Professional Documents
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Chapter 4
Chapter 4
CHAPTER 1
MOTIVATION
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MEANING OF MOTIVATION
The term 'motivation' has been derived from Latin word 'movere' which means to move. Motivation
helps us in doing what we want to do. In another sense it is what makes us put real efforts and energy
into what we do. It is the process of stimulating people to actions to accomplish the goals. Following are
some of the examples of motives that stimulate us for actions;
desire for money
success
recognition
job-satisfaction
status etc
Motivation is an internal psychological feeling which produces a behaviour which is towards the goal. It
is a continuous process because human needs are never completely satisfied.
NEED: Human behaviour is varied and sometimes too complex to analyze and understand.
Psychologists have concluded that the "needs" experienced by an individual form the basis of his
behaviour. Whatever one does, it is mainly to fulfill some needs, desires and expectations in varying
strength. '
TENSION: The emergence of a need creates an inner state of dissatisfaction or disturbs the equilibrium
or creates tension.
ACTION: The tension that is created is immediately followed by a belief that a certain "action" will
reduce this tension. When tension rises to a particular level, it results into action.
NEED SATISFACTION: Action that is taken will result into satisfaction or dissatisfaction within the
individual. Both satisfaction and dissatisfaction will act as a feedback for future actions.
DEFINITION OF MOTIVATION
According to Kreitner, “Motivation can be defined as the psychological process that gives behaviour
purpose and direction”.
According to Michael Juicus, “ The act of stimulating someone or oneself to get a desired course of
action is known as motivation”.
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ZAKIR PATEL, NARAN LALA COLLEGE OF COMM & MNGT, NAVSARI - 2016 1
ORGANISATION STRUCTURE AND DEVELOPMENT, F.Y. BCA (Sem 2), VNSGU
TYPES OF MOTIVATION
Employees can be motivated in two different ways. One is when the manager holds out a promise of a
reward to the employee for good performance of job and the second is when the manager installs fear in
the minds of employees for not reaching the goal or performance level. The first case is about positive
motivation and the second is about negative motivation. These are the two basic types of motivation;
1. Positive Motivation:
This type of motivation is reward based motivation. It is a process of attempting to influence others to
do your will through the possibility of gain or reward.
Incentive mechanism is a ‘Pull’ mechanism. That attracts employee to work hard to gain the incentive.
Every human being has inner urge that one recognise his work or achievement. The appreciation can be
on any mode. It may be in terms of monitory gain, position, awards or recognise the work and
appreciation in terms of words. Due recognition and praise for work definitely lead to good team spirit,
co-operation and a feeling of happiness.
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ORGANISATION STRUCTURE AND DEVELOPMENT, F.Y. BCA (Sem 2), VNSGU
The positive motivation can be given with the help of following ways;
Praise and credit for work
Wages and Salaries
Appreciation
A sincere interest in subordinates as individuals
Delegation of authority and responsibility
2. Negative Motivation:
This type of motivation is based on force and fear. Fear causes persons to act in a certain way because
they fear the consequences. Negative motivation involves the possibility of decreased motive
satisfaction. It is a ‘Push’ mechanism.
The imposition of punishment frequently results in frustration among those who are punished. This
results into hostile state of mind and an unfavourable attitude towards the job. However, there is no
management which has not used the negative motivation at some time or the other.
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THEORIES OF MOTIVATION
Following are some of the basic theories of motivation that have been developed over the years;
1. Maslow’s need-hierarchy theory
2. Herzberg’s two factor theory
3. Vroom’s expectancy theory
4. Adam’s equity theory and
5. Skinners reinforcement theory
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ORGANISATION STRUCTURE AND DEVELOPMENT, F.Y. BCA (Sem 2), VNSGU
1. Physiological needs- These are the basic needs of air, water, food, clothing and shelter. In other
words, physiological needs are the needs for basic requirements of life.
2. Safety needs- Safety needs include physical, environmental and emotional safety and protection.
For instance- Job security, financial security, protection from animals, family security, health
security, etc.
3. Social needs- Social needs include the need for love, affection, care, belongingness, and
friendship.
4. Esteem needs- Esteem needs are of two types: internal esteem needs (self- respect, confidence,
competence, achievement and freedom) and external esteem needs (recognition, power, status,
attention and admiration).
5. Self-actualization need- This include the urge to become what you are capable of becoming or
what you have the potential to become. It includes the need for growth and self-satisfaction. It
also includes desire for gaining more knowledge, social- service, creativity etc. The self-
actualization needs are never fully satisfied.
According to Maslow, individuals are motivated by unsatisfied needs. As each of these needs is
satisfied, it drives and forces the next need to emerge. Maslow grouped the five needs into two
categories - Higher-order needs and Lower-order needs. The physiological and the safety needs
constituted the lower-order needs. These lower-order needs are mainly satisfied externally. The social,
esteem, and self-actualization needs constituted the higher-order needs. These higher-order needs are
generally satisfied internally, i.e., within an individual.
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ORGANISATION STRUCTURE AND DEVELOPMENT, F.Y. BCA (Sem 2), VNSGU
motivation are linked in a person's motivation. He uses the variables Expectancy, Instrumentality and
Valence in his theory of motivation.
Expectancy is the belief that increased effort will lead to increased performance i.e. if I work
harder then this will be better.
Instrumentality is the belief that if you perform well that a valued outcome will be received.
Valence is the importance that the individual places upon the expected outcome. For the valence
to be positive, the person must prefer attaining the outcome to not attaining it. For example, if
someone is mainly motivated by money, he or she might not value offers of additional time off.
The three elements are important behind choosing one element over another because they are clearly
defined: effort-performance expectancy (E>P expectancy) and performance-outcome expectancy (P>O
expectancy).
5. SKINNER’S THEORY
According to this theory, employee’s behaviour that lead to positive outcome will be repeated and
behaviour that lead to negative outcomes will not be repeated. Managers should positively reinforce
employee’s behaviours that lead to positive outcomes. Managers should negatively reinforce employee’s
behaviour that leads to negative outcomes.
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A very widely known motivational concept is the ‘Carrot and Stick’ approach.
To motivate is to change behaviour. How can you change the behaviour of people, both as
individuals and as a group or team?
Using the carrot and stick approach, there are basically two ways; behaviour is changed by force
or by choice through the use of incentives.
This approach is based on the ‘principles of reinforcement’.
The carrot and stick approach of motivation comes from the old story that the best way to make a
donkey move is to put a carrot out in front of him or hit him with a stick from behind. Over here
carrot is the reward for moving and stick is the punishment for not moving ahead.
The ‘stick’ or fear is a good motivator and when used at the correct times can be very helpful.
When everything fails, the stick approach is the most attractive one as it usually produce
immediate results.
Fear is also attractive as in the short term; an employee’s performance may be improved without
any need for incentives or financial remuneration.
But fear can be stressful for employees. It is extrinsic, which means that the motivation only
works while the motivator is present. When the motivator goes, the motivation also usually goes.
Fear is also only useful on a short-term basis, as it needs to be applied in ever-increasing doses.
In a worst case scenario, fear motivation can backfire and could even lead to cases of sabotage.
On the other hand, people contribute or become more productive because they are offered
incentives i.e. the carrot approach.
In motivating people for behaviour that is desirable, some carrots (rewards) are used such as
money, promotion, and other financial and non financial factors.
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ORGANISATION STRUCTURE AND DEVELOPMENT, F.Y. BCA (Sem 2), VNSGU
The major advantage with this is that it can work very well if the incentive is attractive.
A good example of this concept is by using the well-known analogy of a donkey with a carrot
dangling in front, and with a cart behind. In this instance the carrot serves as the incentive.
However, the carrot will only serve as an incentive if: The donkey is hungry enough. The carrot
is sweet enough. The load is light enough.
The stick is not completely controlled by organisation; there are other forces which influences it. In
order to make the stick work effectively, following points should be considered.
1. Punishment is effective in modifying the behaviour if it forces the person to select a desirable
alternative behaviour that is then rewarded.
2. If the above does not occur, the behaviour will be only temporarily suppressed and will reappear
when the punishment is removed. Furthermore, the suppressed behaviour may cause the person
to be fearful and anxious.
3. Punishment is more effective if applied at the time when the undesirable behaviour is actually
performed.
4. Punishment must be given with extreme care so that it does not become reward for undesirable
behaviour. A punishment, from one point of view, may become a reward for the person
concerned.
A combination of the both carrot and stick should be used effectively so that both of them can
contribute positively on the motivational profile of the employees and the organisation.
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In history, we often find that real war is fought and won in the minds and not on the battle fields.
This means that mentally motivated people can achieve anything they desire.
It is really important to have highly motivated team. The strong pillar of any organisation is it’s
work force.
The major objective of management and the manager is to get work done by the subordinates.
Hence, Motivation is more important to get work done by the employees in any organisation.
The various benefits of motivation are as follows;
2. Increases efficiency:
Motivation helps in making workers efficient. Workers can improve their performance if they are
motivated. Workers improve their skills and knowledge so that they are able to contribute to the
progress of the organisation.
3. Willingness:
The success of any work depends on two things, (a) ability to work and (b) willingness to work. Without
willingness to work, ability is of no use. The willingness to work can be created through proper
motivation.
4. Increases effectiveness:
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ORGANISATION STRUCTURE AND DEVELOPMENT, F.Y. BCA (Sem 2), VNSGU
Effectiveness of employees depend upon the level of their motivation. Hence, if employees are
motivated, their effectiveness of doing work increases. Due to high level of effectiveness and efficiency
of the employees, organisations can achieve their goals easily.
5. Resistance to change:
Sometimes workers resist changing due to many reasons. Sometimes workers resist to change in order to
avoid some new technology. Motivation is the best remedy for resistance to changes. When changes are
introduced in organisations, generally workers will show resistance to change. But if the workers are
motivated, they will accept the change. This will help the organisation in making progress.
6. Resource Utilisation:
Motivation helps in utilising the resources in the best possible manner. The resources are human,
material, capital etc. Better utilisation of resources help in achieving the goals efficiently and effectively.
7. Belongingness:
Because of motivation, workers feel a sense of belongingness. The workers feel that the company
belongs to them and the interest of the company is their interests. Hence the workers will work for the
company as if they work for themselves.
8. Growth of organisations:
Many organisations now focus on their human resource because only employees will help the
organisation to succeed in future. For this, organisations focus more towards motivating their
employees. This helps the growth of both the organisations as well as the employees.
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