24. Motivation .

8/8/2019 24. Motivation .

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MOTIVATION.

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Motivation.

Motivation is a general inspirational process , which getsthe members of team to pull their weight effectively, togive their loyalty to the group, to carryout properly thetasks that they have accepted and generally to play an

effective part in the job that the group has taken.

Hence it can be said that,

Motivation is a process of steering a person s inner drivesand action towards certain goals and committing hisenergies to achieve this goal.

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Motivation.

Motivation depends on motives and motivating.

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Motivation.Nature of Motivation.

1).Based on Motives.M otivation is based on individual motives.M otives are the energetic forces within a person that drives him to action.

2 ) .Affected by motivating.M otivation is affected by the way the individual is motivated.It can activate the latent needs in the individual.

3 ).Goal-directed Behavior.M otivation leads to goal-directed behavior.M otivation has profound influence on human behavior ,in the organizationalcontext it harnesses human energy to organizational requirement.

4 ). Motivation is a continues Process .Human needs are unlimited hence motivation is an ongoing process.

5 ). Motivation can be positive or negative.P ositive motivation implies use of pay, incentives etc., to satisfy human needs.Negative motivation emphasis penalties e.g., reprimand, threat of demotion,fear of loss of job etc.,

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Motivation.

6). Motivation is Different from Satisfaction.

M otivation is a drive to satisfy a want and is concerned with goal-orientedbehavior.

Satisfaction refers to contentment experienced after the satisfaction of a want.

Motivation is a process while satisfaction is the outcome or consequence .

Importance(Benefits) of Motivation .H igher Efficiency - give greater performance.

Optimum utilization of Resources minimise waste and cost.

Reduction in Labour Turnover- high job satisfaction.

Better Industrial Relations Increased labour productivity.Easier Selection abundant financial and non-financial incentives attract

competent personnel.Facilitates Change reduces resistant to change.

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Motivation.

THEORIES OF M OTIVATION.

Some of the popular theories of M otivation are

1. M aslow s Need Theory.2 . Herzberg s M otivation Hygiene Theory.3 . M cGregor s Theory X and Theory Y.

4. Alderfer s ERG Theory.

5. Ouchi s Theory.

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Motivation.

MASLOW S NEED TH EORY.

Abraham H. M aslow, an American social scientist hasdeveloped a general theory of motivation.

According to him there seems to be a hierarchy intowhich human needs are arranged .

He concluded that when one set of needs is satisfied,this kind of need ceases to be a motivator.

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Motivation.

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Motivation.

The Basic Needs placed by M aslow in an ascending order of

importance are:1) Physiological Needs .

The physiological needs are at the first in the hierarchy because they tend tohave highest strength until they are reasonably satisfied .These are the basic needs for sustaining human life itself such as food, water,warmth, shelter and sleep.M aslow s theory says that until these needs are satisfied to a degreenecessary to maintain life, other needs will not motivate people.

2 ) Safety Needs.These are the needs to be free of physical danger and fear of loosing a job,property or shelter.These safety needs may serve a motivators.The organization can influence these security needs either positively throughpension plans, insurance plans etc., or negatively by arousing fears of beingfired, laid-off or demoted.

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Motivation.

3 ).Affiliation or Social Needs.

After first two needs are satisfied, social needs become important in the needhierarchy.

Since people are social beings they have need to belong and to be accepted byothers.W hen social needs become dominant, they will strive for meaningful

relationship .4 ). Esteemed Needs.

As per the M aslow s theory , once people begin to satisfy their need to belong,they want to be held in esteem both by themselves and by others.

Satisfaction of these needs produces feeling of self-confidence, prestige, power,

status and control.5 ). Need for self-actualization .

Self-actualization is the need to maximize one s potential.M aslow regards this as the highest need in his hierarchy.

It is the desire to become what is one capable of becoming .10



Motivation.M aslow theory underlines the following,

The urge to fulfill needs is a prime factor in motivation of people at work.

Each higher level needs emerge before the lower level need has been completelysatisfied.

Since one need does not disappear when another emerges, all needs tend to bepartially satisfied in each area.W hen the peak of the need is passed, that need ceases to be the motivator. It is theunsatisfied need which regulate an individual behavior.The next level of need then begin to dominate.

Even though need is satisfied, it still influences behavior because of interdependentand overlapping characteristics of needs.M aslow suggest that the various need levels are interdependent and overlapping.The theory provides convenient conceptual frame work for the study of motivation.

It helps to explain inter-personal and intra-personal variations in human behavior.M aslow s theory should be viewed and applied as a general description of humanneeds.

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Motivation.H ERZBERZ S MOTIVATION-H YGIENE TH EORY.

In the late 1950 s, Fredrick H erzberg and his associates conducted a study consisting

of an intense analysis and experiences of 2 00 engineers and accountants in theP ittsburg area of United States.They were asked to describe a few previous job experiences in which they feltexceptionally good or exceptionally bad about jobs.

They were also asked to rate the degree to which their feelings were influenced by

each experience which they described.An analysis of their answers revealed that the feelings of unhappiness ordissatisfaction were related to the environment in which people were working .

On contrary feeling of happiness or satisfaction were related to their jobs.

He also found that there are some of the job condition which operate, primarily todissatisfy employees when they are absent, however their presence did not motivatethem in a strong way. He has referred these set of job conditions as maintenance orhygiene factors .

Another set of job conditions were found to operate ,primarily to build strongmotivation and high job satisfaction, but their absence rarely proved strongdissatisfaction and these set of job condition he referred as motivational factors .

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Motivation.

H ygiene or Maintenance Factors.

According to Herzberg there are ten maintenance or hygiene factors.They are Company Policy and Administration, Technical supervision,

Interpersonal relationship with Superiors, Interpersonal relationshipwith Peers, Interpersonal relationship with Subordinates, Salary,Job Security, Personal Life, Work Conditions and Status.These are necessary to maintain a reasonable level of satisfactionamong employees.These factors do not provide satisfaction to the employees but theirabsence will dissatisfy them. Hence are called dissatisfiers.T

hese are not intrinsic parts of a job but are related to conditions underwhich a job is performed.

Since any increase in these factors will not affect employee satisfaction,these are of no use for motivating them.

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Motivation.

Motivational Factors.

As per Herzberg theory the six motivational factors areAchievement, Recognition, Advancement, Opportunity forgrowth, Responsibility and Work.These factors are capable of having a positive effect on jobsatisfaction often resulting in an increase in overall total output.Hence are called satisfiers.Theses are intrinsic parts of the job i.e., related to the jobcontents.

An increase in these factors will satisfy the employee however

any decrease will not affect their level of satisfaction

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Motivation.

H erzberg s Two- Factor Theory.

One striking conclusion of Herzberg theory is that one cannotachieve higher performance by improving only wages andworking conditions.

He stressed that key to job satisfaction and higher performancelies in job enrichment.

Job enrichment seeks to bring more motivation to the job byattaching more responsibility , more intrinsically satisfyingconditions and more power over the environment.

Herzberg finding indicate that dissatisfaction is not simply the

opposite of satisfaction or motivation. Satisfaction anddissatisfaction are independent rather than opposite ends of same continuum.

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Motivation.

Comparison of Maslow s and H erzberg Theories of Motivation

Herzberg s theory is an extension of M aslow s need priority model.There is a close similarity between survival needs (physiological, safety andsocial needs) and dissatisfiers on one hand and between growth needs(esteem and self actualization needs) and satisfiers on the other hand.

Herzberg hygiene factors can be compared with M aslow s level one to threeand motivators to level four and five.M aslow model is formulated in terms of human needs while Herzberg model isin terms of goals.

Herzberg has attempted to refined and reinforce on need priority and hasthrown new light on the context of work motivation.

Herzberg has suggested the use of hygiene factors to avoid dissatisfaction andthe use of motivators to improve motivation and job performance.M aslow has given a hierarchical or sequential arrangement suggesting thatany unsatisfied need whether of lower order or higher order will motivateindividual.

Despite these apparent differences, the two models show marked similarities.16



Motivation.Comparison of Maslow s and H erzberg Theories of Motivation.

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Motivation.

McGregor's T H EORY X and T H EORY Y.Prof. Douglas McGregor has developed a theory of motivation on the basis of hypothesis relating to human behavior.According to McGregor the function of motivating people involve certain assumptionabout human nature.

Theory X and Theory Y are the two sets of assumptions about the nature of people.

McGregor choose these terms because he wanted neutral terminology without any

connotation of being good or bad.

Theory X Assumptions.The traditional assumption about the nature of people are included in Theory X asfollows.

Average human beings have an inherent dislike of work and will avoid it if they can.Because of this human characteristics of disliking of work , most people must becoerced, controlled, directed or threatened with punishment to get them to put forthadequate effort towards the achievement organizational objectives.

Average human being prefers to be directed, wish to avoid responsibilities, haverelatively less ambition and above all want security.

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Motivation.

Theory Y Assumptions.The assumptions under Theory Y are as follows.

The expenditure of physical effort and mental effort to work is as natural asplay or rest.

People will exercise self-direction and self- control in the service of objectiveto which they are committed. External control or the threat of punishment arenot only the means of producing efforts towards organizational objectives.

The degree of commitment to objectives is in proportion to the size of rewardsassociated with their achievement.

Average human being learns, under proper conditions , not only to acceptresponsibilities but also to seek it.

The capacity to exercise a relatively high degree of imagination, ingenuity andcreativity in the solution of organizational problems is widely, not narrowly,distributed in the population.

Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized. In reality the people haveunlimited potential.

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Motivation.

McGregor's T H EORY X and T H EORY Y.These two sets of assumptions are fundamentally different.

Theory X is pessimistic, static and rigid. Control is primarilyexternal, that is imposed on the subordinate by the superior.

In contrast, Theory Y is optimistic, dynamic and flexible withemphasis on self-direction and the integration of individualneeds with organizational demands.

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Motivation.

Alderfer s ERG Theory.

C layton Alderfer has provided an extension of M aslow s need hierarchyand Herzberg s two factor theory of motivation, particularly the former.

ERG theory has only three categories.

Existence needs.(similar to M aslow s basic needs.)

Related need.(pertaining to satisfactorily relating to others.)

Growth needs.( referring to self-development, creativity, growth and

competence.)

Alderfer suggest that one may be motivated by needs on several levelsat the same time.

According to him when people experience frustration on one level, theymay focus on the needs at the lower level need category.

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Motivation.

OUCH I S Theory Z.

W illiam Ouchi developed Theory Z after making a comparative study of Japanese and American management practices.Theory Z is an integrated model of motivation.Theory Z suggest that organizations are human systems and their effectivenessdepends on the quality of humanism used.

A Type Z organization has three major features.Trust.

Subtlety.

Intimacy .M utual trust between members of an organization reduces conflict and lead toteam work.

Subtlety requires sensitivity towards other and it yields higher productivity.

Intimacy implies concern, support and disciplined unselfishness.

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24. Motivation .

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