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Managers cannot lead unless subordinates are motivated to follow them. In this chapter, we first defined motivation and then moved on to a classification of motivation theories. Motivation theories are broadly classified into content and process theories. Content theories specify what motivates individuals, and process theories focus on the dynamics of motivation and how the motivation process takes place.
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Though many different process theories have been discussed in management literature, two among them are of particular significance - the expectancy theory and the equity theory. Victor H. Vroom, in his expectancy theory, contends that individuals consider three elements - valence, expectancy and instrumentality - when they decide whether or not to put in the necessary effort in a particular direction. Porter and Lawler expanded the expectancy theory model.
According to them, satisfaction does not lead to performance. Rather, the reverse is true; performance can (but does not always) lead to satisfaction through the reward process. The equity theory developed by J. Stacy Adams refers to an individual's subjective judgments about the fairness of the reward he or she gets, relative to the inputs, in comparison with the rewards of others. The next section of the chapter explained briefly various motivation techniques used by managers. Finally, we discussed the significance of a systems and contingency approach to motivation.
Definitions and Meaning of Motivation
Classification of Motivation Theories
Content Theories of Motivation
Process Theories of Motivation
Motivational Techniques
Rewards
Participation
Quality of Work Life (QWL)
Job Enrichment
A Systems and Contingency Approach to Motivation
