MOTIVATION

Motivation is a process where members of a group pull together to effect an organization through loyalty and Commitment

S.HALL

DEFINITION

It is an inner impulse or internal force that initiates and directs the individual to act in a certain manner to satisfy a need.

-MANGAL

DEFINITION

Job performance = Ability + Motivation

Needs of motivation

INTRINSIC

EXTRINSIC

TYPES

Achievement motivation Competence motivation Power motivation Attitude motivation Incentive motivation Fear motivation

It is Continuous unending process It is goal oriented behavior It can be positive or negative motivation It can be financial and nonfinancial

motivation It is an internal feeling of an individual It is a complex process

Nature of motivation

Direction Effort Persistence

components

INTERNAL

EXTERNAL

SOURCES OF MOTIVATION

NEED• SECURITY,SELFESTEA

M• ACHIVEMENT,POWER

ATTITUDE• SELF,JOB• SUPERVISOR,ORGN

GOALS

• TASK COMPLETION• PERFORMANCE,CAREER

ADVANCE

INTERNAL SOURCE

JOB

•FEEDBACK,WORKLOAD

•TASK –VARIETY, SCOPE.

WORK SITUATIO

N

•SUPERVISOR

•TEAM MEMBERS

ORGANISATION ACTION

•REWARDS, AVAIL OF TRAINING

•PRESSURE BY HIGHER LEVEL

EXTERNAL SOURCES

HERZBERG’S MOTIVATION- HYGIENE THEORY

MASLOWS MCGREGOR ERG THEORY

CHOICE THEORY GOAL SETTING THEORY REACTANCE THEORY SELF EFFICACY THEORY

MOTIVATION THEORY

Alderfer’s ERG Theory(1972)EXISTANCE NEEDS –Staying alive and safe

RELATEDNESS NEED - concerned R/s with people & what they think on us

GROWTH NEE DS– being creative for ourselves & envt

The hygiene factors do little contribution to provide job satisfaction. He called them "dissatisfiers' as their absence cause dissatisfaction but their presence is not motivating but only prevent dissatisfaction. The hygiene factors meet man's needs to avoid unpleasantness but do not motivate them to take more interest in the work.

(FRIEDERICK HERZBERG 1968)

Hygiene Factors of Two Factor Theory

It act as forces of job satisfaction. They create positive and a longer lasting effect on employee’s performance and are related to work itself. Adequate provision of such factors (called satisfiers) make people happy with their jobs because they serve man's basic needs for psychological growth. In addition, they also motivate employees in their work.

Motivating factors

MASLOW’S HIERARCHY THEORY OF NEEDS-1943

ESTEAM,ACTUALISATIORecognition, DM

CREATIVE , CONTROL TO ENVT, USE SKILL

SOCIALNEEDSIipr,picnic,sports

SAFETY NEEDSSAFE

ENVT,SECURITY, INSURENCE

PHYSIOLOGICAL NEEDS

SALARY,BREAKS, ENVT

Mcgregors Theory X and Y

(1960)

Avoid responsibility,workDislike workMust be directed

Little ambitionNeed threatClose supervisionReward and punishment

THEORY X

Like & enjoy workSelf directedSeek responsibility

Imaginative,creativeGeneral supervisionPartiticipate in problem solving

THEORY Y

Attribution Theory

People are motivated to understand the causes of behavior. Attribution theory seeks to explain how and why people make these causal attributions.

Attributions - are the reasons we give for our own and others behaviors.

Fritz Heider argued that there are two general types of attributions that people make:

◦Personal attributions◦Situational attributions

Why is this baby smiling?

Personal attributions

Explanations in terms of personal characteristics. For example:◦“The baby must be a happy baby.”

Other examples:◦“He scored well on the exam because he is smart.”

Situational attributions

Explanations in terms of situational factors. (How behavior caused by a situation)◦“Someone must have just played with the baby .”

Other examples:◦“He scored well because it was an easy test.”

DIRECTIONAL GOAL -Particular conclusion

ACCURACY GOAL – Accurate conclusion

PERFORMANCE GOAL – Avoiding mistakes , being judged

MASTERY GOAL - Developing new skill

GOAL SETTING THEORY- LOCKE & LATHAM (1990)

Deals with pushing too hard to get what you want from staff and get more opposite. E.g.)

“DO NOT WRITE ON THESE WALL UNDER ANY CIRCUMFERANCE”

“PLEASE DON’T WRITE ON THESE WALL” Pennibaker & Sanders 1976

REACTANCE THEORY

It is belief in ones ability to perform adequately has proved to be a more consistent predictor of behavioral outcome than other motivational constructs.(* Control over the thoughts)

Provide incentive Resources Help remove social constraints

BANDURA 1986

SELF EFFICACY THEORY

1. Enactive mastery – if you’ve performed task in the past, you can do it again

2. Vicarious modeling – you become more confident because you see someone else do the task

3. Verbal persuasion – you become more confident because someone convinces you that you have the skills necessary to perform task

4. Arousal – if you get “psyched up” then you perform better

Four ways self efficacy can be increased:

McClelland’s Learned Needs Theory

Achievement

(n Ach)

Affiliation

(n Aff)

Power

(n Pow)

People with high need for power They can be motivated to perform if they are given key positions or power positions.

In the second category are the people who are social in nature. They try to affiliate themselves with individuals and groups. They are driven by love and faith. They like to build a friendly environment around themselves. Social recognition and affiliation with others provides them motivation.

People in the third category are driven by the challenge of success and the fear of failure. Their need for achievement is moderate and they set for themselves moderately difficult tasks. They are analytical in nature and take calculated risks. Such people are motivated to perform when they see atleast some chances of success.

McClelland observed that with the advancement in hierarchy the need for power and achievement increased rather than Affiliation. He also observed that people who were at the top, later ceased to be motivated by this drives.

Need for Achievement (nAch) – drive to excel, to achieve in relation to a set of standards

Need for Affiliation (nAff) – the desire for friendly and close interpersonal relationships

Need for Power (nPow) – need to make others behave in a way in which they would not have behaved otherwise (to have power over them)

David McClelland

1. Job rotation: This is also known as cross training. It can be effective for employees that perform repetitive tasks in the job. This allows the employees to learn new skills by shifting them from one task to another.

  2. Job enlargement: is a motivation technique

used for employees that perform a very few and simple tasks. It increases the number and variety of tasks that the employee performs, resulting in a feeling of importance

METHODS FOR MOTIVATING EMPLOYEES

3. Job enrichment: this method increases the employees control over the work being performed. It allows the employees to control the planning, execution and evaluation of their own work, resulting in freedom, independence and added responsibility.

4. Flexible time: this allows the employees to choose their own work schedule to a certain extend.

5. Job sharing: a less common method but very effective in preventing boredom. It allows employees to share two different jobs

6. Employee involvement: people want to feel like they are a part of something. Letting the employees to be more active in decision-making related to their job makes them feel valued and important to the company and increases job motivation.

  7. Variable pay programs: merit based pay,

bonuses, gain sharing, and stock ownership plans are some good motivators for employees. They should be offered as an incentive or reward for outstanding performance.

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