1. MUHAMMAD ZIA UL ISLAM UMAIR KARIM DR. SHUMAILA YAWAR

2. Motivation = Value of outcome x expectation of achieving it. Motivation is a desire to achieve a goal, combined with the energy to work towards that goal. 3. MASLOWS HIERARCHY OF NEEDS THEORY. MCGREGORS THEORY X AND THEORY Y. HERZBERGS MOTIVATION-HYGIENE THEORY. 4. Selfactualization(Confidence, achievements,freedom) Self esteem(fame, recognition,reputation, dignity)Love and belonging (children, friends,partners)Safety needs(shelter, job security,retirement plan, insurance)Physiological needs(air, water, food, rest, exercise,etc) 5. Physiological Need: These are the basic humanneeds including food, clothing, shelter and othernecessities of life. Safety Need: These includes economics security,protection and physical danger. Social Need: Need of love, affection, emotionalneeds and friendship. Self-Esteem Need: Ego-self esteem, self respect,self confidence, recognition. Self-Actualization Need: Desire of personalachievement and mission of his life. 6. Theory X: The assumption that employees dislike work, are lazy, avoid responsibility, and must be forced to perform. Theory Y: The assumption that employees are creative, enjoy work, seek responsibility and exercise self- direction. 7. Motivation-Hygeine Theory:The Motivation theory that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfactionHygiene Factors: Supervision Company policy Relationship with supervisor Working conditions 8. Hygeine Factor Contd: Personal life Subordinates Status Security SalaryMotivators: Achievement Recognition Work itself Responsibility Growth 9. Hygiene Factors: Factors that eliminate job dissatisfaction butdoesnt motivate. Motivators: Factors that increase job satisfaction andmotivation. 10. Three-NeedTheory Goal Setting Theory Reinforcement Theory Equity Theory Expectancy Theory 11. Three Need TheoryNeed Of Achievement (nAch) Doingbetter than competitors. Attaining a difficult goal. Solving a complex problem. 12. Three Need Theory (Contd)Need Of Power (nPow) Controlling peoples and activities Being in a position of authority over others Defeating on opponent 13. Three Need Theory (Contd)Need Of Affiliation (nAff): Being liked by many people Working with people who are friendly andco-operative Participating in pleasant social activities 14. Goal Setting Theory Specific goal increase performance Difficult goal when accepted, result inhigher performance. 15. Reinforcement Theory: The theory that behaviour is a function of its result. Behaviour is a function of its result Purpose Direct Action Behaviour is externally caused Reinforce control behaviour Ignore, goal, expectation and need Focus on result of action 16. Equity Theory:The employee compare his or her jobs inputs- outputs ratio with that of relevant others and then corrects any inequity. 17. EQUITY THEORY (OVER- EQUITY THEORY (UNDER-REWARDED)REWARDED) Payment By Time: Payment By Time:They produce more .They produce less . Payment By Quantity: Payment By Quantity:They produce fewer.They produce in large number. 18. Equity Theory (Cont.) 19. Expectancy Theory:Theory states that an individual tends to act in a certainway based on the expectation that the act will be followedby a given outcome and on the attractiveness of thatoutcome to the individual. Expectancy Points:Individual acts in certain way based on the expectation ofthe output.Individual acts in certain way based on the effort involved.Individual acts in certain way based on the attractivenessof the reward. 20. Simplified Expectancy Model: 21. Job Design - the way tasks are combined to form completejobsHistorically, concentrated on making jobs more specializedJob Enlargement - horizontal expansion of jobJob scope - the number of different tasks required in a joband the frequency with which these tasks are repeatedProvides few challenges, little meaning to workers activitiesOnly addresses the lack of variety in specialized jobsJob Enrichment - vertical expansion of jobJob depth - degree of control employees have over their work Empowers employees to do tasks typically performed by theirmanagersResearch evidence has been inconclusive about the effect ofjob enrichment on performance 22. Jobs are described in terms of five core characteristicsSkill variety - degree to which job requires a variety ofactivities more variety, greater need to use different skillsTask identity - degree to which job requires completion of anidentifiable piece of workTask significance - degree to which job has substantialimpact on the lives of other peopleAutonomy - degree to which job provides substantialfreedom, independence, and discretion in performing thework, give employee a feeling of personal responsibilityFeedback - degree to which carrying out the job results inreceiving clear information about the effectiveness with whichit has been performed, employee knows how effectively s/he isperforming 23. Motivating a Diverse Workforce Flexibility is the key to motivating a diverseworkforce diverse array of rewards necessary to satisfydiverse personal needs and goals Flexible Working Schedule compressed workweek - employees worklonger hours per day but fewer days per week 24. Motivating a Diverse Workforce (cont.) Flexible Working Schedule (cont.) flexible work hours (flextime) - employees required towork a specific number of hours a week but are free tovary those hours within certain limits system entails common core hours when all employees are required to be on the job starting, ending, and lunch-hour times are flexible job sharing - two or more people split a full-time job telecommuting - employees work at home and arelinked to the workplace by computer and modem 25. Motivating a Diverse Workforce (cont.) Cultural Differences in Motivation motivation theories developed in the U.S. and validated with American workers may be some cross-cultural consistencies Pay-for-Performance instead of paying for time on the job, pay is adjusted to reflect someperformance measure compatible with expectancy theory imparts strong performance-reward linkage programs are gaining in popularity research suggests that programs affect performance 26. Open-Book Management involve employees in workplace decisions by opening up the financial statements workers treated as business partners may also provide bonuses based on profit improvements Motivating the New Workforce Motivating Professionals - professionals tend to derive intrinsic satisfaction from their work and receive high pay more loyal to their profession than their employer value challenging jobs and support for their work 27. Motivating the New Workforce (cont.) Issues in Motivating Contingent Workers - part-time, contract, or temporary workersless security and stability than permanent employees receive fewer benefits repercussions of mixing permanent and contingent workers when pay differentials are significant Two solutions to motivate contingent workers opportunity to become a permanent employee opportunity for training 28. Motivating the New Workforce (cont.) Motivating Low-Skilled, Minimum-Wage Employees difficult challenge to keep performance levels high employee recognition programs highlight employees whose work performance hasbeen good encourage others to perform better power of praise in service industries, empower front-line employees to address customers problems tie compensation to customer satisfaction 29. Stock option program Financial instruments that give employees theright to purchase shares of stock at a setprice. Idea behind this was to turn employees intoowners Strong incentive to work hard to makecompany successful.Job rotation Major attempt to overcome job boredom. By either simplifying a complex job, orspecializing a simple one.