Module 4Motivation

• Motivation

The processes that account for an individual’s intensity,

direction, and persistence of effort toward attaining a goal

Motivation- Definition

Key Elements1. Intensity: how hard a person tries2. Direction: toward beneficial goal3. Persistence: how long a person tries

INTENSITY is concerned with how hard a person tries. This is the element most of us focus on when v talk about motivation. However high intensity is unlikely to lead to favorable job performance outcomes unless the effort is channeled in a “DIRECTION” that benefits the organization. Quality & intensity of work r important

Effort that is directed towards & consistent with the organization’s goals is the kind of effort one should be seeking

PERSISTENCY is a measure of how long a person can maintain his effort. Really motivated people stay with a task long enough to achieve their goal

Motive is internal conditions of the organization which invites & sustains activity directed to a particular goal. Basic psychological process.

Origin-Latin word “Movere”-means to move

Motive is inner state that energizes activities or moves & directs or channels behaviour towards goals. It is one of the important factors affecting human behavior. Motivation Level effects perception, learning, also total performance of individual. Motivation is also affected by psychological factors-personality, perception, learning

Motivation Process

Work Motivation is a set of energetic forces that originate both within as well as beyond an individual level, to initiate work related behavior & to determine its form, direction intensity & duration.

THE BASIC MOTIVATION PROCESS- 3 interacting & independent elements –

NEEDS------------------------DRIVES-----------------------GOALS

NEEDS SET UP DRIVES TO ACCOMPLISH GOALS

Mechanism of Motivation is a movement towards a balance its ‘HOMEOSTATIC MECHANISM’

Craig Pinder Defines Work Motivation As

Need is the starting point, when lack of deficiency in the system it

initiates a chain of events. Individual who experiences a need does

not engage in random behavior. Engages in activity towards goal.

As soon he reaches his goal need is satisfied motivation ends.

In organizational settings motivation prefers to the willingness of

an individual to react to organizational requirements. Greater the

motivation of individual greater will be work willingness, efficiency

,enthusiasm to contribute best efforts to achievement of goals

organization

NEEDS------------DRIVES------------GOALS

(deprivation) (deprivation with direction) (reduction of drives)

Needs are created whenever there is a physiological or psychological imbalance- it is a deficiency

Drive is a deficiency with direction. It is action oriented & provides an energizing thrust towards goal accomplishment

Drives are at the heart of motivation process for example need for food is translated into hunger

Goals-it is at the end of the motivational cycle. It can be defined as anything which will alleviate a need & reduce a drive. Physiological or psychological balance will restore after attaining a goal

Robbins defines motivation as the willingness to exert high levels of effort towards organizational goals conditioned by the efforts ability to satisfy some individual needs

This definition is focused on organizational goals-3 elements are effort, organization goals & needs

Effort is measured by intensity- if channelized in a direction. It benefits organization & only then favorable job performance. Therefore efforts directed toward organization &consistent with organizational goals are important

• Robbins Motivation process is as follows:

Unsatisfied need creates tension

This tension stimulates drives within individual

These drives generate a search behavior to find particular goal

This satisfaction will lead to reduce tension

A motive is an inner state that energizes, activates,

or moves & directs, channels behaviour towards goals

Motives can be classified as:

1. Primary motives

2. Secondary motives

MOTIVES

Also called physiological / biological / unlearned motives. 2 criteria for the to be primary are that they should be unlearned & physiological

For Example-hunger that is food, shelter, clothing thirst, sleep, avoidance of pain & material concern

Primary motives tend to reduce the tension or stimulation

Primary Motives

These are the most important with respect to the study of OB

A motive must be learned, social & psychological in order to be a secondary one

These drives are closely tied to the learning concepts, such as motives for power, achievement, affiliation referred to as n Pow, n Ach, n Aff

Security & status are also secondary motives

Secondary Motives

NEED FOR ACHIEVEMENT:Doing better than competitorsAttaining a difficult goalSolving a complex problem

NEED FOR POWER:Controlling people & activities

Being in a position of authority over othersDefeating an opponent

Important Secondary Motives

• NEED FOR AFFILIATION:Being liked by many peopleWorking with people who are friendly & co-operativeParticipating in pleasant social activities

NEED FOR SECURITY:Having a secure job

Having protection against illness & disabilityAvoiding tasks or decision with a risk of failure & blame

NEED FOR STATUS:Working for the right company in the right jobHaving a degree from the right universityHaving the right privileges

• Maslow hypothesized that within every human being, there exists a hierarchy of five needs

• There is a hierarchy of five needs include —physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant

• From the standpoint of motivation, the theory would say that, although no need is ever fully gratified, a substantially satisfied need no longer motivates. So if you want to motivate someone , according to Maslow, you need to understand what level of hierarchy that person is currently on and focus on satisfying the needs at or above that level

Hierarchy of Needs Theory (Abraham Maslow)

SELF ESTEEM

SOCIAL

SAFETY

PHYSIOLOGICAL

Higher End

Needs

Lower End

Needs

Maslow’s Hierarchy of

Needs Theory

INTERNAL-Self Respect Autonomy AchievementEXTERNAL-Status Recognition Attention

Affection Acceptance Belongingness Friendship

Security & Protection From Physical & Mental Harm

Food Shelter Clothing

1. PHYSIOLOGICAL NEEDS:

These are necessary to sustain life. They include food, water,

clothing, shelter

These needs have the highest potency for motivation

A person who lacks these will be motivated by these

Maslow explained each level of hierarchy as follows:

2. SAFETY NEEDS:

When physiological needs are reasonably satisfied, safety

needs begin to manifest themselves

These needs include protection from physical dangers,

such as fire or accident

Economic security, security of income against

contingencies such as sickness, injury, non-hostile working

atmosphere are also safety needs

3. SOCIAL NEEDS:

When physiological & safety needs are reasonably

satisfied, social needs become important motivators

Man is a social being & wants to receive & give acceptance,

friendship & affection.

He feels the need for belonging, for being an accepted

member of a formal or an informal group

4. ESTEEM NEEDS:

When the first three needs are essentially satisfied, esteem needs become dominant

The person must feel important & must also receive recognition from others, as that recognition supports the feelings of personal worth

Thus feelings of self-esteem, self-confidence, prestige & power are produced which are related to enhancing competence, knowledge & achievement

5. SELF ACTUALIZATION NEEDS:

At the summit of the hierarchy is the need to realize one’s potentialities so as to satisfy what Maslow referred to as ‘the desire to become everything that one is capable of becoming

Thus the person becomes interested in self-fulfillment, self-development, & creativity in the broadest sense of the term

• Clayton Alderfer reworked on Maslow’s theory. • Alderfer argued that there are three groups of core needs

1. EXISTANCE- Similar to Maslow’s Physiological & Safety Needs2. RELATEDNESS- Similar to Maslow’s Social Needs3. GROWTH- Similar to Maslow’s Self Esteem & Self Actualization Needs

• Unlike Maslow, Alderfer didn’t assume that these needs existed in a rigid hierarchy. An individual could be focusing on all these need categories simultaneously.

Clayton Alderfer – ERG Theory

David McClelland’s Theory of Needs

nAch

nPow

nAff

Need for AchievementThe drive to excel, to achieve in relation to a set of standards, to strive to succeed.

Need for AffiliationThe desire for friendly and close personal relationships.

Need for PowerThe need to make others behave in a way that they would not have behaved otherwise.

Theory X :

This theory assumes that most people prefer to be directed, are not

interested in assuming responsibility & want safety above all

Accompanying this philosophy is the belief that work is inherently

distasteful to most people & people are motivated by money & the

threat of punishment

Managers who accept Theory X assumptions, attempt to structure,

control & closely supervise their subordinates

Theory X and Theory Y (Douglas McGregor)

•Theory Y:

This theory assumes that people are not by nature lazy &

unreliable. Man can be self-directed & creative at work, if

properly motivated

Managers who accept this theory, attempt to help their employees mature, by exposing them to progressively less control, allowing them to assume more self-control

Employees are able to achieve the satisfaction of social esteem & self-actualization needs with this kind of environment

1. Assumes that employees like work seek responsibility

2. Are capable of making decisions

3. Exercise self-direction and self-control when committed to a goal

4. 4. Workers are ambitious

5. Workers are ready to cope up with changes

Theory Y1. Assumes that employees

dislike work,

2. Lack ambition

3. Avoid responsibility

4. And must be directed and coerced to perform

5. Workers by nature resist change & want security

Theory X

Theory X and Theory Y (Douglas McGregor)

Theory X and Theory Y (Douglas McGregor)

Theory X Theory Y

6. Workers lack creativity & fail to solve organizational problems

7. Focus is on the lower level needs of workers i.e. physiological & safety

6. Workers have a high degree of creativity & succeed in solving organizational problems

7. Focus is on both the lower level needs & higher level needs of workers i.e. social, esteem & self-actualization

Theory X and Theory Y (Douglas McGregor)

Theory X Theory Y

8. Strict control is necessary to achieve organizational objectives

9. Authority is not delegated

10. Autocratic leadership is followed

8. Workers exercise self- control & self-direction to achieve organizational objectives

9. Authority is delegated

10.Democratic leadership is followed

• In the late 1950s, Frederick Herzberg, considered by many to be a pioneer in motivation theory. He and his associates used semi-structured interviews to elicit from 200 engineers & accountants in Pittsburgh area, the factors which satisfy or dissatisfy the workers He asked the employees essentially two sets of questions:

• 1 Think of a time when you felt especially good about your job. Why did you feel that way?

• 2 Think of a time when you felt especially bad about your job. Why did you feel that way?

Herzberg’s Two Factor Theory

• From these interviews Herzberg went on to develop his theory that there are two dimensions to job satisfaction: “motivation” and "hygiene" issues, according to Herzberg, hygiene issues cannot motivate employees but can minimize dissatisfaction, if handled properly. In other words, they can only dissatisfy if they are absent or mishandled

• Hygiene Factors Include:

Company Policies

Supervision

Salary

Interpersonal Relations

Working Conditions

They are issues related to the employee's environment

The presence of these factors maintains motivation at zero level, but absence of these factors causes serious dissatisfaction

In other words, presence of these factors prevents dissatisfaction

Maintaining motivation at zero level thus prevents negative motivation, hence they are called maintenance factors

Motivators:

• The presence of these factors motivates workers & at the same time, absence of these does not cause dissatisfaction

• Motivators are as follows: AchievementRecognitionThe Work ItselfResponsibility Advancenement

Once the hygiene areas are addressed, said Herzberg, the motivators will promote job satisfaction and encourage production

Thank You!!!