Theories Of Motivation.

Presented By:

Nimra Noor Ul Ain BC11-470

Tehmina Khan BC11-473

Mahreen Iqbal BC11-476

Rahima Noor BC11-477

Maryum Sarwar BC11-478

Students of:

Motivation - derives from the Latin word

movere, meaning, ‘to move’.

The internal condition that activates behavior and gives it direction.

The set of forces that causes people to engage in one behavior rather than some alternative behavior

Is the result of an interaction between the person and a

situation; it is not a personal feature.

Is the process by which a person’s efforts are energized,

directed, and continued towards attaining a goal.

Energy: a measure of

intensity or drive.

Direction:toward

organizational goals

Persistence:exerting effort

to achieve goals

Kinds Of Motivation

EnvironmentAbility + Motivation +Performance =

Motivation work best

• Motivation works best when individual needs are

well-matched with organizational goals.

Productive use of resources

Increased efficiency and output

Achievement of goals

Development of friendly relationships

Stability in workforce

Importance of Motivation in Modern Organization

1.Productive use of resources:

• Motivation enables people to convert physical and financial

resources into useful products.

2.Increased efficiency and output:

• Motivation enables people to work actively

Motivation.higher the morale .increase interest too

3.Achievement of goals:

• It helps people to move in a desired direction and earn rewards

4. Development of friendly relationships

• Motivation brings employees closer to organization.

5. Stability in workforce

• Employees do their tasks loyally and actively, it reduced

employee turnover. reduced absenteeism.

Unmotivated Employees

mean the organization will have people that are not

ready to do well in the jobs

Motive• is something that causes a person to act.

Motivate• means to “provide with a motive

Motivation

• is the process of providing a motive that causes a person to take some action.

In most cases motivation is come from some need that

leads to behavior those results in some type of reward

when the need is fulfilled.

Rewards can take two forms:

Intrinsic rewards are derived from

within the individual.

Extrinsic rewards relate to rewards that

are given by another person.

Designing Appropriate Rewards Programs (cont’d)

Open-book management

Involving employees in workplace decision by opening up the financial statements of the employer.

Employee recognition programs

Giving personal attention and expressing interest, approval, and appreciation for a job well done.

Pay-for-performance

Variable compensation plans that reward employees on the basis of their performance:

Piece rates, wage incentives, profit-sharing, and lump-sum bonuses

The real motivation to act comes from within the

individual.

Managers can work to provide various incentives in an

effort to influence an employee in any number of ways,

such as:

• by changing job descriptions,

• rearranging work schedules,

• improving working conditions &

• host of other activities.

We can motivate professional and low wage workers by

As managers, we often assume that employees are

motivated or will respond to inducements from managers.

While the majority of employees do in fact want to do a

good job and are motivated by any number of factors,

others may not share that high level of motivation.

Psychologists have studied human motivation

extensively and have derived a variety of theories

about what motivates people. These include theories

that focus on motivation being a function of

Employee needs of various types

Extrinsic factors

Intrinsic factor

Maslow’s Hierarchy of Need

Maslow (1954) postulated a hierarchy of

needs that that progresses from the lowest,

subsistence-level needs to the higher level of

self-awareness and actualization. The five

levels in Maslow's hierarchy are

Physiological Needs

Safety Needs

Belonging Needs

Esteem Needs

Self-actualization Needs

The three components identified by Alderfer (1972)

drew upon Maslow's theory, but also suggested that

individuals were motivated to move forward and

backward through the levels in terms of motivators.

He reduced Maslow's levels from five to the

following three"

Existence

This related to Maslow’s first two needs,

thus combining the physiological and safety

needs into one level

Relatedness

Which addressed the belonging needs; and

Growth

This pertains to the last two needs, thereby

combining esteem and self-actualization

Herzberg (2003) further modified Maslow's needs

theory and consolidated down to two areas of

needs the motivated employees. These were

termed:

Hygiene

Motivators

The idea here is

that needs are

acquired

throughout life.

This theory

focuses on

three types of

needs:

Need for Achievement

Desire for success and for attaining goals.

Need for Affiliation

Focuses on desire for relationships.

Need for Power

Desire for responsibility and authority of others.

Another approach to understanding motivation

focuses on external factors and their role in

understanding employee motivation. The best known

of these is:

Reinforcement Theory

B.F. Skinner (1953) studied human behavior

and proposed that individuals are motivated

when their behaviors are reinforced. His theory

is comprised of four types of reinforcement:

Positive Reinforcement

taking actions that rewards positive behaviors.

Avoidance Learning

when actions are taken to reward behaviors that avoid undesirable or negative behaviors.

Punishment

includes actions designed to reduce undesirable behaviors by creating negative consequences for the individual; and

Extinction

It represents the removal of positive rewards for undesirable behaviors.

Intrinsic Factor Theory Of Motivation

Theories that are based on intrinsic

factors focus on internal thought

processes and perceptions about

motivation.

Adams Equity Theory

Which proposes that individuals are motivated

when they perceive that they are treated equitably

in comparison to others within the organization

(Adams, 1963)

Cont…

Occurrence Of Inequitable

Higher or Lower productivity.

Improved or Reduced equality of outputs

Increased absenteeism

Voluntary Resignation.

Vroom Expectancy Theory

Which addresses the expectations of individuals and

hypothesizes that they are motivated by

performance and the expected outcomes of their

own behaviors (Vroom, 1964)

Expectancy model

Key to Expectancy Theory

Individual goal

Linkage between effort and performance

Performance and reward

Rewards and personal satisfaction

Key is understanding:

Locke’s Goal setting Theory

The Goal Setting Theory was developed by Edwin

A. Locke in 1968, in order to explain human

actions in specific work situations.

This hypothesizes that by establishing goals

individuals are motivated to take action to achieve

those goals

Findings:

Specific than general.

Goals related to performance.

Management Theory Of Motivation

Scientific Management Theory.

McGregor's Theory X and Theory Y.

Ouchi's Theory Z.

Scientific Management Theory

This theory assumes that people are motivated.

Are able to continually work harder

More efficient

employees should be paid on the basis of the amount and quality of the work performed.

Cont….

The theory behind scientific management is that

with the proper training and development a

company will become successful.

Demanding self-efficiency, time management

skills, and continual training of employees has been

known to produce higher quality productivity and

reduce conflict within the workplace.

Limitation

This approach is limited by the capacity of

employees to continue to increase the quantity of

work produced, without sacrificing the quality.

MacGregor’s Theory X and Y

Human resource management approach.

Classify Managers.

Theory X

Theory X managers view employees as unmotivated

and disliking of work. Under the theory X approach

the manager's role is to focus on the hygiene and to

control and direct employees; it assumes that

employees are mainly concerned about safety.

Theory Y

Theory Y managers focus on Herzberg's motivators

and work to assist employees in achieving these

higher levels.

Cont…

Ouchi's Theory Z

Employees involved increase productivity.

Based on Japanese Approach.

managers provide rewards such as long-term employment,

promotion from within, participatory management etc.

Strategies of Motivation

Expect the best; whether you think you can or you

think you can’t, you are right

Reward the desired behavior

Create a fun approach

Reward employees in ways that enhance performance

and motivate them

Tailor rewards

Cont….

Get sub ordinate to take responsibility for their own motivation

Play to employees’ strengths promote high performance and focus on how they learn

Focus on revitalizing employees

Conclusion

Motivation of employees is a tricky business.

Managers often do not understand the concepts

myths and principles about motivation well enough

to put them in practice. Managers can improve

their rate by providing extrinsic rewards that will

help their employees to be intrinsically motivated

to become top performers.