Motivation (Industrial Psychology).pptx

Industrial & organisational psychology- Motivation

1. UNIT II

2. Motivation Motivation has been derived from the word “ movere ” which means “to move”. Motivation in an organization involves acting to satisfy the drives, desire and induce the subordinate to act in certain manner. Three primary functions of motivation Energize action to achieve goals Directs the behavior Sustain the behavior

3. Need theories of motivation Needs involve specific physiological or psychological deficiencies that the organism is driven to satisfy . Basic need theory Maslow’s theory of needs Need Hierarchy Theory a motivation theory proposed by Maslow that arranges needs in a hierarchy from lower, more basic needs to higher-order needs. According to Maslow, the lower-order needs (physiological needs, safety needs, and social needs)—what Maslow called “deficiency needs”—must be satisfied in a step-by-step fashion before an individual can move on to higher-order needs (esteem and self-actualization needs)—what Maslow referred to as “growth needs.”

4. Need theories of motivation Building in part on Maslow’s theory is Clayton Alderfer’s (1972) ERG theory, which collapses Maslow’s five categories of needs into three: existence needs, which are similar to Maslow’s basic physiological and safety needs ; relatedness needs, which stem from social interaction and are analogous to the social needs in Maslow’s hierarchy ; and growth needs, which are the highest-order needs, dealing with needs to develop fully and realize one’s potential.

5. McClelland’s Achievement Motivation Theory This theory states that three needs are central to work motivation: the needs for achievement, power, and affiliation . According to McClelland, we all possess more or less of each of these motives, although in each individual a particular need (or needs ) tends to predominate. In his earlier work, McClelland (1961) emphasized the role of need for achievement in determining work motivation (hence the name, “achievement motivation theory”).

6. Herzberg’s two factor theory

7. Job Characteristics Model

8. Reinforcement theory Reinforcement theory draws on principles of operant conditioning and states simply that behavior is motivated by its consequences. Positive reinforcers are events that are in and of themselves desirable to the person. Negative reinforcers are events that lead to the avoidance of an existing negative state or condition. Punishment unpleasant consequences that reduce the tendency to respond.

9. Extrinsic and intrinsic motivation theory Intrinsic Motivation the notion that people are motivated by internal rewards.

10. Self- deterministic theory

11. Self- deterministic theory Self-determination theory proposes that, in addition to being driven by a need for autonomy, people seek ways to achieve competence and make positive connections with others. Of all the three needs, however, the autonomy need is the most important for attitudinal and affective outcomes, whereas the competence need appears to be most important for predicting performance.

12. Goal-Setting Theory Goal-setting theory emphasizes the role of specific, challenging performance goals and workers’ commitment to those goals as key determinants of motivation. Goal-setting theory states that for employees to be motivated, goals must be clear, specific, attainable, and, whenever possible, quantified. Difficult or challenging goals will also result in greater levels of motivation if the goals have been accepted by the workers.

13. ADAM’S EQUITY THEORY

14. Victor Vroom’s Expectancy theory