3-Theories of Motivation & Moral

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MOTIVATION AND

MORALE



MOTIVATION

The driving force within

that causes an individual toact in order to achieve a

specific goal.



MOTIVATIONMotivation has come from the motive

Motive are the expression of humanneeds

Need can be defined as a feelin oflac!ness for "hich human tries #activities$ to

et satisfaction%



M & Move' Motion

O & Occasion

T & Tas! Identit(

I & Incite' Induce' Insti ate' InductInspiration

V & Verve #spirit$' Vibrate #more rapidl($'

Victor( #success$' Vi il #a"a!e to!eep a "atch$' Vim #ener ($

MOTIVATION



A & Arouse' Activate' Attitude' Achievement

T & Temptation' Tas! )i nificance

I & Inspire' Influence' Incentive' Impulse O & Ob*ective

N & Need' Ne otiate' Nurture

MOTIVATION



WHY MOTIVATION IS

NEEDED ?)ince increase in productivit( is the ultimateoal of ever( or ani+ation' motivation ofemplo(ees at all levels is the most criticalfunction of mana ement%

,ertain "or!ers enerall( come late' ta!emore sic! leave or produce lo" -ualit(products perhaps the( are less motivated or

not motivated at all as compare to other"or!ers%



A motivated emplo(ee does not needoutside stimulation a ain . a ain% /isbatter( does not need to be rechar ed

repeatedl(% /e is driven from forces"ithin him and not outside%

In brief he "ants to do his *ob%

WHY MOTIVATION ISNEEDED ?

Contd..



E01E,TAN,2

3OALRE4ARD

A56IRE ATTIT6DE)

VAL6E)RE,O3NITIONLEAD) TO NEED)

7AME4EALT/1O4ER





Examples of Intrinsic motivation

)tudents are li!el( to be intrinsicall(motivated if the(9attribute their educationalresults to internal factors that the( can control#e% % the amount of effort the( put in$'



Extrinsic motivation comes from outside ofthe individual%,ommon extrinsic motivations are re"ards li!emone( and rades' coercion and threat ofpunishment% ,ompetition is in eneral extrinsicbecause it encoura es the performer to "in andbeat others' not to en*o( the intrinsic re"ards ofthe activit(% A cro"d cheerin on the individualand trophies are also extrinsic incentives%



It adds to an individual:s excitin set ofsatisfaction e% % a better and moreresponsible *ob or a hi her "a es%

Techniques :;% ,redit for ood "or!<% 1romote health( competition=% 1rovide opportunities for ro"th and promotion>% 1romote ood "or!in conditions

O!ITIVE



It influences the behavior of an individualthrou h a threatened loss e% % fear oflosin ones present *ob' reduce "a es%

Techniques :;% 7ines<% Demotion=% Dischar e>% La( Off ?% Reprimand

NE"ATIVE



Motivational theoriesNeed theories: Maslow's hierarchy of needs

/uman bein s have "ants and desires "hichinfluence their behavior% Onl( unsatisfied needsinfluence behavior' satisfied needs do not%)ince needs are man(' the( are arran ed in orderof importance' from the basic to the complex%The person advances to the next level of needsonl( after the lo"er level need is at least minimall(

satisfied%The further the pro ress up the hierarch(' the moreindividualit(' humanness andps(cholo ical health aperson "ill sho"%







#$giene factors @ #e% % status' *ob securit( 'salar( and frin e benefits$ that do notmotivate if present' but' if absent' result indemotivation%The name /( iene factors is used because'li!e h( iene' the presence "ill not ma!e (ou

healthier' but absence can cause healthdeterioration%

http://en.wikipedia.org/wiki/Hygiene_factors

http://en.wikipedia.org/wiki/Job_security

http://en.wikipedia.org/wiki/Salary

http://en.wikipedia.org/wiki/Salary

http://en.wikipedia.org/wiki/Job_security

http://en.wikipedia.org/wiki/Hygiene_factors



Alder$er!s E'( theor&

Alderfer' expandin on Maslo"8s hierarch( ofneeds' created the E%" theor$ 1h(siolo ical and safet(' the lo"er orderneeds' are placed in the existence cate or()ocial needs are placed in the relatedness cate or(%

The growth cate or( contains our self&actuali+ation and self&esteem needs





;% Level of abilit( to do certain "or!

erformance level is determined &$

<% Level of motivation

Then 1erformance Abilit( X Motivation

A . M /i h 1erformance "ill be hi h





MOTIVATIONA+)ACTO'S , TOO+S

1O4ER

)TAT6)

VAL6E)

A4ARD)

RE4ARD)

1ROMOTION

4ORC IT )EL7

RE,O3NITION

RE)1ON)I ILITIE)



)+OW DIA('AM )O' ACHIEVIN((OA+ NEE'!

(TEN!ION)

MOTIVE!

*E#AVIO%

"OA+

PERCEPTION(POSITIVE AND NEGATIVE INCENTIVES)



MOTIVATION CHEC-+IST

(ETTIN( ST'ATED # efore an( improvements can be madein (our life' (ou have to !no" "hat(ou "ant% 6se the -uestions belo" asa *ump start%



? ,hat are $ou ph$sical goals - ,hat is$our ideal weight - Ideal diet - Idealexercise plan - Ta e time this month to

discover what $ou want ph$sicall$ -

? #ow much mone$ do $our want to ma e -

#ow much in savings - #ow muchinvested - Ta e time this month todiscover what $ou want financiall$.

MOTIVATION CHEC-+IST(ETTIN( ST'ATED # /



? 4hat !ind of relationships do (ou "ant

to have "ith others 4hat friendship do(ou need to stren then ho" can (ourbetter care for (our spouse Ta!e timethis month to discover "hat (ou "antout of (our relationships%

MOTIVATION CHEC-+IST(ETTIN( ST'ATED # 0



? ,hat new s ills do $ou want to learn - ,hattalents would $ou li e to possess - Ta e timethis month to discover what new s ills and

a&ilities $ou would li e to learn.

? ,hat improvements do $ou want to ma e in$our career - 'o $ou want a new /o& - Apromotion - A change in responsi&ilit$ -Ta e time this month to discover what $ouwant in $our career.

MOTIVATION CHEC-+IST(ETTIN( ST'ATED # 1



1 Ste2s $or ettin the 3ost$ro3 &o4r 2eo2le ever& da&

The first fe" minutes of the "or!da( can often bethe most important minutes (ou "ill have "ith (ourpeople% It sets the tone for the rest of the da('inspirin others to achieve reater results or

leavin them "ithout direction or ener ( F its (ourchoice%

0. Earl$ ArrivalThere is nothin -uite as frustratin to anemplo(ee as seein his or her boss comin lateafter the "or!da( has be un% Its ver( difficult torespect and follo" a leader "ho fails to ive asmuch as the( expect in return%



Arrive to "or! before or "ith (our emplo(eesand let (our actions demonstrate (our dedicationto the compan( and its ob*ectives% If (ou expect

the best from others (ou must expect the samefrom (ourself%

1. Energ$Moods and attitudes are conta ious% The

moment (ou "al! throu h the door in the mornin(ou are sharin a messa e "ith (our bod(lan ua e%

4al! in "ith a sprin in (our step and a smile on

(our face and (ou "ill spread the enthusiasmnecessar( for a productive "or!da(% Ever(onesends off vibes' and as a mana er or leader' (ourvibe can often overpo"er others% 6se this po"erto enhance the -ualit( of each da(%



2."reetinge in the da( b( reetin (our people lettin them !no"

throu h (our actions that (ou care about them and feel the(are an important asset to the compan(% If (ou merel( run to(our office and fail to ac!no"led e the others around (ou' it "illonl( serve to create a rift bet"een (ou and ones (ou rel( on forsuccess%

3.Expectation1eople need direction% The( need to !no" "here the( are

headin and "h(% As (ou reet (our emplo(ees' let them !no""hat results (ou expect to see at the end of the da(% Rela(inclear ob*ectives and expectations at the start of the da( "ill

help to set in motion a da( of accomplishment in place ofsmall&tal!' chec!in e&mail' and mindless paper filin % 1eopleneed direction%



+EAD 5Y E6AM*+E

There ma( be thousands oftechni-ues' principles and ideas about

effective and efficient mana ement' butone method still above the rest% Ever(reat mana er' coach and parent !no"s

the secret and puts it to use ever(moment of ever( da(%



0 Se%rets to %reatin adedi%ated "or7$or%e

1. EducationThe first step in the process is to create or maintain a

pro ram that constantl( educates emplo(eesabout the latest trends' techni-ues' and methodavailable in the industr(%

This "ill satisf( one of the stron est needs a humanbein has ro"th%

There are countless resources out there to help (oucomplete the first step% 1urchasin boo!s orhavin compiled their boo!s to create a "or!librar( is an excellent "a( to educate (our people%







O5STAC+E INMOTIVATION Anxiet(

7ati ueoredom

7rustration/arsh supervisionLac! of !no"led eThreat of dismissalLo" ro"th chances6nclear responsibilit(1ressure coo!er environment



Morale

Morale is a roup conceptMorale is defined as an attitude ofsatisfaction ' "ith a desire to continue in and"illin ness to strive for the oals of aparticular roup or or ani+ation%



Contd…

Morale is the summation of feelin ofemplo(ees as a roup to"ards variousaspects of their "or! *ob' the compan('

"or!in conditions ' fello" "or!ers 'supervisors % If attitude of emplo(ees to"ardsall these aspects is more positive thanne ative' the morale of the roup can be saidto be hi h' other"ise it is lo"%



Approaches to Morale

,lassical approach Accordin to classical approach' the satisfactionof basic needs is the s(mbol of morale % If thebasic needs of the emplo(ees are satisfied ' their

morale "ill be hi h%



Contd…

1s(cholo ical approachThis emphasi+es that not onl( the basic needs butps(cholo ical needs also influence the morale ofthe people% 1s(cholo ical needs are the mainmotives of morale %Morale is the attitude and"illin ness to "or!%



Contd..

)ocial approach6nder this the morale is a social phenomenon"hich pulls the men to live in societ( or roups inpursuit of a common oal%



Contd.

Important components of morale.;% 7eelin of to etherness%<% Need for a clear oal to be achieved%=%Expectation of success to"ard attainment of

the oal%>% 7eelin of each member "ithin the roup

that he has a meanin full tas! to perform forachievin the oal%?% )upportive and simulative leadership%



Contd.

,hat demorali4es the emplo$ee-0. 5nder assignment:6 If a roup of s!illed men

are assi ned on uns!illed *ob it ma( causefrustration leadin to less morale%

1. Over assignment:6 If a ood "or!er isoverloaded to the point "here he feels beinexploited' this ma( ma!e him lose interest in"or!%

2%*uc mastership:6 )uperiors or leaderavoidin hard "or! and passin on the same totheir subordinate' and then findin fault "iththem ma( demorali+e the emplo(ees%



Contd.

,omparison9&4hen "or!ers of the roupscompare their "or! "ith follo" "or!ers "ho arenot performin "ell' the morale of the total roup

falls do"n%,oercive ,ontrol9& This !ind of control ma( ivea "or!er a feelin that he is not bein trusted "illdemoralise the "or!ers%Manipulative behavior 9& This !ind of behavior ofmana ement' ma!in promises "hich are notfulfilled ma( lead to demoralisin of "or!ers %



Methods of measuringmotivation and morale

'irect methods:6O&servation Techni7ue

Interview techni7ueIndirect method:6 /ere the anal(sis is done"ith the help of record and reportsmaintained b( the personnel dept% /erevariation in output' profitabilit(' absenteeism'

rievances etc% are anal(sed%



Conclusion

Motivated emplo(ees al"a(s loo! for better"a(s to do a *ob%Motivated emplo(ees are more -ualit(oriented%Motivated "or!ers are more productive%There is al"a(s a ap bet"een need andactual state and success of a mana er is ho"much he can reduce this ap to motivate theemplo(ee%



3-Theories of Motivation & Moral

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