sake
instrumentality—one’s perceived causal connection between one’s performance and the rewards one expects to receive as a result of this performance
valence to the employee of the rewards

10. Goal setting theory Considers goal as a motivational construct.
Specific high goals lead to higher performance than no goals or even an abstract goal such as- do your best.
given goal commitment, the higher the goal the higher the performance.
variables such as monetary incentives, participation in decision making, feedback, or knowledge of results affect performance only to the extent that they lead to the setting of and commitment to specific high goals
goals have the effect of directing attention and action (choice), mobilizing energy expenditure or effort, prolonging effort over time (persistence), and motivating the individual to develop relevant strategies (cognition) for goal attainment.
Given goal commitment, job performance improves because the goal provides a regulatory mechanism that allows the employee to observe, monitor, subjectively evaluate, and adjust job behavior in order to attain the goal.