Professional Documents
Culture Documents
GRP 3 Motivation
GRP 3 Motivation
GRP 3 Motivation
Theory X Theory Y
Dislike Work Like to Work
Need control and force to Can be self disciplined for
make them work objectives they are
committed to
Like to be directed Will accept responsibility
Lack ambition Will come forward with new
ideas
CRITICISM OF McGREGOR’S
THEORY
Seem to represent unrealistic extremes
Too rigid
HERZBERG’S MOTIVATION-HYGIENE THEORY
Image Oriented.
Tendency to conform to
group(s).
Co-operation over
competition
HIGH N-POW PEOPLE…
Status Oriented.
E I
V
Expectancy (Effort ⇒
Performance)
Instrumentality (Performance ⇒ Personal Goals
Rewards)
Valence (Rewards ⇒ Personal goals)
MOTIVATION A PRODUCT OF PERCEPTIONS
MOTIVATION
JOB
SATISFACTION
ADVANTAGES AND LIMITATIONS
Advantages Limitations
Challenging Goals
Relevant Goals
Feedback
Feedback
Clarifies role perceptions & improves ability
by frequently providing information
Effects on Person
Goals Directs attention
Specific Energises Performance
Difficult Encourages persistency
Accepted New strategies developed
Feedback
Limitations to Goal Setting
Theory
Negotiation of Goals
Guidelines for “SMART”
Goals
Specific
Measurable
Attainable
Results oriented
Time bound
Adam’s Equity Theory
Outcomes Inputs
Self Others
$2 $4
= $2 per hour = $2 per hour
1 2
hour hours
Over rated Inequity
Self Others
$2
$3 = $1 per hour
= $3 per hour
1
1
hours
hour
Under rated Inequity
Self Other
$2 $3
= $2 per hour = $3 per hour
1 1 hour
hour
Some Learning….
“To see a delighted customer & a delighted team at the end of the day is
MOTIVATION for me. However to achieve this, one has to go through the
grind personally and along with the team. It is important that every Team
Leader is self motivated and believes in himself and his abilities; else the
negative vibes very effectively rub off on your team and are visible in the
end results. …..Finally Smile and enjoy your work”
Mr. Kevin Fernandes
Head-Program Mgmt - Tata Tele Services