1 Motivation Slide 1) Motivation Slide 2) Motivation Basics • What is ...
Motivation (2)
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Motivational SkillsBy – N.G.Palit
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What is Motivation?
Motivation is derived from the word’motive’ which means needs, desires, wants or the drives within the individuals.
It is the process of stimulating people to actions to accomplish the goals.
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What is Motivation?
Motivation is a
psychological drive
that directs a person
towards an objective. Motives are the ”whys”
of behaviour.
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What is Motivation?
Motivation is the internal
drive to accomplish a
particular goal.
In a work setting motivation is what
makes people want to work.
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Motivation
One can purchase a man’s time, his
physical presence, but can’t buy his
willingness to work. This can be achieved only through
”motivation”. We must remember that ability to work
is quite different from ”the will to work”.
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Then what is Motivation?
Motivation is ’encouraging people to
want to do, what you want them to do’.
” Motivation is the act or process of
stimulating to action, providing an
incentive or motive, especially for an act”.
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Motivation as a Process
DIRECTION PERSISTENCEENERGY
It is a process by which a person’s efforts are energized, directed and sustained towards attaining the goal.
*Energy- A measure of intensity or drive.*Direction- Towards organizational goal.*Persistence- Exerting effort to achieve goal
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Basic Model of Motivation
Needs or
Expectations
Drive force(Behavior or
Action)Result in
To Achieve
Desired Goals
Which Providesfulfillments
Feedback
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Positive Motivation Positive motivation is a
response which includes
enjoyment and optimism
about the tasks you are
involved in.
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Negative Motivation
Negative motivation
involves undertaking
tasks because there
will be undesirable
outcomes, e.g. failing
in a subject if tasks are
not completed
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Early Theories of Motivation Maslow’s need Hierarchy Macgregor’s Theories X & Y Herzberg’s two factors
Theory Alderfer’s ERG Theory
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Maslow’s Need Theory
Maslow’s Need Maslow’s Need TheoryTheory
• Motivation is a function of five basic needs- physiological safety, love, esteem, and self-actualization.
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Maslow’s Theory Maslow’s theory assumes that a person
tries to satisfy the more basic needs
before directing behavior towards
satisfying the upper level needs. Lower level needs must be satisfied
before a higher order need begins to
control a person’s behavior.
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Maslow’s Theory A satisfied need is
no more a motivator
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Maslow’s Hierarchy of Needs Theory Physiological Needs
Food & shelter Security & Safety Needs
Danger, threats Social Needs
Belonging & accepting Self-Esteem Needs
Recognition & Status Self Actualization
Creativity & Self-realization
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Physiological or Survival Needs
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Physiological Needs
Physiological needs are those required
to sustain life. Examples: Air Water Food Sleep
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Physiological Needs
Food, when hungry. Job for a jobless person Working conditions Physical comforts. Lunch & Rest breaks Bath room facilities
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Safety Needs
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Safety Needs
Job Security Seniority Money Retirement Benefits
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Social Needs
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Social Needs
Relationship with co-workers & Boss Teams Social Events Fun.
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Esteem Needs
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Esteem/ Ego Needs
Opportunities for Growth & Advancement Promotions Job Titles Recognition Perks Positive feed-back on performance Training & Develpoment
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Needs for Self-Actualization
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Need for Self-Actualzation
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Self-Actualization
Meaningful work Self Improvement Accomplishment Improving others & Society To become “All that you can be”
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Maslow’s Hierarchy of needs theory Five levels of lower-
higher-order needs.
Individual must satisfy
lower level needs before
they can satisfy higher
order needs. Satisfied needs no longer motivate. Motivating a person depends on at what
level of hierarchy he is.
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Needs Hierarchy
1. It is based on needs and not wants. 2. When one need is fulfilled, the next
higher(ascending) need is uncovered. 3. One can revert back(people operating
in level 4 & 5 will revert back to level
2, if a feeling of insecurity takes over.)
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Needs Hierarchy
4. Needs, which are not met are
demonstrated in behaviour. Managers should be able to pick-up
the signals & take suitable action at
the right time.
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McGregor’s Theory X & Y
Theory X Assumes that workers have little ambition,
dislike work, avoid responsibility and require close supervision.
Theory Y Assumes that workers can exercise self-
direction, desire, responsibility and like to
work.
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McGregor’s Theory X & Y
Theory X assumptions: Most people dislike work. They need to be directed,
controlled and sometimes
threatened with punishment
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Theory Y
Theory Y assumptions: They will exercise self-direction and
self-control in achievement of
organizational goal. People are innovative & creative of
solving organizational problems. Minimize the role of supervision.
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Motivational Theories X & Y
* Theory Y- a set of
assumptions of how to
manage individuals
motivated by higher
order needs. Theory X- a set of
assumptions of how to
manage individuals motivated by lower order
needs.
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McClelland’s Theory
McClelland’s Need McClelland’s Need TheoryTheory
• The needs for achievement, affiliation, and power affect behavior.
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McClelland’s Need Theory: Need for Achievement
Need for Achievement
The desire to excel
and succeed
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McClelland’s Need Theory: Need for Power
Need for Power The need to influence
the behaviour of
others.
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McClelland’s Need Theory: Need for Affiliation
Need for Affiliation The desire for
interpersonal
relationship.
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Fredrick Herzberg’s Theory
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Herzberg’s Two Factors Theory Dr. Herzberg developed his
theory that there are two
factors at work in determining
job satisfaction:
Hygiene Factors: Pay, working condition Inter-personal relation. Job security, Supervision, Company policy Status.
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Satisfaction Vs Dissatisfaction
Motivators Achievement, Growth, Recognition Responsibility
Hygiene Compensation Supervision Work Conditions Fringes
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Recognition & Motivation
Each member values the recognition and reward of their performance
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Herzberg’s Theory
Motivators Responsibility Sense of achievement Challenging work Self-improvement Recognition Advancement
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Provide Reward & Recognition
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Herzberg’s Motivator- Hygiene Model
No Satisfaction Satisfaction
Jobs that do not Jobs offeringoffer achievement achievementrecognition, recognition,
stimulating work, stimulating work,responsibility, responsibility,and advancement. and advancement.
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Herzberg’s Motivators- Hygiene Model
Dissatisfaction No Dissatisfaction
Jobs with poor Jobs with goodcompany policies, company policies,and administration, & administration,
technical supervision technical supervision,salary, interpersonal salary, interpersonalrelationships with relationships withsupervisors, and supervisors, andworking conditions. working conditions.
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Alderfer’s ERG Theory
Physiological
Safety & Security
Love (Social)
Esteem
SA Growth
Relatedness
Existence
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ERG Theory
Existence Needs Related Needs Growth Needs
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Alderfer’s ERG Theory
ExistencExistencee
ExistencExistencee
GrowthGrowth
RelatednessRelatednessRelatednessRelatedness
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Contemporary Motivational Strategies 1. Motivation through job design
Job rotation
Job enlargement
Job enrichment 2. Motivation through incentives 3. Training & education 4. Motivation through empowerment 5. Teambuilding
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Provide productive and challenging work
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Positive Reinforcement & Recognition
Praise Positive Written
Communication Orientation & Training Active Listening Courtesy
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Self Motivation Strategies
Take control of your expectations Fight the urge to under-achieve Learn to love the job, which you hate Build immunity to cynicism Strive to excell
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Self Motivation
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Self Motivation
Creates a momentum to help you and your team achieve success
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A Case Study The manager of A.B.C.Ltd. Realized that the
level of moral and motivation of their employees was very low and there was dissatisfaction among the employees. Labor productivity was also found to be very low. After investigating the causes of dissatisfaction, the managers decided that if employees were to be motivated, there was a need to establish and maintain good interpersonal relation, over and above good salary, job security, proper working conditions and supervision.
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A Case StudySo, they put in sincere efforts to improve all these
factors during one year. Yet, surprisingly, they came to know that in spite of reduction in the degree of dissatisfaction, the level of morale and motivation was low and there was no significant increase in their productivity. Therefore, the managers were worried.
What managerial problem is involved in the above case? Suggest a solution.
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Sail smoothly with Motivation
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Questions
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Thank you By – N.G.Palit
Benefits of motivating your team
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At the End
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