Motivationsem1

8/8/2019 Motivationsem1

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Motivation

1/18/2011 NIRAV JOSHI 1


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Motivation



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What Is Motivation?

Direction

PersistenceIntensity



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Direction, Intensity and Persistence

Fixing a particular goal- Direction

Effort put in to achieve the goal- Intensity

For a time (Till achieving the goal)- Persistence



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W hat is Motivation at W ork ?

Motivation.

The individual forces that account for the

direction, level, and persistence of a person s

effort expended at work.



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W hat is Motivation to W ork?

Direction. A n individual s choice when presented with a

number of possible alternatives.

Level. The amount of effort a person puts forth.

Persistence. The length of time a person stays with a given

action.



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Th e Motivation ProcessTh e Motivation ProcessTh e Motivation ProcessTh e Motivation Process

UnsatisfiedUnsatisfiedNeedNeed

TensionTension

Searc hSearc hB e h avior B e h avior DrivesDrives

SatisfiedSatisfiedNeedNeed

ReductionReductionof Tensionof Tension



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The Motivation Process


UnsatisfiedUnsatisfiedneedneed TensionTension

SearchSearchbehaviorbehavior

SatisfiedSatisfiedneedneed

ReductionReductionof of

tensiontension

Observable externally

DrivesDrives

Internal Internal


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C haracteristics of Motivation

1. Motivation is an internal feeling (Based onhis needs in his mind).

2. Person in totality , not in part is motivated(Person having organisational commitment).

3. Motivation is the product of anticipatedvalues (The person feels that the goal isrealistic).



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Theories of Motivation

Major Theories. Maslow s,

ERG Mc C lelland s Hertzberg s Theory X and Y Expectancy Goal Setting Equity



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Maslow s Hierarchy of Needs

Lower-Order NeedsNeeds that are satisfied externally;

physiological and safety needs.

Higher-Order Needs

Needs that are satisfied internally;social, esteem, and self-actualizationneeds.



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Maslow s Hierarchy of Needs


Self-actual-ization

PhysiologicalPhysiological

SafetySafety

BelongingnessBelongingness

EsteemEsteem


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Hierarchy of Needs Theory


Psychological:

Includes hunger,thirst, shelter, sex,and other bodily needs.

Safety:

Includes security and protectionfrom physicaland emotionalharm.

Social:

Includesaffection,

belongingness,acceptance, andfriendship.

Esteem:

Includes internal esteemfactors such as self-respect,autonomy, and achievement;and external esteem factorssuch as status, recognition, andattention.

Self-actualization:

The drive to become oneis capable of becoming;includes growth,achieving ones potential,and self-fulfillment.


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Hierarchy of Needs Theory

Five need levels occur in a hierarchy of importance. Lowest unmet need has strongest effect W hen lower need is satisfied, next higher need becomes

the primary motivator

Satisfaction-progression process Satisfaction of one need level may not decrease it

importance and increase importance of next need level. Needs vary according to:

A person s career stage.Organizational size.

Geographic location.



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Evaluating Maslow s Theory

Lack of support for theory Needs don t cluster around Maslow s categories

Needs change more rapidly than Maslow stated

Primary needs aren t always lowest in the hierarchy

Values influence needs

C onclusion: Needs hierarchy might vary from one person

to the next (not innate or universal)



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ERG Theory

Developed by C layton A lderfer.

C ollapses Maslow s five categories into three

categories: Existence needs, Relatedness needs,and Growth needs.

More than one need category may be activated at

the same time.



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A lderfer s ERG Theory


Physiological

Safety & Security

Love (Social)

Esteem

SA

Existence

Relatedness

Growth


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ERG Theory cont.

Existence needs.Desire for physiological and material well-being.

Relatedness needs.Desire for satisfying interpersonal relationships.

Growth needs.Desire for continued personal growth and

development.



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Mc C lelland s Need Theory:Need for A ffiliation


Th e Th eoryTh e Th eory

of Needsof Needs

David David McClelland McClelland

Th e Th eoryTh e Th eory

of Needsof Needs

David David McClelland McClelland

Need for Need for Ac h ievementAc h ievement

(nAch)(nAch)

Need for Need for Ac h ievementAc h ievement

(nAch)(nAch)

Need for Need for Power Power (nPow)(nPow)

Need for Need for Power Power (nPow)(nPow)

Need for Need for AffiliationAffiliation

(nAff)(nAff)

Need for Need for AffiliationAffiliation

(nAff)(nAff)


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David Mc C lelland s Theory of Needs


nAch

nPow

nAff

Need for Ac h ievement

The drive to excel, to achievein relation to a set of standards, to strive to

succeed.

Need for Affiliation

The desire for friendlyand close personalrelationships.

Need for Power

The need to make others

behave in a way that theywould not have behavedotherwise.


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Mc C lelland s Need Theory

Need for Achievement - amanifest (easily

perceived) need thatconcerns individualsissues of excellence,competition, challenginggoals, persistence, andovercoming difficulties



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Mc C lelland s Need Theory

Need for Affiliation - amanifest (easily perceived)need that concerns anindividual s need toestablish and maintain

warm, close, intimaterelationships with otherpeople



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Self-actualization

Motivational Need Theories


Maslow Alderfer McClelland

Higher

Order Needs

Lower Order Needs

Esteem

self interpersonal

Safety & Securityinterpersonalphysical

Need for Achievement

Need for Power

Relatedness Need for Affiliation

Existence

Growth

Belongingness(social & love)

Physiological


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Two-Factor Theory (Frederick Herzberg)


Two-Factor (Motivation-Hygiene) Th eory


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Herzberg Two-Factor Theory

Hygiene factors. Sources of job dissatisfaction.

A ssociated with the job context or work setting. Improving hygiene factors prevent people from

being dissatisfied but do not contribute to

satisfaction.



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Herzberg Two-Factor Theory

Motivator factors. Sources of job satisfaction. A ssociated with the job content. Building motivator factors into the job enables

people to be satisfied. A bsence of motivator factors in the job results in

low satisfaction, low motivation, and lowperformance.



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Motivation-Hygiene

Theory of Motivation


Hygiene factors avoid job dissatisfaction

Company policy &administrationSupervisionInterpersonal relations

W orking conditionsSalaryStatus

Security

AchievementAchievement recognition

W ork itself

ResponsibilityAdvancementGrowth

Salary?

Motivation factorsincrease job satisfaction


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H erzbergs Two-Factor Theory


hygiene factors determine job dissatisfaction

motivators determine job satisfaction

Job DissatisfactionJob Dissatisfaction Job SatisfactionJob Satisfaction

HighHigh HighHigh

00

Herzberg asked: What do people want from their jobs? He found that:

Quality of supervisionRate of pay

Company policiesWorking conditionsRelations wit h ot h ersJob security

Quality of supervisionRate of pay

Company policiesWorking conditionsRelations wit h ot h ersJob security

Career Advancement

Personal growt h

Recognition

Responsibility

Ac h ievement

Career Advancement

Personal growt h

Recognition

Responsibility

Ac h ievement


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Theory X and Theory Y (Douglas McGregor)


Th eory X A ssumes that employees dislikework, lack ambition, avoidresponsibility, and must be

directed and coerced to perform.

Th eory Y A ssumes that employees likework, seek responsibility, arecapable of making decisions,and exercise self-direction andself-control when committed toa goal.


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Th eory XTh eory XManagers See Workers AsManagers See Workers As

Disliking WorkDisliking Work

Avoiding ResponsibilityAvoiding Responsibility

Having Little AmbitionHaving Little Ambition

Th eory YTh eory YManagers See Workers AsManagers See Workers As Enjoying WorkEnjoying Work

Accepting ResponsibilityAccepting Responsibility

Self Self--DirectedDirected



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Expectancy Theory

Developed by Victor Vroom.

A person s motivation is a multiplicative function

of:Expectancy.

Instrumentality

Valence.



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Expectancy Theory

Expectancy. The probability assigned by an individual that work effort

will be followed by a given level of task accomplishment.

Instrumentality. The probability assigned by the individual that a given level

of achieved task performance will lead to various workoutcomes.

Valence. The value attached by the individual to various work

outcomes.



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Expectancy Model of Motivation


Performance RewardEffortEffort

Perceived effort -performance

probability

Perceivedvalue of reward

Perceivedperformance -

reward probabilityIf I work hard,will I get the jobdone?

What rewardswill I get whenthe job is well done?

What rewardsdo I value?


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Expec tan cy Th e or y

3. Rewards-personal goals relations h ip

1 . Effort-performance relations h ip

2 . Performance-rewards relations h ip

IndividualIndividualEffortEffort

IndividualIndividualPerformancePerformance

PersonalPersonalGoalsGoals

OrganizationalOrganizationalRewardsRewards

1 2

3



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Managerial Implications of Managerial Implications of

Expectancy TheoryExpectancy TheoryD etermine the outcomes employees value.D etermine the outcomes employees value.Identify good performance so appropriate behaviorsIdentify good performance so appropriate behaviorscan be rewarded.can be rewarded.

Make sure employees can achieve targetedMake sure employees can achieve targetedperformance levels.performance levels.Link desired outcomes to targeted levels of Link desired outcomes to targeted levels of performance.performance.Make sure changes in outcomes are large enough toMake sure changes in outcomes are large enough tomotivate high effort.motivate high effort.Monitor the reward system for inequities.Monitor the reward system for inequities.



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Goal-Setting Theory (Edwin Locke)


Goal-Setting Th eory

The theory that specific and difficult goals, withfeedback, lead to higher performance.

Factors influencing t h e goalsperformance relations h ip:

Goal commitment, adequate self-efficacy, task characteristics, andnational culture.


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G oal-setting theoryMotivation occurs if individuals clearly know what to do, how to

do it, when, etc.

G oals are a potent motivating forceSpecific goals lead to increased performance, vague goals

dontChallenging goals, when accepted, result in higher outputthan easy goalsG oals are more easily achieved if there is feedback on

progress madeG oals can be a major source of work motivation



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Guidelines for W riting SM A RTGuidelines for W riting SM A RTGoalsGoals

SS pecific

MM easurable A A ttainableRR

esults orientedTT ime bound


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Special Motivation IssuesSpecial Motivation Issues

ProfessionalsProfessionalsC ontingent workersC ontingent workers

Diversified workforceDiversified workforceLowLow--skilled service workersskilled service workers

Highly repetitive tasksHighly repetitive tasks



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Special Issues in Motivation

Motivating Professionals Provide challenging projects. A llow them the autonomy to be productive. Reward with educational opportunities. Reward with recognition. Express interest in what they are doing. C reate alternative career paths.

Motivating C ontingent W orkers Provide opportunity for permanent status. Provide opportunities for training.

Provide equitable pay.



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Special Issues in Motivation (cont d)

Motivating the Diversified W orkforce Provide flexible work, leave, and pay schedules. Provide child and elder care benefits. Structure working relationships to account for cultural

differences and similarities.Motivating Low-Skilled Service W orkers Recruit widely. Increase pay and benefits. Make jobs more appealing.



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Special Issues in Motivation (cont d)

Motivating People Doing Highly Repetitive Tasks Recruit and select employees that fit the job. C reate a pleasant work environment.

Mechanize the most distasteful aspects of the job.


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