Unit 2 motivation m.com

Unit – 1: MotivationBy RADHIKA

Visiting Faculty J H B W C

What is motivation?

IntroductionMotivation is the word derived from the word

’motive’ which means needs, desires, wants or drives within the individuals. It is the process of stimulating people to actions to accomplish the goals. In the work goal context the psychological factors stimulating the people’s behavior can be-• desire for money• success• recognition• job-satisfaction• team work, etc

Cont.An individual performs business tasks, not because he

wants the organizational goal to be achieved but because that work will give him financial rewards through which he can satisfy his personal needs and desires. The need is, there the driving force that motivates human behavior.

Motivation is a complex task because the factors that motivate people to work are complex and complicated.

Meaning

Motivation is a force that drives a person to action. Motivation creates willingness to perform tasks that lead to accomplishment of goals.

Definition“Motivation may be defined as the state of individual's perspective which represents the strength of his or her propensity to exert effort toward some particular behavior.”

“Motivation is the force that energizes the behavior, gives direction to behavior and underlies the tendency to persist.”

Model of MotivationOften, people confuse the idea of 'happy'

employees with 'motivated' employees. These may be related, but motivation actually describes the level of desire employees feel to perform, regardless of the level of happiness. Employees who are adequately motivated to perform will be more productive, more engaged and feel more invested in their work. When employees feel these things, it helps them, and thereby their managers, be more successful.

Cont. It is a manager's job to motivate

employees to do their jobs well. So how do managers do this? The answer is motivation in management, the process through which managers encourage employees to be productive and effective.

A model of motivation helps managers enforce the right motivators to prompt workers to action; suitable for the organization to achieve its broader goals.

Cont.According to the model if employees’ behavior

is acceptable to managers, it is followed by rewards. Rewards satisfy their needs, reinforce their behavior towards organizational activities and perpetuate further needs in them.

NEEDS BEHAVIORGOALS

(REWARDS)

Process of Motivation

Nature of Motivation1. It is an internal force2. Effect of environmental factors3. It is an on going process4. It is a pervasive function5. It is a complicated process6. Skilled managers7. Positive and negative motivation

Importance of motivation

1. Increase in work efficiency2. Communication3. Need-based motivation4. Combines ability with willingness5. Reduction in rate of labour absenteeism and

turnover6. Development of leaders

Effective Motivation1. Development of Self2. Worker’s Participation3. Job enrichment & Job rotation4. Management by results5. Realize human behavior – Their motives &

abilities6. Create a suitable work environment7. Healthy criticism

Theories of motivation 1. Need Hierarchy theory of Motivation

Maslow's hierarchy of needs. Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Harold Maslow in his 1943 paper "A Theory of Human Motivation" in Psychological Review.

Theory is summarized in…a) People are wanting beings whose needs can influence

their behaviour. Only unsatisfied needs can influence behaviour, satisfied need do not act as motivator.

Cont.b) Since needs are many, they are arranged in an order

of importance or hierarchy from the basics to the complex.

c) The person advances to the next level of hierarchy or from the basic to the complex, only when the lower level need is at least minimally satisfied.

d) Further up the hierarchy the person is able to go, the more individuality, humanness and psychological health he will display.

Theory X & Theory yDouglas McGregor proposed two theories by

which to view employee motivation. He avoided descriptive labels and simply called the theories Theory X and Theory Y. Both of these theories begin with the premise that management's role is to assemble the factors of production, including people, for the economic benefit of the firm. Beyond this point, the two theories of management diverge.

Cont.Theory X assumes that the average person: Dislikes work and attempts to avoid it. Has no ambition, wants no responsibility, and would

rather follow than lead. Is self-centered and therefore does not care about

organizational goals. Resists change. Is gullible and not particularly intelligent. Essentially, Theory X assumes that people work only for

money and security.

Cont.Theory Y assumes that the average person:Theory Y makes the following general assumptions: Work can be as natural as play and rest. People will be self-directed to meet their work

objectives if they are committed to them. People will be committed to their objectives if rewards

are in place that address higher needs such as self-fulfillment.

Under these conditions, people will seek responsibility. Most people can handle responsibility because

creativity and ingenuity are common in the population.

Herzberg’s two factor theoryThe two-factor theory (also known as Herzberg's

motivation-hygiene theory and dualfactor theory) states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction.

What do people want from their jobs? Do they want just a higher salary? Or do they want security, good relationships with

co-workers, opportunities for growth and advancement – or something else altogether?

Cont.The purpose of the study is to develop the Herzberg

theory and its possible application to an organization as a means of increasing worker’s productivity.

The study was conducted by means of a systematic research of a representative sample of the literature available on Herzberg's Two-Factor Theory.

The Two-Factor Theory is one of the best known and most widely accepted job enrichment approaches today, however, it has caused considerable controversy among behaviorists.

Cont.Motivators: A sense of achievement meaning

employees will know that because of their hard work the business is going forward. Recognition of workers contribution meaning the owner will give credit to the workers, making them feel good about themselves

Hygiene: This factor has the affect to demotivate workers. The hygiene factors affect the conditions of the workplace. If the hygiene in the area is not adequate then workers might not want to work.

Alderfer – ERG theory: Existence needs, relatedness needs and growth needs

Alderfer (Furnham, 2008) distinguished three steps or classes of needs: existence, relatedness and growth. Maslow’s physiological and safety needs belong together to existence needs. Relatedness can be harmonised to belongingness and esteem of others. Growth is the same as Maslow’s self-esteem plus self-actualization. Both Maslow and Alderfer tried to describe how these needs, these stages of needs become more or less important to individuals.

Cont. Existence needs: These include needs for basic material

necessities. In short, it includes an individual’s physiological and physical safety needs.

Relatedness needs: Individuals need significant relationships (be with family, peers or superiors), love and belongingness, they strive toward reaching public fame and recognition. This class of needs contain Maslow’s social needs and external component of esteem needs.

Growth needs: Need for self-development, personal growth and advancement form together this class of need. This class of needs contain Maslow’s self-actualization needs and intrinsic component of esteem needs.

McClelland – Need for achievement, affiliation and power

In the early 1960s McClelland – built on Maslow’s work – described three human motivators. McClelland (Arnold et al., 2005) claimed that humans acquire, learn their motivators over time that is the reason why this theory is sometimes called the ‘Learned Needs Theory’. He affirms that we all have three motivating drivers, and it does not depend on our gender or age. One of these drives or needs will be dominant in our behaviour.

Cont. McClelland’s theory differs from Maslow’s and

Alderfer’s, which focus on satisfying existing needs rather than creating or developing needs. This dominant motivator depends on our culture and life experiences, of course (but the three motivators are permanent). The three motivators are:

• achievement: a need to accomplish and demonstrate competence or mastery

• affiliation: a need for love, belonging and relatedness

• power: a need for control over one’s own work or the work of others

Cont.Achievement motivation – a need to

accomplish and demonstrate competence or mastery. It pertains to a person’s need for significant success, mastering of skills, control or high standards. It is associated with a range of actions. Individual seek achievement, attainment of challenging (and also realistic) goals, and advancement in the school or job.

Cont.Affiliation motivation – a need for love, belonging and relatedness. These people have a strong need for friendships and want to belong within a social group, need to be liked and held in popular regard. They are team players, and they may be less effective in leadership positions. High-need-for-affiliation persons have support from those with whom they have regular contact and mostly are involved in warm interpersonal relationships.

Cont.Authority/power motivation – a need to control

over one’s own work or the work of others. These persons are authority motivated. There is a strong need to lead and to succeed in their ideas. It is also needed to increase personal status and prestige. This person would like to control and influence others. 

Vroom's expectancy theory The expectancy theory places an emphasis on the process

and on the content of motivation as well, and it integrates needs, equity and reinforcement theories.

Victor Vroom's (1964) expectancy theory aims to explain how people choose from the available actions. Vroom defines motivation as a process that governs our choices among alternative forms of voluntary behaviour. The basic rationale of this theory is that motivation stems from the belief that decisions will have their desired outcomes.

The motivation to engage in an activity is determined by appraising three factors.

Cont.  Expectancy – a person’s belief that more effort

will result in success. If you work harder, it will result in better performance.

 Instrumentality – the person’s belief that there is a connection between activity and goal. If you perform well, you will get reward.

Valence – the degree to which a person values the reward, the results of success.

Stacy Adams' equity theory The equity theory states that people are motivated if they are

treated equitably, and receive what they consider fair for their effort and costs.

The theory was suggested by Adams (1965) and is based on Social Exchange theory.

According to this theory, people compare their contribution to work, costs of their actions and the benefits that will result to the contribution and benefits of the reference person. If people perceive that the ratio of their inputs-outputs to the ratio of referent other's input-output is inequitable, then they will be motivated to reduce the inequity.

Cont.