3. What is Motivation ?
Motivation is the drive
from within a person
to achieve something.
The set of forces that
cause people to
behave in
certain ways
4. MOTIVATION IS A PROCESS
Motivation is a process that starts
with a physiological or
psychological deficiency or need
that activates a behavior or a drive
that is aimed at a goal or incentive
6. BASIC MOTIVATION PROCESS
NEEDS
Created when there is a physiological or
psychological imbalance.
DRIVES
Are set up to alleviate needs.
INCENTIVES
Any thing that will alleviate a need and
reduce a drive.
7. MOTIVES
PRIMARY MOTIVE
It must be unlearned and physiologically
based
Hunger
Thirst
Sleep
15. MOTIVES
SECONDARY MOTIVE
It must be learned
Power
Achievement
Affiliation
Security
Status
16. ACHEIVMENT
Doing better than the competitors
Attaining or surpassing a difficult goal
Solving a complex problem
Carrying out a challenging assignment
successfully
Developing a better way to do
something
17. POWER
Influencing people to change their
attitudes or behaviors
Controlling people and activities
Being in a position of authority over
others
Gaining control over information &
resources
Defeating an opponent or enemy
18. AFFILIATION
Being liked by many people
Being accepted as part of a group or
team
Working with people who are friendly
and cooperative
Maintaining harmonious relationships
avoiding conflicts
Participating in pleasant social activities
19. SECURITY
Having a secure job
Being protected against loss of income
or economic disaster
Having protection against illness or
disability
Being protected against physical harm
or hazardous conditions
20. STATUS
Having a right car and wearing the
right clothes
Working for the right company in the
right job
Having a degree from the right
university
Having executive privileges
22. WORK MOTIVATION THEORIES
CONTENT THEORIES
What motivates people at work
Identifying the needs and drives of people
How needs and drives are prioritized
Concerned with the types of incentives
and goals that people strive to attain in
order to be satisfied and perform well.
23. Maslow’s Hierarchy of Needs
Offer training, creativity,
promotions, employee
control over jobs Offer recognition,
Offer interaction status, challenges,
with others, merit pay, employee
participation in participation in
workgroup, making decisions
good relations Self Actualization
with supervisors
Esteem Needs
Offer
Belongingness Needs work
Offer conditio
dequate secu
ntilation, Safety Needs health
at, water, retire
ase pay bene
Physiological Needs
25. Herzberg’s Two Factor Theory
HYGIENE FACTORS/DISSATISFIERS
Salary
Job Security
Working Conditions
Status
Company Policies
Quality of technical supervision
Interpersonal relationships among
peers and supervisors
26. Herzberg’s Two Factor Theory
MOTIVATORS /SATISFIERS
Achievement
Recognition
Responsibility
Advancement
The work itself
Possibility of Growth
27. ALDERFER’s ERG THEORY
GROWTH Personal
Development
Interpersonal/
Social
RELATEDNESS relationships
Physiological
Needs
EXISTENCE
28. WORK MOTIVATION THEORIES
PROCESS THEORIES
Concerned with the mind related
experiences that go into motivation or
effort and with the way they relate to
one another.
29. WORK MOTIVATION THEORIES
CONTEMPORARY THEORIES
Concerned with the person’s perception of
inputs and outputs ratio for himself versus
the ratio of what the relevant other is
giving and receiving. It is also the
relationship between personal perception
and interpersonal behavior of the person
perception.
32. Job Design
JOB ROTATIONS
Switching people on different jobs to reduce monotony.
JOB ENLARGEMENT
Expanded the number of operations performed by an
individual. It is also called the horizontal loading.
JOB ENRICMENT
Designing jobs that includes a greater variety of work
content, require higher level of knowledge & skill and give
more autonomy and responsibility in terms of planning,
directing and controlling their own performance. It is also
called vertical loading.
33. MANAGEMENT BY OBJECTIVES
(MBO)
Set goals that are:
– Tangible
– Measurable
– Verifiable
Converting Organizational
objectives into specific
objectives.
Objectives cascade down
through the organization that
is divisional – departmental -
34. MANAGEMENT BY OBJECTIVES
(MBO)
Four ingredients of MBO
programs
– Goal specificity
– Participative decision
making
– Explicit time period
– Performance feedback
The objectives should be
concise statements of
accomplished statements.
35. EMPLOYEE RECOGNITION
PROGRAMS (ERP)
Recognition is a powerful
motivator
Multiple sources
recognizing both
individual and group
accomplishments.
Cost effective
36. EMPLOYEE RECOGNITION
PROGRAMS (ERP)
Commonly used ERPs in organizations
– Employee of the month”
– Employee of the year
– Appreciation Letters
– Acknowledgement of jobs well done
publicly, in person, monthly staff
meetings, company newsletter
– Attendance awards monthly,
quarterly or annually
– Get tog ethers, time off.
– Voice mail / email messages
– Personally congratulating
– Suggestions from employees
37. EMPLOYEE INVOLVEMENT
PROGRAMS (ERP)
EIP Programs encourage
– Employee Participation
– Workplace Democracy
– Empowerment
– Employee Ownership
Uses the entire capacity of
employees and Designed
to encourage increased
commitment to the
organization’s success.
38. EMPLOYEE INVOLVEMENT
PROGRAMS (ERP)
EIPs make employees
– More committed
– More motivated
– More productive
– More satisfied
Commonly used ERPs in
organizations
– Participative management
– Representative management
– Quality Circles
39. VARIABLE PAY PROGRAMS
Based on some individual or
organizational measure of
performance.
Target based compensation
and earnings fluctuate up and
down as per achievements.
Tied to performance, low
performers stagnates their
compensation whereas high
performers enjoy pay
increases with their
contributions.
40. VARIABLE PAY PROGRAMS
Widely used variable pay
programs in vogue:
– Piece rate wages
– Bonuses & Commissions
– Stock Options
– Profit sharing plans
– Gain sharing
42. SET THE TONE FOR THE DAY
Spend first moments with staff upon your
arrival.
Smile. Walk tall and confidently
Walk around your workplace and greet people
Share the goals and expectations for the day
It starts with you. You can make their
day
43. USE SIMPLE AND
POWERFUL WORDS
Start using simple, powerful and
motivational words like
“Please"
“Thank you" and
“You're doing a good job.“
Demonstrates that you value people.
44. MAKE SURE PEOPLE KNOW
WHAT YOU EXPECT
Clearly communicate your requirements and expectations towards a
task, project, or deadlines.
Share the goals and reasons for doing the task or project.
Make sure to also communicate any change in the middle of the job or
project.
Receive feedback from the employee so you know he understands
what you need.
Otherwise the employee will receive a different
message.
45. PROVIDE REGULAR FEEDBACK
Provide feedback about how employees are doing
at work.
Share the outcomes of the task/project as it will
clarify their success or failure.
Set up a daily or weekly schedule and
make sure feedback happens.
46. RECOGNITION &
CONSEQUENCES
Provide employees rewards and recognition for their
positive contributions.
Share the consequences of failure and react to the un
addressed problems proactively.
People need to know what they can
expect from you
47. IT IS A DISCIPLINE,
BE CONSISTENT
Treat this as a discipline.
Be consistent as it is an ongoing process.
Adhere to what you know about employee motivation.
The challenge is to incorporate this into
your skill set and do them consistently -
every day.
48. CONTINUE LEARNING AND
TRYING OUT NEW IDEAS
Use whatever access you have to education
and training.
Encourage innovation and new ideas from your
employees.
The ability to continuously learn is
what will keep you moving in your
career.
49. MAKE TIME FOR PEOPLE
Spend time daily with each person you supervise.
Key employee work motivation factor is spending
positive interaction time with the supervisor.
Schedule one-to-one on a public calendar so
people can see when they can expect some quality
time and attention from you.
50. FOCUS ON THE DEVELOPMENT
OF PEOPLE
Encourage experimentation and taking reasonable risk
to develop employee skills.
Get to know them personally.
Ask what motivates them.
Ask what career objectives they have and are aiming
to achieve.
The performance development meeting is
your opportunity to formalize plans for
people. You can make their career.
51. SHARE THE GOALS
AND THE CONTEXT
Share the goals and direction of your work group.
Hold regular meetings to share information and gain ideas
for improvement.
Promote problem solving and process improvement teams.
To effectively lead a workgroup, unit or
department you must take responsibility for
your actions, the actions of the people you
lead and the accomplishment of the goals .
