Unit III Motivation

8/8/2019 Unit III Motivation

1/31

UNIT III

MOTIVATION AND ITS APPLICATIONS


2/31

WHAT IS MOTIVATION


3/31

MOTIVATION-DEFINITION

Motivation as the processes that account for anindividuals intensity, direction, and

persistance of effort towards attaining a goal.

(source: Robbins) An inferred process within an animal or an

individual that causes that organism to move

towards a goal.

The psychological forces that determine the

direction of a persons behavior, a persons

level of effort, and a persons level of

persistence.


4/31

Drive

Instrumental

Goal

Relief

Need

Motivational cycle


5/31

THEORIES OF MOTIVATION


6/31

Abraham Maslows Hierarchy of

needs

Self-

Actualization

Esteem needs

Social

(Belongingness & love needs)Safety needs

Physiological needs


7/31

Order of needs as per Maslow

LOWER ORDER NEEDS

Physiological + Safety Needs(satisfied externally ,exp: pay, and tenure)

HIGH ORDER NEEDSSocial + Self Esteem + Self Actualization

(internally within the person)


8/31

Alderfers ERG Theory

Existence Needs: Basic needs for humansurvival such as the need for food, water,clothing, shelter, and a secure and safe

environment. Relatedness Needs: The needs to have goodinterpersonal relations, to share thoughts andfeelings, and to have open two-way

communication. Growth Needs: The needs for self-

development and creative and productivework.


9/31

McGregors Theory


10/31

THEORY X THEORY Y

Negative Positive


11/31

What is X and Y

THEORY X

The assumption that

employees dislike work,

are lazy, dislike

responsibility, and must

be coerced( forced)

THEORY Y

The assumption that

employees like to work,

are creative, seek

responsibility, and can

exercise self-direction


12/31

Herzberg Motivation-Hygiene

Theory( two factor theory)


13/31

Motivation factors

Achievement

Recognition

Growth/Advancement

Interest in the job


14/31

Hygiene Factors

Conditions

Pay

Status

Security

Company policies


15/31


16/31

Drukers Theory

According to Peter Drucker (1974) 'there is not one shred ofevidence for the alleged turning away from material rewards...

Antimaterialism is a myth, no matter how much it is extolled.' In fact,

they are taken so much for granted that their denial may act as a

de-motivator. 'Economic incentives are becoming rights rather than

rewards.'


17/31

A point to think about!!!

There is no doubt that we live in a money-

motivated world. Any amount of human

relations cannot compensate for a lack of

monetary reward. If the reward is right, good

human relations will give that extra zest to a

team, motivating them to give of their best

efforts. Insufficient monetary reward cannot be

compensated by good human relations.


18/31

Argyris Theory


19/31

Personality changes

According to Argyris, seven changes should take

place in the personality of individuals if they are todevelop into mature people over the years.

First, individuals move from a passive state as

infants to a state of increasing activity as adults.Second, individuals develop from a state of

dependency upon others as infants to a state of

relative independence as adults.

Third, individuals behave in only a few ways asinfants, but as adults they are capable of behaving

in many ways.


20/31

Fourth, individuals have erratic, casual, and shallow

interests as infants but develop deeper and stronger

interests as adults.Fifth, the time perspective of children is very short,

involving only the present, but as they mature, their time

perspective increases to include the past and the future.

Sixth, individuals as infants are subordinate to everyone,

but they move to equal or superior positions with others as

adults.

Seventh, as children, individuals lack an awareness of a

"self," but as adults they are not only aware of, but they

are able to control "self." Argyris postulates that these changes reside on a

continuum and that the "healthy" personality develops

along the continuum from "immaturity" to "maturity.


21/31

Advice To You Future Managers

Do not assume that all workers are motivated bythe same needs or desires.

To determine what will motivate any given worker,

determine what needs that worker is trying tosatisfy on the job.

Make sure you have the ability to administer orwithhold consequences that will satisfy a workersneeds.

Structure work situations so that workers cansatisfy their needs by performing behaviors thatenable the organization to achieve its goals.


22/31


23/31

Expectancy Theory A process theory about work motivation that

focuses on how workers make choices amongalternative behaviors and levels of effort.

Two main questions are addressed: Do individuals believe that their inputs will result in a

given level of performance?

Do individuals believe that performance at this levelwill lead to obtaining outcomes they desire?

Keys to the theory: Valence

Instrumentality

Expectancy


24/31

Valence

Definition: The desirability of an outcome

to an individual.

Can be positive or negative: Outcomes with positive valence are

desirable.

Outcomes with negative valence areundesirable.

Can vary in magnitude to indicate how

desirable or undesirable an outcome is.


25/31

Instrumentality

Definition: A perception about the extent to which

performance of one or more behaviors will lead to

the attainment of a particular outcome.

Can be positive or negative. Range is from -1 to +1.I = -1 means that the individual perceives that

performance will definitely notlead to the outcome.

I = 0 means that the individual perceives no link

between performance and outcome.

I = +1 means that the individual perceives that

performance is certain to lead to the outcome.


26/31

Expectancy

Definition: A perception about theextent to which effort will result in acertain level of performance.

Range is from 0 to 1:

0 means that the individual believes there isno chance that his/her effort will result in

performance. 1 means that the individual is certain that

his/her effort will lead to performance.


27/31


28/31

Equity Theory

A process theory about work motivation that

focuses on workers perceptions of the fairness of

their work outcomes and inputs.

According to equity theory, what is important tomotivation is the way a worker perceives his or

her outcome/input ratio compared to that of

another person.

Outcome/input ratio is the relationship betweenwhat a worker gets from a job (outcome) and

what the worker contributes to the job (input).


29/31

How Equity Theory Works

An individual compares his/her outcome/input ratio tothat of the referent to see if they are in balance:

Self Referent

Outcomes ? Outcomes

Inputs = Inputs

Overpayment inequity exists when a person perceivesthat his/her outcome/input ratio is greaterthan theratio of the referent.

Underpayment inequity exists when a personperceives that his/her outcome/input ratio is less thanthe ratio of the referent.


30/31

THANK YOU


31/31

START MOTIVATING OTHERS

POSITIVELY

Unit III Motivation

Documents