2. What is Motivation ?
The word „motivate‟ means to move, to activate.
Anything that initiates activity whether external or
internal ,is motivating.
Motivation is an inspirational process which impels
the members of the team, to pull their weight
effectively, to give their loyalty to the group, to
carry out properly the tasks that they have accepted
and generally to play an effective part in the job that
the group has undertaken.
3. (contd.)
It is the process of indoctrinating employees with
unity of purpose and the need to maintain
harmonious relationships among people.
Motivation is a predisposition to act in a specific
goal-directed way.
“Inducement or incentive” – American Heritage
Dictionary
4. Motivational drives
David C. McClelland of Harvard University proposed
that the organization offers an opportunity to satisfy at
least three needs
- for achievement
- for affiliation
- for power
Also called Achievement motivation theory.
People‟s motivational drives reflect elements of culture in
which they grow up – their family, school, books..
5. Achievement Motivation
A drive to overcome, accomplish objectives and get
ahead.
Accomplishment is important for its own sake, not
for the rewards that accompany it.
These people work harder when their superior
provides detailed evaluation of their work behavior.
This type of managers select assistants who are
technically capable.
6. (contd.)
They want concrete feedback on their performance.
They like to take personal responsibility for finding
solutions to problems.
They like to take calculated risks and set moderate
goals.
7. Affiliation Motivation
A drive to relate people effectively.
Persons with affiliation motives work better when
they are complimented for their favorable attitudes
and cooperation.
Affiliation-motivated persons tend to select friends
as assistants.
Managers with strong needs for affiliation may
have difficulty being effective managers.
8. (contd.)
People seek affiliation because of a desire to have
their beliefs confirmed; to avoid boredom, to avoid
the mutual feelings of being beaten by the system.
They are motivated by jobs that demand frequent
interaction with co-workers.
9. Power Motivation
A drive to influence people and change situations.
They make excellent managers if their drives are
for institutional power instead of personal power.
They like to set goals, make decisions and direct
activities.
These people seek power through legitimate means,
rise to leadership positions through successful
performance, and therefore are accepted by others.
10. How motivation affects Organizational
Behavior ?
1. Performance appraisal:
- Process of evaluating the performance of
employees. Plays a key role in reward systems.
Objectives of performance appraisal are:
- Allocate resources
- Motivate and reward employees
- Give employees feedback
- Maintain fair relationships within groups
11. (contd.)
- Coach and develop employees
- Comply with regulations
Some organizations in both public and private sectors
include self-appraisal as a formal part of the process.
Wage Incentives – More pay for more production
Profit Sharing – A system that distributes to
employees some portion of the profits of business.
12. (contd.)
Gain Sharing Plan – Shares the gains with
employees on some formula basis.
Flexible benefits – Also called cafeteria benefit
programs
Skill based pay – Rewards individual for what they
know.
Sacrifice reward – Overtime, Call-in pay, Shift
differential
Non-work award – Vacations, pensions
13. Motivation Theories
Content Theories
Maslow‟s Hierarchy Theory
Herzberg‟s two-factor theory of motivation
Alderfer‟s ERG theory
Contemporary theories
Equity theory
Attribution theory
14. Content Theories
Maslow‟s hierarchy theory :
Maslow outlined the overall theories
of motivation. He thought that a person‟s
motivational needs could be arranged in a
hierarchical manner. He believed that
once a given level of need is satisfied it
no longer serves to motivate. The next
level has to be activated to motivate the
individual.
15. (contd.)
Maslow identified 5 levels of hierarchy needs.
Psychological needs
Safety needs
Love needs
Esteem needs
Needs for self actualization
Maslow‟s need hierarchy theory can be converted
into the content model of work motivation as
shown.
16. Maslow‟s model
Self Actualized needs
Growth
Needs
Esteem needs
Social needs
Deficiency
Security needs
Needs
Physiological needs
17. Herzberg‟s two-factor theory of
motivation
extension of Maslow's theory
conducted a study among accountants and engineers
found out impact of job content and job context
study revealed two sets of factors affecting motivation and
work-the two factor theory of motivation and job satisfaction.
the absence of certain factors caused dissatisfaction. These
were called the hygiene factors. They serve to prevent
dissatisfaction
the other set of factors ,if present , serve to motivate the
individual to superior performance. they were the growth
factors.
challenging jobs and opportunities will ensure motivation of
personnel.
18. Alderfer‟s ERG theory
Extension of Maslow's and Herzberg
he identified 3 groups of core needs
existence
relatedness
growth
he suggests more of continuum of needs than
hierarchical levels.
19. (contd.)
this theory‟s results suggest that lower level needs
need not be satisfied before a higher level need
emerges as a motivating factor.
an individual is motivated to satisfy one or more
basic set of needs. Therefore if a person‟s needs at a
particular level are blocked then attention should be
focused on satisfaction of needs at the other levels.
20. Contemporary theories
Equity theory
major input into job performance and
satisfaction is the degree of equity that people
perceive in their work.
inequity occurs when a person perceives that
the ratio of his outcome to inputs and the ratio
of a relevant other‟s outcomes to inputs is
unequal.
21. (contd.)
ratio is based on the person‟s perception.
When ratio is not equal to other‟s, the person‟s
strives to restore the equity.
22. Attribution theory
this theory is concerned with the process by which
an individual interprets behavior as being caused
by certain parts of the environment.
concerned with „WHY‟ questions
assumes that humans are rational and motivated to
understand the structure of their environment
internal and external forces combine to determine
behavior
23. Motivation at Work
Process Theories of work Motivation :
“Process theories” concentrate upon “how”
motivation occurs. These theories identify the
variables that go into motivation and their
relationship with each other. Some of these
theories are:
Vroom‟s Expectancy Model
Equity Theory
Goal-Setting Theory
24. Vroom‟s Expectancy Model
The expectancy model is based upon the belief that
motivation is determined by the nature of the reward
people expect to get as a result of their job
performance.
There are 3 important elements in the model.
These are:
Expectancy (E)
Instrumentality (I)
Valence (V)
Motivational force (M) = ( E * I * V )
25. (contd.)
According to this model of motivation, the person‟s
level of effort (motivation) depends upon:
Expectancy: A worker must be confident that
his efforts will result in better productivity and
that he has the ability to perform the task well.
Instrumentality: The worker must be confident
that such high performance will be instrumental
in getting desired rewards.
Valence: The worker must value these rewards
as desired and satisfaction.
26. Vroom‟s Expectancy Model:
Second Level
First Level Outcome Outcome
Instrumentality
Outcome 1 Reward 1
Expectancy
Reward 2
Motivational Reward 3
force
Reward 4
Outcome 2 Reward 5
Reward 6
27. Equity Theory
Equity theory is based on the assumption of some
researchers that one of the most widely assumed
source of job dissatisfaction is the feeling of the
employees that they are not being treated fairly by
the management or the organizational system.
“Equity theory” has two elements. First, the
workers want to get a fair reward for their efforts.
Second, he would compare his rewards with the
rewards of others who put in similar effort.
28. (contd.)
As formulated by Adams, the equity theory
comprises of the following postulates:
Perceived inequity creates a feeling of resentment
and tension within individuals.
The extent of this tension reflects the magnitude and
type of inequity.
Individuals will be motivated to take steps to reduce
this tension.
The greater the extent of perceived inequity the
greater is the strength of such motivation.
29. Process can be shown as….
Perceived inequity
Creates tensions
Steps taken to reduce them
Outcome as behavior
30. Goal - Setting Theory
Goal-setting theory is a relatively applied approach
to motivation and is based upon the assumption that
the type as well as the challenge of the goal
includes motivation in the individual to achieve
such goal. The quality of performance is generally
shaped by how difficult and how specifically
defined the goal is.
31. Goal-setting: Management By
Objectives (MBO)
A logical extension of goal setting theory is
Management by Objectives which involves
systematic and programmatic goal setting
throughout an organization. It is a process by which
managers and subordinates work together in order
to achieve these objectives. These objectives and
goals are consistent with the organizational goals.
32. Elements of MBO
The elements in the MBO Process:
Central goal settings
Manager-Subordinate Involvement
Matching goals and resources.
Freedom of implementation
Review and appraisal of performance.
33. Advantages of MBO
MBO it helps in a better overall management system.
The managers are required to establish measurable targets
and standards of performance and priorities for these
targets.
Both the manager and the subordinates know what is
expected of them and therefore there is no role ambiguity
or confusion.
The subordinates feel proud of being involved in the
organizational goals. This improves their morale and
commitment.
34. (contd.)
MBO often highlights the area in which the
employees need further training.
MBO puts strong emphasis on quantifiable
objectives, the measurement and appraisal could
be more objective, specific and equitable.
It improves communication between management
and subordinates.
35. Problems and Limitations
MBO can only succeed if it has the complete
support of top management.
MBO may be resented by subordinates.
There is considerable paperwork involved and it
takes too much of the manager‟s time.
The emphasis is more on short-term goals.
36. (contd.)
Most managers may not be sufficiently skilled in
interpersonal interaction such as coaching and
counseling which is extensively required.
The integration of the MBO system with other
systems such as forecasting and budgeting is very
poor.
Group goal achievement is more difficult.
It takes a lot of time, perhaps 3 to 5 years, to
implement the MBO program properly and fully.
37. Suggestions for improving the
effectiveness of MBO
It is important to secure top management support and
commitment.
The objectives should be clearly formulated, should
be realistic and achievable.
MBO is a major undertaking and should replace old
systems rather than just being added to them.
The goals must be continuously reviewed and
modified as the changed conditions require.
All personnel involved should be given formal
training in understanding the basics as well as the
contents of the program.
38. Consequences of Job Dissatisfaction
Job dissatisfaction produces low morale among
workers and low morale at work is highly
undesirable. Some of the indicators of low morale
are:
Employee unrest
Absenteeism
Tardiness
Employee turnover
Union Activity
Early Retirement
39. Job Satisfaction
It can be defined as “a pleasurable or positive
emotional stake resulting from the appraisal of
one‟s job or job experience.”
Organizationally speaking, high level of job
satisfaction reflects a highly favorable
organizational climate resulting in attracting and
retaining better workers.
40. Sources of Job Satisfaction
Organizational factors
Salaries and wages
Promotions
Company policies
Work environment
Supervisory style
Work group
Factors related to work itself
Personal factors
41. Designing of the motivation
Three field classification for the motivation to
work:
Economic rewards – such as pay, fringe benefits,
material goods and security. This is an instrumental
orientation to work and concerned with other things.
Intrinsic satisfaction – which is derived from the
nature of the work itself, interest in the job and
personal growth and development.
Social relationship – such as friendships, group
working and the desire for affiliation, status and
dependency.
42. Approaches to job motivation
The application of motivational theories and greater
understanding of dimensions of job satisfaction and
work performance, have led to increasing interest
in job design.
Job design is concerned with the relationship
between workers and the nature and content of jobs
and their task functions.
43. Two major reasons for attention to job
design
To enhance the personal satisfaction that
people derive from their work
To make the best use of people as a
valuable resource of the organization and
to help overcome obstacles to their
effective performance.
44. Main methods of individual job
redesign
Job rotation:-
This is the most basic form of individual job design. Job
rotation involves moving a person from one job or task to
another.
Job enlargement:-
This involves increasing the scope of the job and the range
of tasks that the person carries out.
Job enrichment:-
Job enrichment arose out of Herzberg‟s two-factor theory.
It involves vertical job enlargement.
45. Job design:
A continuous process.
Job design should be a continuous and progressive
movement in order to satisfy people‟s needs for
growth and learning. Organizational supports are
also necessary to maintain and aid the development
of job design.
46. Goal Setting
Goals are targets and objectives for future
performance. They help focus employees attention
on items of greater importance to the organization.
Encourages better planning for the allocation of
resources (time, money and energy)
Goal setting works as a motivational process
because it creates a discrepancy between current
and expected performance.
47. (contd.)
A major factor in the success of goal setting is self-
efficiency.
First key to successful goal setting is to build and
reinforce employee self-efficiency.
48. Elements of goal setting:
Goal setting is most effective when four
elements are present.
Goal acceptance
Specificity
Challenge
Performance monitoring
49. Conclusion
Motivation is the mantra to success in both personal and
official life.
Empower Yourself And Others - Live Your Life With
Motivation!
Be Inspired! Believe in Yourself - Believe in Others!
