38627633 Motivation Ppt

8/8/2019 38627633 Motivation Ppt

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MOTIVATION


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MEANING OF MOTIVATION

Motivation refers to way in which urges,

desires, aspirations, needs of individuals

direct, control or explain his behaviour.Motivation tries to find to something inside

or outside a person which propels him to do

or not to something. Motivation is getting

people do what you want them to dobecause they want to do it.


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Definition of Motivation

Motivation - the process of arousing and

sustaining goal-directed behavior


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NATURE OF MOTIVATION

Motivation

The set of forces that cause people to behave incertain ways.

The goal of managers is to maximize desiredbehaviors and minimize undesirable behaviors.

The Importance of Motivation in the Workplace

Determinants of Individual Performance

Motivationthe desire to do the job. Abilitythe capability to do the job.

Work environmentthe resources needed to do thejob.


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TYPES OF MOTIVATION

Positive Motivation: It is based on rewards.

The workers are offered incentives for

achieving the desired goals. The incentives

can be in the shape of more pay, promotion,recognition of work etc.

Negative Motivation: It is based on force or

fear. Fear causes employees to act in a

certain way. In case, they do not act

accordingly they may be punished with

demotions or layoffs.


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TECHNIQUES TO INCREASE

MOTIVATION Financial Motivators:

Financial motivators may be in the form of:

More wages and salaries

Bonuses

Profit sharing

Leave with pay

Medical reimbursements

Company paid insurance or

Any of the other thing that may be given to employees for

performance.


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Non Financial Motivators:

Non financial motivators may be in the form of:

Recognition Participation

Status

Competition

Job Enrichment


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THEORIES OFMOTIVATION


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Maslows Hierarchy of Needs


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McGregors Assumptions

About People Based on Theory X

Naturally indolent (lazy)

Lack ambition, dislike

responsibility, and prefer to be

led Inherently self-centered and

indifferent to organizational

needs

Naturally resistant to change

Gullible, not bright, ready dupes


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McGregors Assumptions

About People Based on Theory Y

Experiences in organizations result in passiveand resistant behaviors; they are not inherent

Motivation, development potential, capacity

for assuming responsibility, readiness todirect behavior toward organizational goalsare present in people

Managements taskarrange conditions and

operational methods so people can achievetheir own goals by directing efforts toorganizational goals


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ERG Theory (Clayton Alderfer)

Core Needs

Existence: provisionofbasic materialrequirements.

Relatedness:desireforrelationships.

Growth:desireforpersonal development.

Core Needs

Existence: provisionofbasic materialrequirements.

Relatedness:desireforrelationships.

Growth:desireforpersonal development.

Concepts:

Morethanoneneedcan

beoperative atthesametime.

Ifa higher-level needcannot befulfilled,thedesiretosatisfy a lower-level need increases.


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McClellands Need Theory:

Need for Affiliation

NeedforAffiliation- a

manifest (easily

perceived) need that

concerns an

individuals need to

establish and maintain

warm, close, intimaterelationships with

other people


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Need for Power

NeedforPower- amanifest (easilyperceived) need that

concerns anindividuals need tomake an impact onothers, influenceothers, change peopleor events, and make adifference in life


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Need for Achievement

NeedforAchievement

- a manifest (easily

perceived) need that

concerns individualsissues of excellence,

competition, challenging

goals, persistence, and

overcoming difficulties


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Herzbergs Two-Factor Theory

Hygiene Factor- work condition related to

dissatisfaction caused by discomfort or pain

maintenance factor

contributes to employees feeling not dissatisfied contributes to absence of complaints

Motivation Factor- work condition related to the

satisfaction of the need for psychological growth

job enrichment

leads to superior performance & effort


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Motivation-Hygiene Theory of

Motivation

Hygiene factors avoid

job dissatisfaction

Company policy &

administration

Supervision

Interpersonal relations Working conditions

Salary

Status

Security

Motivation-Hygiene Theory of

Motivation

Achievement

Achievement recognition

Work itself

Responsibility Advancement

Growth

Salary?

Motivation factorsincrease job satisfaction


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Equity Theory

People are motivated to seek social equity in the

rewards they receive for performance.

Equity is an individuals belief that the treatment

he or she receives is fair relative to the treatment

received by others.

Individuals view the value of rewards (outcomes)

and inputs of effort as ratios and make subjective

comparisons of themselves to other people:

Outcomes (self)

Inputs (self)=

Outcomes (other)

Inputs (other)

Outcomes (self)

Inputs (self)=

Outcomes (other)

Inputs (other)


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Motivational Theory of Social

Exchange

Negative Outcomes < Outcomes

Inequity Inputs Inputs

Positive Outcomes > Outcomes

Inequity Inputs Inputs

Person Comparison

other

Equity Outcomes = Outcomes

Inputs Inputs


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Strategies for Resolution of Inequity

Alter the persons outcomes

Alter the persons inputs

Alter the comparison others outputs

Alter the comparison others inputs

Change who is used as a comparison other

Rationalize the inequity

Leave the organizational situation


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Expectancy Theory of Motivation:

Key Constructs

Valence- value or importance placed on a

particular reward

Expectancy- belief that effort leads toperformance

Instrumentality- belief that performance is

related to rewards


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Expectancy Model of Motivation

Effort Performance Reward

Perceived

performance -

reward probability

Perceived effort -

performance

probability

Perceived

value of reward

If I work hard,

will I get the job

done?

What rewards

will I get when

the job is well

done?

What rewards

do I value?


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Porter-Lawler Extension of

Expectancy Theory

Assumptions:

If performance in an organization results in equitable

and fair rewards, people will be more satisfied.

High performance can lead to rewards and highsatisfaction.

Types of rewards:

Extrinsic rewardsoutcomes set and awarded by

external parties (e.g., pay and promotions). Intrinsic rewardsoutcomes that are internal to the

individual (e.g., self-esteem and feelings of

accomplishment).


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Porter-Lawler Extension of

Expectancy Theory


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Assumptions

Behavior is a result of conscious goals and intentions.

Setting goals influences the behavior of people in

organizations. Characteristics of Goals

Goal difficulty

Extent to which a goal is challenging and requires

effort.

People work harder to achieve more difficult goals.

Goals should be difficult but attainable.

Goal-Setting Theory


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Characteristics of Goals (contd)

Goal specificity

Clarity and precision of thegoal.

Goals vary in their ability to

be

stated specifically.

Acceptance The extent to which persons

accept a goal as their own.

Commitment

The extent to which an

individual is

personally interested in

reaching a goal.


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Reinforcement Theory

Reinforcement Theory

The role of rewards as they cause behavior to

change or remain the same over time.

Assumes that: Behavior that results in

rewarding consequences

is likely to be repeated,

whereas behavior thatresults in punishing

consequences is less likely

to be repeated.

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38627633 Motivation Ppt