DR. TANUSHREE CHAKRABORTY

MOTIVATION

Faculty at International School of Business and MediaKolkata Campus. EN 22, Sector V. Salt Lake City.

Kolkata 700 091

MOTIVATION IS THE EXTENT TO WHICH PERSISTENT EFFORT IS DIRECTED TOWARD A GOAL.

THE WILLINGNESS TO EXERT HIGH LEVELS OF EFFORT IN

ORDER TO ACHIEVE AN OBJECTIVE

How do we define?

Basic Characteristics

Effort. This refers to the strength of a person's work-related behaviour.

Persistence. This refers to the persistence that individuals exhibit in applying effort to their work tasks.

Direction. This refers to the quality of a person's work related behaviour.

Goals. This refers to the ends towards which employees direct their effort.

Extrinsic and Intrinsic Motivation

Intrinsic motivation stems from the direct relationship between the worker and the task and it is usually self-applied.

Extrinsic motivation stems from the work environment external to the task and it is usually applied by someone other than the person being motivated.

Extrinsic and Intrinsic Motivation

Performance can be defined as the extent to which an organizational member contributes to achieving the objectives of the organization

Influenced by- General Cognitive Ability Emotional Intelligence

Theories of Motivation

Types of Theories

Need theories are concerned with “what” motivates workers (needs and their associated incentives or goals).

Process theories are concerned with exactly “how” various factors motivate people.

Need theories and process theories are complementary rather than contradictory.

Maslow's Hierarchy of Needs

Maslow’s Theory

Everybody has a set of needs that need to be gratified.

Starts with the most basic needs known as deficiency needs

Once the needs on one level have been gratified they can move on to the next level of needs.

The ultimate gratification of all the levels lead to self- actualization

Hygiene Factors Motivators

Quality of supervision

PayCompany PoliciesPhysical Working

ConditionsRelations with othersJob Security

Promotional Opportunities

Personal GrowthRecognitionResponsibilityAchievement

Herzberg’s Two Factor Theory

Vroom’s Expectancy Theory Outcomes are the consequences that may follow certain work

behaviours. First-level outcomes are of interest to the organization, such as productivity. Second-level outcomes are consequences of first-level outcomes and of interest to individual workers, such as pay.

Instrumentality is the probability that a particular first-level outcome (such as high productivity) will be followed by a particular second-level outcome (such as pay).

Valence is the expected value of outcomes; the extent to which they are attractive or unattractive to the individual. The valence of a first-level outcome depends on the extent to which it leads to favourable second-level outcomes.

Expectancy is the probability that a particular first-level outcome can be achieved.

Force is the effort directed toward a first-level outcome and is the end product of the other components of the theory

Alderfer’s ERG Theory

Existence Needs: physiological and safety needs (such as hunger, thirst and sex). The first two levels of Maslow.

Relatedness Needs: social and external esteem (involvement with family, friends, co-workers and employers). The third and fourth levels of Maslow.

Growth Needs: internal esteem and self actualization (the desire to be creative, productive and to complete meaningful tasks). Maslow's fourth and fifth levels.

CONTEMPORARY THEORIES

ADAM’S EQUITY THEORYAs per the equity theory of J. Stacey Adams, people are motivated by their beliefs about the reward structure as being fair or unfair, relative to the inputs.

People have a tendency to use subjective judgment to balance the outcomes and inputs in the relationship for comparisons between different individuals.

Cognitive Evaluation Theory Internal rewards results into motivation. Even after the stoppage of external stimulus,

internal stimulus survives. It relates to the pay structure in the organization.Instead of treating external factors like pay,

incentives, promotion etc and internal factors like interests, drives, responsibility etc, separately, they should be treated more important.

The cognition is to be such that even when external motivators are not there the internal motivation continues. However, practically extrinsic rewards are given much more weightage.

Goal Setting Theory of Edwin Locke :

Tasks should be specific and pronounced

Clear goals leads to better orientation

Higher goals brings higher performance

Self efficacy is emphasized

REINFORCEMENT THEORY

•Proper environmental design.

•Emphasizes on external agents in controlling motivation

•Punishments should frustrate and demotivate

•Internal environment not so important

EQUITY THEORY

Methods for influencing behavior & motivating employee

There are 3 important methods

Motivation inaction

Job Design

Alternative Work Arrangements

Motivation in Action MBO Pay for performance Merit raises Sport rewards Skill-based pay Recognition awards Empower employees Goal setting (MBO) Positive reinforcement Lifelong learning

How to Motivate?

Pay for Performance Using Spot Awards Using Merit Pay Using Skill-Based Pay Using Recognition Using Recognition Using Goal-Setting Methods Using Positive Reinforcement Using Lifelong Learning

Motivation and The Psychological Contract

The extent to which employee expectations of what the organization will give them and what they owe the organization in return matches the organization's expectations of what it will give and receive.

Assuming there is agreement on these expectations, the specific nature of what is exchanged (effort for pay)

Motivation and Job Design

Job Design Job Simplification Job Rotation and Job Enlargement Job Enrichment Job Characteristics Model Core Characteristics of Job Characteristics

Model Alternative Work Arrangements

THANK YOU