IMOTIVATION

Meaning of motivation
Motivation 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.
Motivation is defined as the reasons why you are doing something, or the
level of desire you have to do something.
For e.g If you want to lose weight to get healthier,this is an example of
motivation to improve your health.

I cant
 What
Motivation is
is motivation

incitement or inducementto act or

in an organization

move.
?
It is
the process of inducing the employeesof an organization to act in a
predetermined desired manner so as to achieve organizational goals.

Motivation can drive

the employees of an organisation to meet their
s
individual goals as well as the company overall goals.

achievement
There are two main types of motivation extrinsic and intrinsic.
Curiosity
NTRINSIC
1. Extrinsic motivation-
S0cil tfalus

you use external factors to encourage your team to do what you

iswhen
want. DONer mastery
social contfact

Therewards are tangible and often monetary, like pay increases, new
or
benefits, bonuses, promotions ulilimnent sense of
reward
lear
2. Intrinsic motivation is internal- Compelence

is the act of doing something without any obvious praise

Intrinsicmotivation
external rewards.
pride
sense o
You do it because it's enjoyable and interesting,ratherthan because of an Opre
outside incentive or pressure to do it, such as a reward or deadline GeSTe fo pail
EXTRINSIC
eafrn ear of
Dleasue
falure
 Motivation in organisation contd...

Someother ways to motivate your employees

Be a respectful,
honest and supportive manager.
Offer employeerewards.
Give them room to grow.
Sharepositive feedback.
Be transparent.

Offer flexible scheduling8

Offer food in the workplace.

oEvELoENT
CHALLE

MOTIVATION 0
suPPoRT
pmorruNrTY
 Theories
of
Motivation
 1. Maslow's Theory of Hierarchical Needs

Abraham Maslow postulated that a person will be motivated when all his
needs are fulfilled.
for security or money, but they work to contribute and
People donot work
to use their skills.
He demonstrated this by creating apyramid toshow how people are
motivated and mentioned that ONE CANNOTASCEND TO THE NEXT LEVEL e
UNLESS LOWER-LEVEL NEEDS ARE FULFILLED. ctualzation

Below is the hierarchy of needs:

Esteem
Aon,Apprcanon
Physiological needs:
needs for survival such as air, sleep, food, water, clothing, sex, and
arebasic OC love,Alecti Approva,Friet,Aasatiat
shelter.

Safety needs:
ecurty,3tabliy,nd Fredem

Protection from threats, deprivation, and other dangers (e.g.,health, secure

employment, and property)
Social (belongingness and love) needs: Physiologca Foed,Housng,Cothieg.

eedf
Sex,
Sieep,
for
The need for association, affiliation, friendship, and so on.
Self-esteem needs:
The need for respect and recognition.
Self-actualization needs: The opportunityfor personal development,
learning, and fun/creative/challenging work. Self-actualization is the
highest-level need to which a human being can aspire.
2. Hertzberg's two-factor Theory

Herzberg's Two Factor Theory

Herzberg's
Theory Poo Mobvaline

hygene Factors

Factors increase

OBCTeRse enployee

employee job

Maintenance/
Hygiene Factors Motivational job saistaction

Factorss stisactioy

www.expertprogrammanagenmert.com
 Hertzberg's two-factor Theory contd...

Hertzberg classified the needs into

two broad categories namely
Motivators
A. Hygiene factors and Hygiene Factors
(Satisfiers) (Dissatisfiers)
B. Motivating factors
Performance Relationship with peers
Achievement Company policies

Recognition Physical workplace

a) poor hygiene factors may destroy Responsibility Work conditions

motivation but improving them Work itself Salary

under most circumstanceswill Advancement Status

Growth opportunities
not improve team motivation Security

Relationship with supervisor

b) hygiene factors only are not Supervision

sufficient to motivate people, but

motivator factors are also

required
3. McClelland's Theory of Needs

David McClelland

Affiliation
Achievement
Power

McClelland's
Needs Theory
 McClelland's Theory of Needs contd..
McClelland affirms that we all have three motivating drivers, which do not depend on our gender or
age.
One of these drives will be dominant in our behaviour.
The dominant drive depends on our life experiences.

The three motivators are:

1. Achievement:
McClelland's
Needs
A need to accomplishand demonstrate own competence.
Theory
prefer tasks that provide for personal and
with a high need forachievement responsibility
People
results based on their own efforts.
Power Achievement Affliation
They also prefer quick acknowledgment of their progress.

2. Affiliation:

A need for love, acceptance.social

belonging and
People with a high need for affliation are motivated by being liked and acceptedby others.

They tend to participate in social gatherings and may be uncomfortablewith conflict.

3. Power:
A need for controlling own work or the work of others.

with a high need for power desire situations in which they exercise power and influence over
People
otners.

tend to be more concerned about their level

They aspire forpositions with status and authority and
of influence than about effective work performance.
Vroom Expectancy
Theory of
7 Ovation
 Vroom's Theory of Expectancy
Vroom's expectancytheory of motivation says that an individual's motivation is affected by their expectations
about the future. In his view, an individual's motivation is affected by-

1. Expectancy: Here the belief is that increased effort will lead to increased performance i.e., ifI work harder
then it will be better. This is affected by things such as:

Having the appropriate resources available (e.g., raw materials, time)

Having the appropriate managementskills to dothejob
>Having the required support to get the job done (e.g., supervisor support, or correct information on the
job)

2. Instrumentality:

Here the belief is you perform well, then the outcome will be a valuable one for me. i.e.,
that if if do a good

I
job, there is something in it for me. This is affected by things such as:
Clear understanding of the relationship between performance and outcomes
Trust in the people who will take the decisions on who gets what outcome
Transparency in the process decides who gets what outcome
 Vroom's Theory of Expectancy contd...
Valence

3. Valence:
how much importance the individual places upon the expected
outcome. For example, if someone is motivated by money, he or Instrumentaity

she might not value offers of additional time off.

Expectancy

Motivation =V *|* E
The three elements are important when choosing one element
over another, because they are clearly defined:
THEORY xHEORY Y
McGREGOR
 5. McGregor's Theory X and theory Y

Theory X and Theory Y were first explained by McGregor in his book, "The
Human Side of Enterprise," and they refer to two styles of management
authoritarian (Theory X) and participative (Theory Y).

Theory X:
Managers who accept this theory believe that if you feel that your team
members dislike their work, nave little motIvation, need to be watcned
every minute and are incapableof being accountable for their work, avoid
responsibility and avoid work
whenever possible, then you are likely to
use an authoritarian style of management.

Accordingto McGregor, thisapproach is very "hands-on"and usually

work to ensure that
involves micromanaging people's done it
gets TheoryX
properly.

Theory Y: Ahd
Managers who acceptthis theory believe that if people are willing to
Work without supervision, take pride in their work, seeit as a challenge TheoryY
and want to achieve more, theycan direct their own efforts, take
ownership of their work and do it effectively by themselves.
These managers use a decentralized, participative managementstyle.
ERG Theory
of
Motivation
 6. Alderfer's ERG Theory
His theory suggests that there are three groups
of core needs:

a. existence (E), ERG Theory of Motivation

b. relatedness (R),and

C. growth (G). Growtn

ctualzalic

These groups are aligned with Maslow's levels of Selt-Esteen

SOcial and self Relatedness

physiological needs, needs,

actualization needs, respectively. ey
Existence
Prysiokogical
 Alderfer's ERG Theory contd..
Existence needs -

Concern our basic material requirements for living, which include

what
Maslow categorized as physiological needs such as air, sleep, food, water,
clothing, and shelter and safety-related needs such as health, secure
employment, and property.

>Relatedness needs -
Have to do with the importance of maintaining interpersonal relationships.
These needs are based in social interactions with others and are aligned
levels of as
with Maslow's love/belonging-related needs such friendship,
family etc and esteem-related needs such as gaining the respect of others.
 ERG Theory contd..
Growth needs-
Describe our intrinsic desire for personal
development.
These needs are aligned with the other part of
Alderfer's

Maslow's esteem-related needs such as self-esteem, ERG Theory Need of

Need of
Growth
Relatedness

self-confidence, and achievement and self Need of

actualization needs such as morality, creativity, Existence

problem-solving and discovery.

Alderfer is of the opinion that when a certain category

of needs is not being met, people will redouble their
effortsto fulfil needs in a lower category.

Comaprison of Maslow's Theory and ERG Theory

 ERG Theory contd..
Implicationsof the ERG Theory
All managers must understand that an employee has
various needs that must be satisfied at the same time.

According to the ERG theory,if themanager focuses

solelyon one need at a time, then this will not
effectively motivate the employee.
The frustration-regression aspect of ERG Theory has
an added effect on workplace motivation. Existence

For e.g., if an employee is not provided with growth and Relatedness

advancement opportunities in an organization, then he
or she might revertto related needs such as socializing Growth
needs.

To meet those needs, if the environment or

socializing
circumstances do not permit, he might revert to the
need for money to fultill those socializing needs.
By the time the manager andrealizes discovers this,
they take more immediatesteps to
will fulfill those

needs which are frustrated until

such time that the
employee can again pursue growth.