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GOOD

AFTERNOON

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MOT

IVAT

ION

Yash Bansal

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Mona Singla

12234

Yash ppts

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An emotion, desire, physiological need, or similar impulse that acts as an incitement to action.

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Defining Motivation

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

MotivationThe processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

Direction

PersistenceIntensity

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Motivation is…

Psychological Complex Unique to each and every person Context sensitive Not fully understood

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Motivation —the forces within the individual that account for the level, direction, and persistence of effort expended at work.

Reward —a work outcome of positive value to the individual

Extrinsic Rewards —valued outcomes given to someone by another person.

Intrinsic Rewards —valued outcomes that occur naturally as a person works on a task.

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Motivation

To achieve maximum motivational potential in

linking rewards to performance …

– Respect diversity and individual differences to best

understand what people want from work.

– Allocate rewards to satisfy the interests of both

individuals and the organization.

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To Motivate…– having high expectations of employees,

– providing rewards that are valued,

– relating rewards to performance,

– treating employees as individuals,

– encouraging employee participation, and

– providing feedback, including praise.

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Drives

SearchBehaviour

Tension Reductionof Tension

SatisfiedNeed

The Motivation Process

UnsatisfiedNeed

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Relationship between Motivation and Performance

Giving people incentives that cause them to act in desired ways.

The objective of motivating employees is to lead them to perform in ways that meet the goals of the department and the organization.

supervisors' are largely evaluated on the basis of how well their group as a whole performs, motivation is an important skill for supervisors to acquire.

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How can a leader/manager motivate their staff??

#1. ASK

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#2. Listen

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#3. Regular Recognition

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# 4. Have A Little Fun

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#5. Foster Fair Competition

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#6. Be Friendly With Everyone, But Don’t Become Friends

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#7. Sharing

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#8. Coach And Accept Coaching

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DIVERSITY

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Motivating the Diversified Workforce

– Provide flexible work, leave, and pay schedules.

– Provide child and elder care benefits.– Structure working relationships to account

for cultural differences and similarities

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Theories

• FEAR & PUNISHMENT THEORY• REWARD THEORY• CARROT &STICK THEORYTRADITIONAL

THEORIES

• MASLOW’s NEED HIERARCHY THEORY• HERZBERG’s MOTIVATION-HYGIENE THEORY• McGregor's X & Y THEORY• ERG THEORY• EXPECTANCY THEORY• McClelland's THEORY

MODERN THEORIES

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and Punishment Theory

FEAR has been treated as the proper mediumAim at the weakness of the subordinateWill be removed from the jobsSlogan-EITHER DO WORK OR GO

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Work to increase its Financial profit.Subordinates will put in more hard

work.

Criticism- Satisfaction with monetary reward is not a sufficient motivator for employees.

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Carrot And Stick Theory

The employees should be rewarded or punished depending on the extent of their efficiencyIf performance is more then the normal work, they should be rewarded & if the performance is less, they should be punished

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MODERN THEORies

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Five groups of basic needsHealthy adults try to satisfy these needsSo basic that they motivate behavior in

many culturesChronic frustration of needs can lead to

psychopathological results

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Maslow’s Hierarchyof Needs Theory (Cont.) Physiological needs: basic requirements of

the human body; food, water, sleep, sex Safety needs: desires of a person to be

protected from physical and economic harm

Belongingness and love needs (social): desire to give and receive affection; be in the company of others

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MASLOW’S HIERARCHYOF NEEDS THEORY (CONT.) Esteem needs: self-confidence and sense

of self-worth Esteem from others: valuation of self from

other people Self-esteem: feeling of self-confidence and

self-respect Self-actualization needs: desire for self-

fulfillmentMaslow: “. . . the desire to become more and more

what one is, to become everything that one iscapable of becoming.”

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Maslow’s Hierarchyof Needs Theory (Cont.) Need hierarchy

Unsatisfied need is a potential motivator of behavior

Satisfied need is no longer a motivator Focus on more than one need: promotion

leads to more money (esteem and physiological)

Need satisfaction follows the order shown but is flexible

Weak empirical support Remains a classic interpretation of behavior

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Maslow’s hierarchy of human needs

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ERG theory Developed by Clayton Alderfer. Three need levels:

Existence needs — desires for physiological and material well-being.

Relatedness needs — desires for satisfying interpersonal relationships.

Growth needs — desires for continued psychological growth and development.

ERG THEORY

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ERG theory Any/all needs can influence behavior at one

time.

Frustration-regression principle.An already satisfied lower-level need becomes

reactivated when a higher-level need is frustrated.

Cont.

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Ouchi`s Theory

I. Involvement of employeesII. Establishment of informal structureIII.Establishment of trustIV.Establishment of coordination among

people

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Expectancy theory Developed by Victor Vroom. Key expectancy theory variables:

Expectancy — belief that working hard will result in desired level of performance.

Instrumentality — belief that successful performance will be followed by rewards.

Valence — value a person assigns to rewards and other work related outcomes.

ancy THEORY

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Expectancy theory Motivation (M), expectancy (E),

instrumentality (I), and valence (V) are related to one another in a multiplicative fashion:

M = E x I x V

If either E, I, or V is low, motivation will be low.

Cont..

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ELEMENTS IN THE EXPECTANCY THEORY OF MOTIVATION.

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HERZBERG’S THEORY RESTS ON 2 ASSUMPTIONS

1.) BEING SATISFIED WITH ONE’S JOB IS EQUIVALENT TO BEING MOTIVATED; “A SATISFIED WORKER IS A MOTIVATED WORKER”

2.) JOB SATISFACTION AND DISSATISFACTION ARE SEPARATE CONCEPTS WITH UNIQUE DETERMINANTS BASED ON WORK WITH ACCOUNTANTS AND ENGINEERS

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HERZBERG’S 2- THEORY

DETERMINANTS OF JOB DISSATISFACTION ARE HYGIENE* FACTORS:

PAY, FRINGE BENEFITS WORKING CONDITIONS QUALITY OF SUPERVISION INTERPERSONAL RELATIONS

JOB ENVIRONMENT FACTORS

* POOR HYGIENE CAN MAKE YOU, SICK, BUT GOOD HYGIENE WON’T NECESSARILY MAKE YOU HEALTHY

Determinants of Job Satisfaction are Motivator Factors:

Work itself, responsibility Advancement Recognition

Job Content Factors

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Motivators Achievement Recognition Work itself

Hygiene factors Company policies and their administration Quality of supervision Working conditions

HERZBERG’SMOTIVATOR-HYGIENE THEORY

(CONT.)

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Contributions 1st to argue that job

content/job design was important

Job enrichment (the work itself) as a job satisfaction strategy

Model appealing and easy to understand

Criticisms May be “method-bound” by

self-serving bias Some individual differences, like desire for

pay, rejected as a motivator. Also, not everyone wants an

enriched job Assumes satisfaction

(presence of motivators) = motivation

Assessment of Herzberg

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McClelland’s Motivation Theory

McClelland and colleagues studied the behavioral effects of three needs Need for Achievement Need for Power Need for Affiliation

Emphasized the Need for Achievement, although they investigated all three needs

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PRINCIPLE

ProductivityCompetitiveFlexibleIncrease in ReputationRegular Motivation

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What types of employee recognition awards are there?• Service/Anniversary awards• Peer-to-peer appreciation• Performance awards• Spot awards for good citizenship behaviors• Safety • Sales performance • Suggestions & ideas • Attendance • Employee of the month/year awards• Retirement awards.

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Why do companies use employee recognition programs?

o Increase employee retention and reduce turnovero Increase employee loyaltyo Make a statement about what’s important to the

companyo Build self esteem, reinforce desired behaviors,

create an atmosphere of appreciation and trusto Quality, continuous improvement and effective

organizational changeo “Bottom-line” concerns- increasing profitability and

sales- are secondary.

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