MOTIVATION

Presented By:
Jyoti Kumari (35) Sandeep Anand(79) Jaikumar Dakhane(32) Rajat Bhutani(67)

Motivation
The Complex of Forces starting and keeping a person at work in an organization. It is something that moves the person to action, and continues him in the course of action already initiated. -- Dubin

Motivation

Morale Booster for the Individual Worker Improves Individual Productivity

An Effective Manager: -- Endeavors to Know his subordinates -- Understand what Motivates them

Motivation is the work-force management creates Will to Work which is necessary for the achievement of organisational goals.

Results of Motivation
1.Improving their skills and knowledge. 2.Best possible use of different factor of Production. 3.Job satisfaction 4.Number of complaints come down 5.Good Industrial relation

The Motivation Process

Tension

Needs

Goals

Behavior

Reduction of Tension

Frustration

Goals Achieve d

Goals Not Achieve d

Maslows Hierarchy of Needs

Need for

SelfActualization Esteem Needs Social Needs

Security or Safety Needs Physiological Needs

Hierarchy of Needs
1.

Physiological Needs- Basic needs

for Sustaining Life a. Food, Clothing & Shelter b. Water c. Sleep d. Health e. Body Needs f. Exercise and Rest

Hierarchy of Needs
2.

Safety & Security Needs- Needs to

be free from Physical Threats. a. Security and safety b. Protection c. Orderly & neat surroundings d. Comfort & peace e. Security of source of income f. Job Security

Hierarchy of Needs
3. Social Needs- Needs to Belong and to Be Accepted by Others a. Acceptance b. Feeling of belonging c. Membership in a group d. Love & appreciation e. Group participation

Hierarchy of Needs
4. Esteem (ego) Needs- Power, Prestige, Status, Self-Confidence, SelfWorth, High-Regard a. Recognition & prestige b. Confidence and Leadership c. Competence and success d. Strength and intelligence

Hierarchy of Needs
5. Self-actualization Needs- Desires and
Aspirations of an Individual to Become What One is Capable of Becoming. a. Self-fulfillment and potential b. Doing things for challenge of accomplishment c. Intellectual curiosity d. Creativity e. Strength and intelligence

Need Hierarchy Organizational Perspective

Today, many organizations are applying the Need Hierarchy Theory. The manager should know the need level of the individual worker/faculty.

Herzberg's Two-Factor Theory

Role of Hygiene & Motivating Factors

Dissatisfacti on (if absent)

Hygiene Factors

No Satisfaction (if present)

No Satisfaction, No Motivation (if absent)

Motivating Factors

Satisfaction, Motivation (If present)

Theory X and Theory Y

Theory X and Theory Y are two sets of assumptions about human nature and behavior that are related to the practice of management. Theory X: Representing a negative view of human nature that assumes people generally are naturally irresponsible for their work and require close supervision to do jobs.

Theory Y:

Indicating a positive view of human nature that assumes people are generally hard-working, creative and responsible for exercising self-control over their

McGregors Theory X and Theory Y

THEORY X ASSUMPTIONS

THEORY Y ASSUMPTIONS

average human being has an inherent dislike of work and will avoid it if he/she can Most people must be controlled if they are to work hard

Effort in work is as natural as work and play Control and punishment are not the only ways to make people work man will direct himself if he is committed to the goals of the organisation If a job is satisfying then the result will be commitment to the organisation The average man learns not only to accept but to seek

The average human prefers to be directed, dislikes responsibility and desires security above everything else

CONTEMPORARY THEORIES OF MOTIVATION

McClellands theory of Needs Cognitive Evaluation Theory Goal Setting theory MBO Self Efficacy theory Reinforcement theory Equity theory Expectancy theory

McClellands theory of Needs

Need for Achievement --Drive to excel --Achieve in relation to a set of standards --Attain personal responsibility --They are not Gamblers --Like tasks of intermediate difficulty

Need for Power --Desire to have impact, be influential & to control --Competitive & status oriented situations --More concerned with prestige
Need for Affiliation --Desire to be liked and accepted by others --Less competitive --High degree of mutual relationship

APPLICABILITY

High achievers are successful in entrepreneurial activities Not necessarily a good manager Need for Power and affiliation tend to be more closely related to managerial success

COGNITIVE THEORY OF EVALUATION

Extrinsic rewards would tend to decrease level of motivation Experiences a loss of control over his or her own behavior that diminishes previous intrinsic motivation

Research/Conclusion --Real phenomenon is interdependence of both intrinsic and extrinsic rewards

Contd.
--Very high level of intrinsic motivation (Exception) --Interesting Job also requires extrinsic payment --Dull Task(Exception) --Limited applicability: neither for extremely Dull and nor for extremely interesting tasks

GOAL SETTING THEORY

Just do your best Intention to work towards a goal What needs to be done and how much effort is required Specific hard goals better than generalized goal of give your best Ability and Acceptance of goal kept constant Feedback acts to guide behavior Commitment, Self Efficacy

What is MBO?
Management by Objectives (MBO)
A program that encompasses specific goals, participative set, for an explicit time period, with feedback on goal progress.

KEY ELEMENTS OF MBO

Goal specificity Participative decision Key Elements making An explicit time period Performance feedback

Cascading of Objectives

Why MBOs Fail

Unrealistic expectations about MBO results

Lack of commitment by top management

Failure to allocate reward properly

Cultural incompatibilities

Self-Efficacy
The individuals belief that he or she is capable of performing a task. Enhances probability that goals will be achieved.

In addition individuals with high self efficacy seem to respond to negative feedback with increased interest and motivation.

Self-Efficacy and Goal Setting

JOINT EFFECTS OF GOALS SETTING AND SELF EFFICACY ON PERFORMANCE Individuals
has confidence that given level of performance will be attained

Manager sets difficult specific goal for job or task

Individual has higher level of job performanc e

Individual sets higher personal goal for their performance

Four Ways of Increasing Self Efficacy

Enactive Mastery

Vicarious Modeling

Verbal Persuasion

Arousal

Reinforcement Theory
According to this theory the behavior is a function of its consequences.

Its Assumptions are:

Behavior is environmentally caused.

Behavior can be modified (reinforced) by providing (controlling) consequences.

Reinforced behavior tends to be repeated.

EQUITY THEORY
Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

REFERENT COMPARISONS OF EQUITY THEORY

Self-inside An employees experience in a different position inside his or her current organization. Self-outside An employees experience in a situation or position outside his or her current organization. Other-inside Another individual or group of individual inside the employees organization Other-outside - Another individual or group of individual outside the employees organization

COMPARISON WITH OTHER

CHOICES FOR DEALING WITH INEQUITY

Change inputs Change outcomes Distort perceptions of self Distort perceptions of others Choose a different referent person Leave the field

PROPOSITIONS RELATING TO INEQUITABLE PAY

If given payment by time:- Overrewarded employee will produce more than equitably paid employees - Underrewarded employees will produce less or poorer quality of output. If given payment by production quantity:- Overrewarded employees will produce fewer, but higher quality units than will equitably paid employees. - Underrewarded employees will produce larger no. of lower-quality units in comparison with equitably paid employees.

ORGANIZATION JUSTICE
Overall perception of what is fair in the workplace

Distributive Justice Amount & allocation of rewards. Procedural Justice - The perceived fairness of the process used to determine the outcome.

EXPECTANCY THEORY
Employee will be motivated to exert a high level of effort when he or she believes that effort will lead to a good performance appraisal. Bonus Salary Increase Promotion

Effort - Performance Relationship Performance - Reward Relationship Rewards - Personal goal Relationship