it is made by communication studies' students (Awais, Arslan, Shano, Ahsan, Qaswar) batch 2013-15 Masters Morning... Hope you praise the effort :-)

1. Motivation
Organizational Behavior
Muhammad Awais Gill @ facebook.com/muhammadawais.jutt

6. What is Motivation?
Motivation is derived from the Latin word ‘movere’ which means ‘to move’ or to
energize’ or ‘to activate’. ?
“Motivation is a set of processes that arouse,
direct and maintain human behavior towards
attaining some goal.”

7. “Motivation is a set of processes that arouse, direct and maintain human behavior towards
attaining some goal.”
Arouse awaken (someone) from sleep, evoke or awaken (a feeling,
emotion, or response)
direct to cause (someone or something) to turn, move, or point in a
particular way
maintain cause or enable (a condition or situation) to continue.
Imagine that you are driving down a road to your way home.
Example

8. What will be the arousal part? Activation…
The arousal part of motivation is like the energy created by the car’s engine.

9. Direct?
The direction component is like the steering wheel, taken you along your chosen path

10. Maintain? How long a person tries…
Finally, the maintenance aspect of the definition is the persistence that keeps you
going until you arrive home, reaching your goal.

11. Another example
A student in the class want to get good grades in examination. But lets
suppose that he/she want to get 3.8 GPA in next semester.
The arousal part will be the desire to get 3.8 GPA. The awoken wish which is
in her mind is the arousal part.
Direction part of the goal is to go library on daily bases. Get help from the
books and make the assignments and present the presentations on time.
One would have to be regular in the class specially in semester system
where the attendance matters a lot in terms of awarding numbers by the
teachers.
Maintenance part is to persistently do the work till the end of the semester.
But what if the continuity could not be followed? Boomerang!! You will be
standing where you have started the things.

12. Motivation is a theoretical construct used to
explain behavior. It represents the reasons for
people's actions, desires, and needs. Motivation
can also be defined as one's direction to
behavior or what causes a person to want to
repeat a behavior and vice versa. A motive is
what prompts the person to act in a certain way
or at least develop an inclination for specific
behavior.

13. A person who is motivated by the desire for achievement or status
may spend many hours studying, apply to graduate school, and
wish to become a college/university professor.
A person who is motivated by money may desire to work more hours for
higher pay, or accept a job as a salesperson in which the pay is based on
the number of products sold.
A person who is motivated by the desire for self-expression may decide to
become a writer may spend many hours writing stories.
A person who is motivated by the desire to help others may become a
volunteer for a nonprofit and donate a significant amount of money to
nonprofits.
A person who is motivated by the need to find meaning in life may prefer
to have a job that is higher in meaning and lower in pay than a job that is
higher in pay and lower in meaning.

14. Characteristics of Motivation
Motivation and job performance are not synonymous.
Motivation is multifaceted.
I.
II.

15. Motivation and job performance are not synonymous.
means that just because someone performs at
a task doesn’t mean that he/she is highly
motivated. This person actually may be skillful,
but not putting forth much effort at all.
Example
A task is given to type 10 pages in Urdu for some official documentation to 2
employees. The one knows the Inpage and have command over it will likely to
complete the task more quicky than that of the other employee who is not well
known to inpage. The results will not supposed to describe the motivation level
among them rather the results on the bases of their skills.

16. Motivation is multifaceted
suggests that the people may have several different motives operating at
once. Sometimes these may conflict. For example, a word processing
operator might be motivated to please his boss by being a productive as
possible. However, being too productive may antagonize one’s co-
workers, who fear that they are being made to look bad.
The result is that the two motive may pull the
individual in different directions; the one that
wins out is the one that’s strongest in that
situation.

17. Types of motivation.
There are many frameworks, models, and theories that focus on employee
motivation. A few of the most common are quickly summarized below. While they
are each based on good research and have some degree of universal applicability,
none are the absolute doctrine on motivation. In fact, few motivation concepts are
universal. However, one idea that is acknowledged by all frameworks that address
motivation is that there are extrinsic and intrinsic motivational factors.
Extrinsic Factors are those that are external to the subject. In our discussion, the subject is
an employee. Factors like money, vacation time, or awards are all external to the individual.
Intrinsic Factors are those internal to the individual, since as the drive to excel, fear of
failure, or desire to be acknowledged.

18. Types of Motivation
Positive motivation Negative motivation
Monetary motivation Non-Monetary motivation
On the bases of previous two factors, motivation can be classified into four types.

19. Positive Motivation
• Positive motivation induces people to do work in the
best possible manner and to improve their
performance.
• Positive motivation is the type of motivation a person
feels when he expects a certain reward.
An example of Positive motivation :
when a Boss tells his subordinate , "if you achieve the
target on the time I will give you promotion"

20. Negative
Motivation
• Negative incentives are those whose purpose is to correct the
mistakes or defaults of employees.
• Negative incentive is generally resorted to when positive
incentive does not works and a psychological set back has to
be given to employees.
An example of Negative motivation :
When a Boss tells his subordinate , "if you do not achieve the
target on the time I will give you demotion”

21. Monetary Motivation
• Those incentives which satisfy the
subordinates by providing them rewards
in terms of rupees.
• Money has been recognized as a chief
source of satisfying the needs of
people.
• Money is also helpful to satisfy the
social needs by possessing various
material items.

22. Non-monetary
Incentives
Non-financial incentives which
cannot be measured in terms
of money are under the
category of “Non- monetary
incentives”.
Whenever a manager has to
satisfy the psychological
needs of the subordinates, he
makes use of non-financial
incentives.
Types of Non-
financial incentives :-
• Security of service
• Praise or
recognition
• Job enrichment
• Promotion
opportunities

23. Financial
incentives
• Pay and allowances
• Productivity linked
wage incentives
• Bonus
• Profit sharing
• Stock option
• Retirement benefits
Non financial
incentives
• Career advancement
opportunity
• Job enrichment
• Employee recognition
program
• Job security
• Employee participation
• Organizational climate
• Employee
empowerment

24. Fear and Punishment Theory
• Managers developed a
strategy of forcing people to
work by threatening to punish
or dismiss them or cut their
rewards if they did not work
well.
• This philosophy is characterized
by thinking of aggressiveness
and authorities managers
• Their was a tight control and
rigid supervision over workers.

25. Reward Theory
• This theory tried to establish a
direct relationship between
efforts and rewards.
• Bases of Piece rate system of
wages
• Based on the standard
manager should decide on
degree of rewards and
penalties

26. Carrot and Stick Theory
• This theory suggest a
combination of both rewards
and penalties for motivation
• This is based on the strategy of
putting carrot in the front of the
donkey and hitting it with the
stick from behind so it has to run
• Carrot refers to the incentives
• Stick refer to the penalties

27. Maslow’s Theory of Motivation
• Abraham Maslow (1908-1970) is well
renowned for proposing the Hierarchy of
Needs Theory in 1943.
• He considered an individual's motivation
behavior as a predetermined order of
needs.
Abraham Maslow

28. Hierarchy of Needs Theory
Self-
Actualization
need
Esteem Needs
Social needs
Safety needs
Basic/ Physiological Needs food, water, air, shelter, sleep, thirst, etc.
security of job and need for a predictable,
secure and safe environment
reputation, prestige, power, status, recognition
and respect of others.
needs for belongingness,
friendship, love, affection, attention and social
acceptance.
desire for gaining more knowledge, social-
service, creativity and being aesthetic

29. Physiological Needs
Physiological needs are those required to
sustain life, such as:
– Air
– Water
– Food
– Sleep
Salary that could satisfy all this
Sufficient opportunities to rest during work
Exercise facilities
What an organization can do?

30. Safety Needs
Once physiological needs are met, one's attention
turns to safety and security in order to be free
from the threat of physical and emotional harm.
Such needs might be fulfilled by:
– Living in a safe area
– Medical insurance
– Job security
– Financial reserves
No lay-off will serve as security blanket
Pension

31. Social Needs
Once a person has met the lower level physiological
and safety needs, higher level needs awaken. The
first level of higher level needs are social needs.
Social needs are those related to interaction with
others and may include:
– Friendship
– Belonging to a group
– Giving and receiving love
Free Wifi
Social events like concert.
Inter/Intra organization competition

32. Esteem Needs
Once a person feels a sense of "belonging", the need to feel important
arises. Esteem needs may be classified as internal or external.
Internal esteem needs are those related to self-esteem such as self
respect and achievement
External esteem needs are those such as social status and recognition.
Some esteem needs are:
– Self-respect
– Achievement
– Attention
– Recognition
– Reputation
Monetary or non-monetary
Trophies
Employee of the month

33. Self-Actualization
Self-actualization is the summit of Maslow's hierarchy of
needs. It is the quest of reaching one's full potential as
a person.
Self-actualized people tend to have needs such as:
– Truth
– Justice
– Wisdom
– Meaning
Need of self-fulfillment
By working at maximum
creative potenitial

34. The Criticisms of the theory include the following
 The needs may not follow a definite hierarchical order. For
example, even if safety need is not satisfied, the social
need may emerge.
 There is lack of direct cause and effect relationship
between need and behavior.
 The need priority model may not apply at all times in all
places.
 Sometimes people are not aware of their own needs.
 Measurement of satisfaction of need is not possible.
 The level of motivation may be permanently lower for
some people. For example, a person suffering from
chronic unemployment may remain satisfied for the rest of
his life if only he get enough food.

35. Alderfer’s ERG theory:
Alderfer’s approach, known as ERG
theory, is much simpler than
Maslow’s. He specifies not only
that there are only three types of
needs instead of five, but also that
these are not necessarily activated
in any specific order.

37. Locke and Latham’s Goal-Setting Theory:
Goal setting involves the development of an action plan
designed to motivate and guide a person or group toward
a goal.
Cecil Alec Mace carried out the first empirical studies in
1935.
Edwin A. Locke began to examine goal setting in the
mid-1960s and continued researching goal setting for
over thirty years. Locke derived the idea for goal-
setting from Aristotle's form of final causality. Aristotle
speculated that purpose can cause action; thus,
Locke began researching the impact goals have on
human activity. Locke developed and refined his
goal-setting theory in the 1960s, publishing his first
article on the subject, "Toward a Theory of Task
Motivation and Incentives", in 1968. This article
established the positive relationship between clearly
identified goals and performance.

38. Psychologists have examined the behavioral effects of
goal-setting, concluding in 90% of laboratory and field
studies that specific and challenging goals led to higher
performance than when the goals were easy or did not
exists.

39. We all have dreams, but how many of
us have goals? Goals, unlike dreams,
identify the specific achievements we
want to pursue in our lives.
Goals are:
•Specific
•Measurable
•Achievable
•Realistic
•Timely
What Are Goals?

40. Managerial Application
 I. Assign specific goals
 Assign difficult, but acceptable, performance goals
 Provide feedback concerning goal attainment

41. Adam’s Equity Theory
Equity theory is purposed by J.
Stacy Adams.
It proposes that individuals are
motivated to maintain fair, or
equitable, relationships among
themselves and to avoid those
relationships that are unfair and
inequitable.

42. Variables
 This concept deals with two variables
1. Outcomes
Outcomes are what we get of our jobs, including
pay, fringe, and prestige.
2. Inputs
Inputs are the contributions made, such as the
amount of time worked, the amount of effort expended,
the number of units produced, and the qualifications
brought to the job.

44. Expectancy Theory
This theory is put forwarded by Vroom, Porter and Lawler. And
according to Wikipedia;
“This theory emphasizes the
needs for organizations to
relate rewards directly to
performance and to ensure
that the rewards provided
are those rewards deserved
and wanted by the
recipients.”
Expectancy
one’s effort will surely results in performance
Instrumentality
one’s performance will be rewarded
Valance
Do I found the outcomes desirable

45. Three levels

46. Job redesigning for Motivation
Job Enlargement
Job Enrichment
I.
II.
Job RotationIII.

47. Job Enlargement
Job enlargement which is also called the
‘Horizontal Job loading’. It is one of the first
modern approaches to redesigning jobs
suggested that such consequences could be
minimized by having people perform an
increased number of different tasks all at the
same level. This is known as ‘job enlargement’. It
doesn’t require extra skills and techniques.
For example if a teacher is asked to take the lecture for
the teacher who is absent. It is also a kind of job
enlargement.

48. Job Enrichment
“Job Enrichment is the addition to a
job of tasks that increase the
amount of employee control or
responsibility. It is a vertical
expansion of the job”
In other words job enrichment is an attempt to motivate
employees by giving them the opportunity to use the range of
their abilities.

49. Job Rotation
A job design technique in which employees
are moved between two or more jobs in a
planned manner.
The objective is to expose the employees to
different experiences and wider variety of skills
to enhance job satisfaction and to cross-train
them.

51. Conclusion

52. Any Question ?

53. Thank you…