All about motivation

Prof.Shivashankar

MOTIVATION

What is Motivation ?

The word „motivate‟ means to move, to activate.

Anything that initiates activity whether external or

internal ,is motivating.

Motivation is an inspirational process which impels

the members of the team, to pull their weight

effectively, to give their loyalty to the group, to

carry out properly the tasks that they have accepted

and generally to play an effective part in the job that

the group has undertaken.

(contd.)

It is the process of indoctrinating employees with

unity of purpose and the need to maintain

harmonious relationships among people.

Motivation is a predisposition to act in a specific

goal-directed way.

“Inducement or incentive” – American Heritage

Dictionary

Motivational drives

David C. McClelland of Harvard University proposed

that the organization offers an opportunity to satisfy at

least three needs

- for achievement

- for affiliation

- for power

Also called Achievement motivation theory.

People‟s motivational drives reflect elements of culture in

which they grow up – their family, school, books..

Achievement Motivation

A drive to overcome, accomplish objectives and get ahead.

Accomplishment is important for its own sake, not for the rewards that accompany it.

These people work harder when their superior provides detailed evaluation of their work behavior.

This type of managers select assistants who are technically capable.

(contd.)

They want concrete feedback on their performance.

They like to take personal responsibility for finding

solutions to problems.

They like to take calculated risks and set moderate

goals.

Affiliation Motivation

A drive to relate people effectively.

Persons with affiliation motives work better when

they are complimented for their favorable attitudes

and cooperation.

Affiliation-motivated persons tend to select friends

as assistants.

Managers with strong needs for affiliation may

have difficulty being effective managers.

(contd.)

People seek affiliation because of a desire to have

their beliefs confirmed; to avoid boredom, to avoid

the mutual feelings of being beaten by the system.

They are motivated by jobs that demand frequent

interaction with co-workers.

Power Motivation

A drive to influence people and change situations.

They make excellent managers if their drives are for institutional power instead of personal power.

They like to set goals, make decisions and direct activities.

These people seek power through legitimate means, rise to leadership positions through successful performance, and therefore are accepted by others.

How motivation affects Organizational

Behavior ?

1. Performance appraisal:

- Process of evaluating the performance of

employees. Plays a key role in reward systems.

Objectives of performance appraisal are:

- Allocate resources

- Motivate and reward employees

- Give employees feedback

- Maintain fair relationships within groups

(contd.)

- Coach and develop employees

- Comply with regulations

Some organizations in both public and private sectors

include self-appraisal as a formal part of the process.

Wage Incentives – More pay for more production

Profit Sharing – A system that distributes to

employees some portion of the profits of business.

(contd.)

Gain Sharing Plan – Shares the gains with

employees on some formula basis.

Flexible benefits – Also called cafeteria benefit

programs

Skill based pay – Rewards individual for what they

know.

Sacrifice reward – Overtime, Call-in pay, Shift

differential

Non-work award – Vacations, pensions

Motivation Theories

Content Theories

Maslow‟s Hierarchy Theory

Herzberg‟s two-factor theory of motivation

Alderfer‟s ERG theory

Contemporary theories

Equity theory

Attribution theory

Content Theories

Maslow‟s hierarchy theory :

Maslow outlined the overall theories of motivation. He thought that a person‟s motivational needs could be arranged in a hierarchical manner. He believed that once a given level of need is satisfied it no longer serves to motivate. The next level has to be activated to motivate the individual.

(contd.)

Maslow identified 5 levels of hierarchy needs.

Psychological needs

Safety needs

Love needs

Esteem needs

Needs for self actualization

Maslow‟s need hierarchy theory can be converted into the content model of work motivation as shown.

Maslow‟s model

Esteem needs

Self Actualized needs

Social needs

Physiological needs

Security needs Deficiency

Needs

Growth

Needs

Herzberg‟s two-factor theory of

motivation

extension of Maslow's theory

conducted a study among accountants and engineers

found out impact of job content and job context

study revealed two sets of factors affecting motivation and work-the two factor theory of motivation and job satisfaction.

the absence of certain factors caused dissatisfaction. These were called the hygiene factors. They serve to prevent dissatisfaction

the other set of factors ,if present , serve to motivate the individual to superior performance. they were the growth factors.

challenging jobs and opportunities will ensure motivation of personnel.

Alderfer‟s ERG theory

Extension of Maslow's and Herzberg

he identified 3 groups of core needs

existence

relatedness

growth

he suggests more of continuum of needs than hierarchical levels.

(contd.)

this theory‟s results suggest that lower level needs

need not be satisfied before a higher level need

emerges as a motivating factor.

an individual is motivated to satisfy one or more

basic set of needs. Therefore if a person‟s needs at a

particular level are blocked then attention should be

focused on satisfaction of needs at the other levels.

Contemporary theories

Equity theory

major input into job performance and

satisfaction is the degree of equity that people

perceive in their work.

inequity occurs when a person perceives that

the ratio of his outcome to inputs and the ratio

of a relevant other‟s outcomes to inputs is

unequal.

(contd.)

ratio is based on the person‟s perception.

When ratio is not equal to other‟s, the person‟s

strives to restore the equity.

Attribution theory

this theory is concerned with the process by which

an individual interprets behavior as being caused

by certain parts of the environment.

concerned with „WHY‟ questions

assumes that humans are rational and motivated to

understand the structure of their environment

internal and external forces combine to determine

behavior

Motivation at Work

Process Theories of work Motivation :

“Process theories” concentrate upon “how”

motivation occurs. These theories identify the

variables that go into motivation and their

relationship with each other. Some of these

theories are:

Vroom‟s Expectancy Model

Equity Theory

Goal-Setting Theory

Vroom‟s Expectancy Model

The expectancy model is based upon the belief that motivation is determined by the nature of the reward people expect to get as a result of their job performance.

There are 3 important elements in the model. These are:

Expectancy (E)

Instrumentality (I)

Valence (V)

Motivational force (M) = ( E * I * V )

(contd.)

According to this model of motivation, the person‟s

level of effort (motivation) depends upon:

Expectancy: A worker must be confident that

his efforts will result in better productivity and

that he has the ability to perform the task well.

Instrumentality: The worker must be confident

that such high performance will be instrumental

in getting desired rewards.

Valence: The worker must value these rewards

as desired and satisfaction.

Vroom‟s Expectancy Model:

Outcome 2

Motivational

force

Outcome 1 Expectancy

First Level Outcome

Reward 1

Reward 2

Reward 3

Reward 4

Reward 5

Reward 6

Second Level

Outcome

Instrumentality

Equity Theory

Equity theory is based on the assumption of some

researchers that one of the most widely assumed

source of job dissatisfaction is the feeling of the

employees that they are not being treated fairly by

the management or the organizational system.

“Equity theory” has two elements. First, the

workers want to get a fair reward for their efforts.

Second, he would compare his rewards with the

rewards of others who put in similar effort.

(contd.)

As formulated by Adams, the equity theory comprises of the following postulates:

Perceived inequity creates a feeling of resentment and tension within individuals.

The extent of this tension reflects the magnitude and type of inequity.

Individuals will be motivated to take steps to reduce this tension.

The greater the extent of perceived inequity the greater is the strength of such motivation.

Process can be shown as….

Outcome as behavior

Steps taken to reduce them

Creates tensions

Perceived inequity

Goal - Setting Theory

Goal-setting theory is a relatively applied approach

to motivation and is based upon the assumption that

the type as well as the challenge of the goal

includes motivation in the individual to achieve

such goal. The quality of performance is generally

shaped by how difficult and how specifically

defined the goal is.

Goal-setting: Management By

Objectives (MBO)

A logical extension of goal setting theory is

Management by Objectives which involves

systematic and programmatic goal setting

throughout an organization. It is a process by which

managers and subordinates work together in order

to achieve these objectives. These objectives and

goals are consistent with the organizational goals.

Elements of MBO

The elements in the MBO Process:

Central goal settings

Manager-Subordinate Involvement

Matching goals and resources.

Freedom of implementation

Review and appraisal of performance.

Advantages of MBO

MBO it helps in a better overall management system.

The managers are required to establish measurable targets

and standards of performance and priorities for these

targets.

Both the manager and the subordinates know what is

expected of them and therefore there is no role ambiguity

or confusion.

The subordinates feel proud of being involved in the

organizational goals. This improves their morale and

commitment.

(contd.)

MBO often highlights the area in which the

employees need further training.

MBO puts strong emphasis on quantifiable

objectives, the measurement and appraisal could

be more objective, specific and equitable.

It improves communication between management

and subordinates.

Problems and Limitations

MBO can only succeed if it has the complete

support of top management.

MBO may be resented by subordinates.

There is considerable paperwork involved and it

takes too much of the manager‟s time.

The emphasis is more on short-term goals.

(contd.)

Most managers may not be sufficiently skilled in

interpersonal interaction such as coaching and

counseling which is extensively required.

The integration of the MBO system with other

systems such as forecasting and budgeting is very

poor.

Group goal achievement is more difficult.

It takes a lot of time, perhaps 3 to 5 years, to

implement the MBO program properly and fully.

Suggestions for improving the

effectiveness of MBO

It is important to secure top management support and commitment.

The objectives should be clearly formulated, should be realistic and achievable.

MBO is a major undertaking and should replace old systems rather than just being added to them.

The goals must be continuously reviewed and modified as the changed conditions require.

All personnel involved should be given formal training in understanding the basics as well as the contents of the program.

Consequences of Job Dissatisfaction

Job dissatisfaction produces low morale among

workers and low morale at work is highly

undesirable. Some of the indicators of low morale

are:

Employee unrest

Absenteeism

Tardiness

Employee turnover

Union Activity

Early Retirement

Job Satisfaction

It can be defined as “a pleasurable or positive

emotional stake resulting from the appraisal of

one‟s job or job experience.”

Organizationally speaking, high level of job

satisfaction reflects a highly favorable

organizational climate resulting in attracting and

retaining better workers.

Sources of Job Satisfaction

Organizational factors

Salaries and wages

Promotions

Company policies

Work environment

Supervisory style

Work group

Factors related to work itself

Personal factors

Designing of the motivation

Three field classification for the motivation to work:

Economic rewards – such as pay, fringe benefits, material goods and security. This is an instrumental orientation to work and concerned with other things.

Intrinsic satisfaction – which is derived from the nature of the work itself, interest in the job and personal growth and development.

Social relationship – such as friendships, group working and the desire for affiliation, status and dependency.

Approaches to job motivation

The application of motivational theories and greater

understanding of dimensions of job satisfaction and

work performance, have led to increasing interest

in job design.

Job design is concerned with the relationship

between workers and the nature and content of jobs

and their task functions.

Two major reasons for attention to job

design

To enhance the personal satisfaction that

people derive from their work

To make the best use of people as a

valuable resource of the organization and

to help overcome obstacles to their

effective performance.

Main methods of individual job

redesign

Job rotation:-

This is the most basic form of individual job design. Job

rotation involves moving a person from one job or task to

another.

Job enlargement:-

This involves increasing the scope of the job and the range

of tasks that the person carries out.

Job enrichment:-

Job enrichment arose out of Herzberg‟s two-factor theory.

It involves vertical job enlargement.

Job design:

A continuous process.

Job design should be a continuous and progressive

movement in order to satisfy people‟s needs for

growth and learning. Organizational supports are

also necessary to maintain and aid the development

of job design.

Goal Setting

Goals are targets and objectives for future

performance. They help focus employees attention

on items of greater importance to the organization.

Encourages better planning for the allocation of

resources (time, money and energy)

Goal setting works as a motivational process

because it creates a discrepancy between current

and expected performance.

(contd.)

A major factor in the success of goal setting is self-

efficiency.

First key to successful goal setting is to build and

reinforce employee self-efficiency.

Elements of goal setting:

Goal setting is most effective when four

elements are present.

Goal acceptance

Specificity

Challenge

Performance monitoring

Conclusion

Motivation is the mantra to success in both personal and

official life.

Empower Yourself And Others - Live Your Life With

Motivation!

Be Inspired! Believe in Yourself - Believe in Others!