motivation final ppt - Copy

8/7/2019 motivation final ppt - Copy

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By- Manu Kanoongo..



INTRODUCTION



What Is MOTIVATION?

Direction

PersistenceIntensity



BAS IC CONCEPT OF MOTIV ATION



Nature or characteristics

� Energetic force.

� An internal feeling.

� Goal directed behavior.

Either positive or negative.

� Process oriented.

� Individual phenomenon.

� Motivation can ³escape´ over time.



THEORIE S OF MOTIV ATION �Maslow¶s Theory

�Herzberg¶s Theory

�Theory of X and Y�ERG Theory

�Vroom¶s Expectancy Theory

�Equity Theory

�Goal Setting Theory�MC Clellands

�Reinforcement Theory

�Drive Theory

�16 Basic Needs



MASLOW·S THEORY

� It is also called as ³Needs Hierarchy Theory´ suggested by

Abraham Maslow

�This model explains human behavior in a dynamic and realistic

manner.

� Out of five needs, first three at the bottom are known as

³deficiency needs´ needed for existence.

� The top two are ³growth needs´ related to growth and

development.



Maslow·s Hierarchy

Physiological

Safety

Social

Esteem

Self



�This theory was proposed by psychologist Frederic Herzberg.

�It is the extension of Maslow¶s theory of needs hierarchy.

�It sometimes also called motivation-hygiene theory.

�It¶s two factors are :-

1.Motivational factors

2.Hygeine or Maintenance factors



Motivational factors

� These factors are related directly to the job itself.

� The presence of such factors creates a highly motivatingsituation, but their absence does not cause dissatisfaction.

� He mentioned six motivational factors as:

� 1.Achievement 2.Recognition

3.Work itself 4.Responsibility5.Advancement 6.Growth

� People always respond positively with the presence of suchfactors.



Hygiene factors

Herzberg gave 10 hygiene factors. They are as follows:

1.Company policy and administration

2.Supervision

3.Relationship with supervisor

4.Work Conditions

5.Salary

6.Relationship with colleagues

7.Personal life

8.Relationship with subordinates

9.Status

10.Security



THEORY X AND

THEORY Y- D. McGregor Theory X

�The traditional view of direction and control.

�Behind every managerial decision or action are

assumptions about human nature and humanbehavior.



Assumptions

1. The average human being has an inherent dislike of work and

will avoid it if he can.

2. Because of this human characteristic of dislike of work, most

people must be coerced, controlled, directed, threatened with

punishment to get them to put forth adequate effort toward the

achievement of organizational objectives.

3. The average human being prefers to be directed, wishes toavoid responsibility, has relatively little ambition, wants security

above all.



Assumptions1.The expenditure of physical and mental effort in work is asnatural as play or rest.

2. External control and the threat of punishment are not the only

means for bringing about effort toward organizational objectives.

Theory Y

The integration of individual and organizational needs.



3.Commitment to objectives is a function of the rewards

associated with their achievement.

4. The average human being learns, under proper conditions, not

only to accept but to seek responsibility.

5. The capacity to exercise a relatively high degree of imagination,

ingenuity and creatively in the solution of organizational

problems is widely, not narrowly, distributed in the population.

6. Under the conditions of modern industrial life, the intellectual

potentialities of the average human being are only partially

utilized.



Comparison

� The central principle which derives from Theory X is that of

direction and control through exercise of authority.

� The central principle which derives from Theory Y is that of

integration; the creation of conditions such that the members of

the organization can achieve their own goals best by directing

their efforts toward the success of the enterprise.



ERG theory was developed by organizational behavior scholar Clayton

Alderfer.

ERG theory groups human needs into three broad categories:

Existence: It is concerned with providing our basic material existence

requirements

,such as the need for food, shelter, and safe working conditions.

Relatedness: Include a person¶s need to interact with other people, receivepublic

recognition, and feel secure around people (i.e., interpersonal safety).

Growth: It consist of a person¶s self-esteem through personal achievement

as well as the concept of self-actualization presented in Maslow¶s model.

ERG THEORY



ERG Model



Expectancy theory or Instrumentality theory or Path-Goal theory or VIE theory

is about the mental processes regarding choice, or choosing.

It explains the processes that an individual undergoes to make choices.

Expectancy theory predicts that employees in an organization will be motivated when

they believe that:

�putting in more effort will yield better job performance

VROOM·S EXPENTANCY

THEORY

�better job performance will lead to organizational rewards

�these predicted organizational rewards are valued by the employee in

question



Victor H. Vroom introduces four variables within the expectancy theory which

are:

first and second level (O)utcomes,



(E)xpectancy: The belief that a particular level of effort will be followed by a

particular level of outcomes.

Expectancy can be restated as follows:Effort-to-performance (E P)

(I)nstrumentality: It is the relationship with first level outcomes and second

level outcomes.

Instrumentality can be stated as follows:

Performance-to-outcome (P O)

(V)alence: It is an individual preference for second level outcome.

Motivation = Expectancy * Instrumentality * Valence



EQUITY THEORY

J.Stacy.AdamsEmployee makes comparisons of their job inputs (i.e., effort,

experience, education, competence, etc.) and outcomes (i.e.,

salary levels, raises, recognition) relative to those of others.

Employees strive for equity between themselves and other

workers.



Relationship between a person¶s input and outcome in relation to

these of other persons , are of three types. Equity is represented

schematically as:Person¶s Outcomes > Other¶s outcomes

Person¶s Inputs Other¶s Inputs

Person¶s Outcomes < Other¶s outcomesPerson¶s Inputs Other¶s Inputs

Person¶s Outcomes = Other¶s outcomes

Person¶s Inputs Other¶s Inputs



GOAL-SETTING THEORY

EDWIN-LOCKE

�Individuals have a drive to reach a clearly defined end state.

�A goal¶s efficiency is affected by three features:1. Proximity- time span

2. Level of difficulty

3. Specificity- description of the goal



MC CLELLANDS THEORY

According to this theory an individual specific needs are acquired

over time and are shaped by one's life experiences.



DIFFERENT W AYS OF ACHIEVING

MOTIV ATION





ADV ANT AGE S OF MOTIV ATION







Few examples of motivation



Sony training program

� Sony¶s code of conduct.

� Targets new employees to senior

executives.

� Sony offers approximately 200 technical

courses for their personnel.

� Helps employees to fully demonstrate their abilities.



Compensation system

� Sony has consistently initiated new

� evaluation and compensation systems

� with a forward-looking perspective.

� Work is reflected in compensation.

� This is based on the concept of � Contribution = Compensation (C = C).

� Periodic performance reviews by

managers.



Various incentives

� Washington mutual, Inc- North America¶s seventh

largest bank, selected an incentive trip to the island of

Kauai in Haveli as the incentive reward for its topachievers.

� Employees were rewarded with a camping trip.

� The site was alive with areas to explore: a road house,

game room, a coffee house, tent, a tattoo parlor, and a

rebel alley featuring a selection of midway games.

� Classic rock music played throughout the meal.



WHIRLPOOL



Development of employees

� It offers a series of classroom and project opportunities

to learn ne skills in the area of innovation.

� It provides five levels of training to employees as part of

its ³leading the Whirlpool enterprise´ (LWE) training that

are targeted to the employee¶s management level

� Whirlpool Corporation has an educational

reimbursement program that is designed to reimburse

eligible U.S. employees for costs associated withobtaining undergraduate and graduate degrees. by

� Whirlpool Corporation offers the opportunity for

employees in the United States and Canada to earn an

associate or bachelor¶s degree on-site with no up-frontout-of- ocket ex ense.



TH ANK Y OU!

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motivation final ppt - Copy