MOTIVATIONThe reason people do what they do. It is an internal drive that encourages us to achieve a particular goal.

External Motivation is an action taken by another person. It usually involves the anticipation of a reward of some kind.

Internal Motivation comes from the satisfaction that occurs when a duty or task is performed.

Some organizations are using INCENTIVES to encourage workers to develop good work habits and to repeat behavior that is beneficial to themselves and the organization.

THE MOTIVATIONAL CYCLEIt describes how individuals go about

satisfying a felt need. If your need is strong enough, such as acute hunger or thirst, you will be unable to concentrate on anything else until that need has been taken care of.

“Not even God can talk to a hungry man.”- Mahatma Gandhi

Steps in the Motivational Cycle

CHARACTERISTICS OF MOTIVES• Motives Are Individualistic• Motives Change• Motives May Be Unconscious • Motives Are Often Inferred• Motives Are Hierarchical

INFLUENTIAL MOTIVATION THEORIES

• Physiological Needs• Safety and Security Needs• Social or Belongingness Needs• Esteem Needs• Self-Actualization Needs

MASLOW’S HIERARCHY OF NEEDS

HERZBERG’S MOTIVATION THEORY

Maintenance Factors represent the basic things people consider essential to any job, such as salaries, fringe benefits, working conditions, social relationships, supervision, and organizational policies and administration.

Motivational Factors are benefits above and beyond the basic elements of job. These benefits tend to increase employee satisfaction – employees like to feel they are getting something beyond a paycheck for their time and effort at work.

MASLOW HERZBERGMotivational Factors

Self-actualization

Esteem Needs

Work itself Achievement Responsibility

Recognition Advancement Status

Maintenance Factors

Social or belongingness needs

Safety and security needs

Physiological needs

Social network Supervision

Company policy and administration

Job security, Working conditions , Salary

MCGREGOR’S THEORY X AND THEORY YTheory X: A Pessimistic View. According to this theory, people do not really want to work – they have to be pushed, closely supervised, and prodded into doing things, either with incentives such as pay or with punishments for not working.

Theory Y: An Optimistic View. According to this theory, work is natural to people as play or rest. People are capable of self-direction and can learn to both accept and seek responsibility if they are committed to the objectives of the organization.

EXPECTATIONSINFLUENCE THEORIES

Self-Fulfilling Prophecy – power of expectations; reflects a connection between your expectations for yourself and your resulting behavior.

“Our lives are shaped not as much by our experience, as by our expectations.”

- George Bernard Shaw

CONTEMPORARYEMPLOYEE MOTIVATION STRATEGIES

• Job Rotation• Job Enlargement• Job Enrichment

MOTIVATION THROUGH JOB DESIGN

MOTIVATION THROUGH INCENTIVES• Training and Education

MOTIVATION THROUGH EMPOWERMENTEmpowerment – means those efforts made to move authority and responsibility to the lowest ranks of the organization.

SELF-MOTIVATING STRATEGIES• Take control of your expectations• Fight the urge to underachieve• Learn to love the job you hate• Build immunity to cynicism• Strive for balance