AJAY MOHAN and TAMILVANAN, MBA, PONDICHERRY CENTRAL UNIVERSITY,

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Direction

PersistenceIntensity

“Always do what you are afraid to do." - Ralph Waldo Emerson

ROBBINS AND JUDGE

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IDEAL SITUATION NEEDS MOTIVATION

NEEDS TRAINING TERMINATE

WILLINGNESS

ABILITY

“Men are born to succeed, not fail.”-Henry David ThoreauAJAY MOHAN and TAMILVANAN, MBA,

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MOTIVATION PROCESS

NEED(DEPRIVATION)

DRIVE(TENSIONS OR DRIVES TO

FULLFIL A NEED )

ACTIONS(GOAL-DIRECTED

BEHAVIOUR)

“Your life is in your hands, to make of it what you choose”-John Kehoe

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THEORY OF MOTIVATION Sama (counseling)Dana (offering of gifts)Danda (Punishments)Bheda (creating a split)

Management Practices from

‘KAUTILYA’S ARTHASHASTRA’

(Written by CHANAKYA,

The world’s first Management Guru)

“What you are is what you have been, and what you will be is what you do now.”-BuddhaAJAY MOHAN and TAMILVANAN, MBA,

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THEORIES OF MOTIVATION

CONTENT THEORIES

– Abraham Maslow's Hierarchy of Needs Theory

– Douglas McGregor’s Theory X and Theory Y

– ERG Theory

– Frederick Herzberg’s Two- Factor Theory

– David C McClelland’s Theory of Needs“If you don't risk anything, then you risk even more.”

-Erica JongPONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY

PROCESS THEORIES

– Victor H Vroom Expectancy Theory

– Equity Theory

– Cognitive Evaluation Theory

– Self- Efficacy Theory

– Reinforcement Theory

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MASLOW’S NEED HIERARCHY

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NEED HOME JOB

SELF- ACTULISATION Education, Religion, Hobbies, Personal growth

Training, Advancement, Growth, Creativity

ESTEEM Approval of family, Friends, Community

Recognition, High status, Responsibilities

BELONGINGNESS Family, Friends, Clubs Teams, Departments, Coworkers, Clients, Supervisors, Subordinates

SAFETY Freedom from war, poison, violence

Work safety, job security, Health insurance

PHYSIOLOGICAL Food, Water, Sex Heat, Air, Basic salary

“Fortune favours the brave.”-Publius Terence

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“It is hard to fail, but it is worse never to have tried to succeed.”-Theodore Roosevelt

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“The future belongs to those who believe in the beauty of their dreams.”-Eleanor Roosevelt

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“You must be the change you wish to see in the world.”-Mahatma Gandhi

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MCCLELLAND’S THEORY OF NEEDS

NEED FORACHIEVEMENT

NEED FOR POWER

NEED FOR AFFILIATION

Friendship

Good relationship

drive to excelAchieve in relation to a set of standardsStrive to succeed

To control others

To get desired things done

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“They can because they think they can.”-Virgil

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Equity theory

“Our strength grows out of our weakness.”-Ralph Waldo EmersonPONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY

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Cognitive Evaluation Theory

“The better part of happiness is to wish to be what you are.”-Desiderius ErasmusPONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY

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• Economists have found that offering to pay women for donating blood

decreases the number willing to donate by almost half, and that letting them

contribute the payment to charity reverses the effect.

•When six day-care centers in Haifa, Israel, began fining parents for late pickups,

the number of tardy parents doubled. The fine seems to have reduced their

ethical obligation to avoid inconveniencing the teachers and led them to think of

lateness as simply a commodity they could purchase.PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY

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• Incentives affect what our actions signal, whether we’re being self-interested or

civic-minded, manipulated or trusted, and they can imply—sometimes wrongly—

what motivates us.

• Incentives also run into trouble when they signal that the employer mistrusts

the employee or is greedy. Close supervision of workers coupled with pay for

performance is textbook economics—and a prescription for sullen employees.

“There are two rules for success: 1) Never tell everything you know…”-Roger H. LincolnPONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY

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GOAL SETTING

GoalsSpecific & Difficult

Accepted

Effects on PersonDirects attention

EnergisesEncourages persistency

New strategies developed

Feedback

Performance

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Implementing Goal Setting:

Management By Objectives

Specific Goals

Participatively Set

Explicit Time Frame

Feedback on Goal

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VROOM’S EXPECTANCY THEORY

3. Rewards-Personal goals relationship = Valence

1. Effort-Performance relationship = Expectancy

2. Performance-Rewards relationship = Instrumentality

IndividualEffort

IndividualPerformance

PersonalGoals

OrganizationalRewards

1 2

3

“There is no such thing in anyone's life as an unimportant day.”-Alexander Woollcott

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Self- Efficacy Theory(social cognitive or social learning theory)

Enactive Mastery

Vicarious Modeling

Verbal Persuasion

Arousal

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Reinforcement Theory

BEHAVIOURCONSEQUENCE

“ BEHAVIOUR IS A FUNCTION OF ITS CONSEQUENCES”

“Do not seek to follow in the footsteps of the wise. Seek what they sought.”-BashoPONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY

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“A day will never be anymore than what you make of it.”-Josh S. HindsPONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY

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REFERENCE:

Books :Organizational Behavior 13th edition

-Stephen P. Robbins , Timothy A. Judge

Human Resource Management text and cases – 5th edition

-K. Aswathappa

Web:http://hbr.harvardbusiness.org/2009/03/when-economic-incentives-backfire/ar/1http://changingminds.orghttp://www.google.comhttp://www.netmba.comhttp://www.nwlink.com/~donclark/index.htmlhttp://tutor2u.net/business/people/motivation_theory_maslow.asphttp://www.provenmodels.com/20/theory-x-&-y/douglas-mcgregorhttp://www.suite101.com/article.cfm/foundations_of_psychology/43811http://www.suite101.com/article.cfm/foundations_of_psychology/41616http://www.businessballs.com/leadership-management.htmhttp://www.ebookbillboard.com

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AJAY MOHAN and TAMILVANAN, MBA, PONDICHERRY CENTRAL UNIVERSITY,

PONDICHERRY