MOTIVATIONPresented By: Jyoti Kumari (35) Sandeep Anand(79) Jaikumar Dakhane(32) Rajat Bhutani(67)

Motivation

The Complex of Forces starting and keeping a person at work in an organization. It is something that moves the person to action, and continues him in the course of action already initiated. -- Dubin

Motivation Morale Booster for the Individual

Worker Improves Individual Productivity An Effective Manager:

-- Endeavors to Know his subordinates

-- Understand what Motivates them

Motivation is the work-force management creates “Will to Work” which is necessary for the achievement of organisational goals.

1.Improving their skills and knowledge.2.Best possible use of different factor of Production.3.Job satisfaction4.Number of complaints come down 5.Good Industrial relation

Results of Motivation

The Motivation Process

Needs

Goals Behavior

Goals Not Achieved

Goals Achiev

ed

Tension

Reduction of TensionFrustration

Maslow’s Hierarchy of Needs

Need for Self-

ActualizationEsteem Needs

Social Needs

Security or Safety NeedsPhysiological

Needs

Hierarchy of Needs1. Physiological Needs- Basic

needs for Sustaining Lifea. Food, Clothing & Shelterb. Waterc. Sleepd. Health e. Body Needsf. Exercise and Rest

Hierarchy of Needs2. Safety & Security Needs-

Needs to be free from Physical Threats.a. Security and safety

b. Protectionc. Orderly & neat surroundingsd. Comfort & peacee. Security of source of incomef. Job Security

Hierarchy of Needs3. Social Needs- Needs to

Belong and to Be Accepted by Othersa. Acceptanceb. Feeling of belongingc. Membership in a group d. Love & appreciatione. Group participation

Hierarchy of Needs4. Esteem (ego) Needs- Power,

Prestige, Status, Self-Confidence, Self-Worth, High-Regard a. Recognition & prestige b. Confidence and Leadershipc. Competence and successd. Strength and intelligence

Hierarchy of Needs5. Self-actualization Needs-

Desires and Aspirations of an Individual to Become What One is Capable of Becoming.a. Self-fulfillment and potentialb. Doing things for challenge of accomplishmentc. Intellectual curiosityd. Creativity e. Strength and intelligence

Need Hierarchy – Organizational Perspective

Today, many organizations are applying the Need Hierarchy Theory.

The manager should know the need level of the individual worker/faculty.

Herzberg's Two-Factor Theory

Role of Hygiene & Motivating Factors

Dissatisfaction

(if absent)

No Satisfactio

n(if present)

Hygiene Factors

No Satisfaction,

No Motivation(if absent)

Satisfaction,

Motivation(If present)

Motivating Factors

Theory X and Theory Y

Theory X and Theory Y are two sets of assumptions about human nature and behavior that are related to the practice of management.Theory X:

Representing a negative view of human nature that assumes people generally are naturally irresponsible for their work and require close supervision to do jobs.Theory Y:

Indicating a positive view of human nature that assumes people are generally hard-working, creative and responsible for exercising self-control over their jobs.

McGregor’s Theory X and Theory Y

THEORY X ASSUMPTIONS

average human being has an inherent dislike of work and will avoid it if he/she can

Most people must be controlled if they are to work hard

The average human prefers to be directed, dislikes responsibility and desires security above everything else

THEORY Y ASSUMPTIONS

Effort in work is as natural as work and play

Control and punishment are not the only ways to make people work man will direct himself if he is committed to the goals of the organisation

If a job is satisfying then the result will be commitment to the organisation

The average man learns not only to accept but to seek responsibility

CONTEMPORARY THEORIES OF MOTIVATION

McClelland’s theory of Needs Cognitive Evaluation Theory Goal Setting theory MBO Self Efficacy theory Reinforcement theory Equity theory Expectancy theory

McClelland’s theory of Needs

Need for Achievement --Drive to excel

--Achieve in relation to a set of standards

--Attain personal responsibility --They are not Gamblers --Like tasks of intermediate difficulty

Need for Power --Desire to have impact, be influential & to

control --Competitive & status oriented situations --More concerned with prestige

Need for Affiliation --Desire to be liked and accepted by others --Less competitive --High degree of mutual relationship

APPLICABILITY

High achievers are successful in entrepreneurial activities

Not necessarily a good manager Need for Power and affiliation tend to be

more closely related to managerial success

COGNITIVE THEORY OF EVALUATION

Extrinsic rewards would tend to decrease level of motivation

Experiences a loss of control over his or her own behavior that diminishes previous intrinsic motivation

Research/Conclusion--Real phenomenon is interdependence of

both intrinsic and extrinsic rewards

Contd….

--Very high level of intrinsic motivation (Exception)

--Interesting Job also requires extrinsic payment

--Dull Task(Exception)--Limited applicability: neither for

extremely Dull and nor for extremely interesting tasks

GOAL SETTING THEORY

“Just do your best” Intention to work towards a goal What needs to be done and how much

effort is required Specific hard goals better than

generalized goal of “give your best” Ability and Acceptance of goal kept

constant Feedback acts to guide behavior Commitment, Self Efficacy

What is MBO?Management by Objectives (MBO)

“A program that encompasses specific goals, participative set, for an explicit

time period, with feedback on goal progress.”

KEY ELEMENTS OF MBO

Key

Elements

Goal specificity

Participative decision

makingAn explicit time

periodPerformance

feedback

Cascading of Objectives

Why MBOs FailUnrealistic expectations about MBO

results

Lack of commitment by top

management

Failure to allocate reward properly

Cultural incompatibilities

Self-EfficacyThe individual’s belief that he or she is

capable of performing a task.Enhances probability that goals will be

achieved.

In addition individuals with high self efficacy seem to respond to

negative feedback with increased interest and motivation.

JOINT EFFECTS OF GOALS SETTING AND SELF EFFICACY ON PERFORMANCE

Self-Efficacy and Goal Setting

Individuals has

confidence that given

level of performanc

e will be attained

Individual sets higher

personal goal for

their performanc

e

Individual has

higher level of

job performa

nce

Manager sets

difficult specific goal for

job or task

Four Ways of Increasing Self Efficacy

Enactive Mastery

Vicarious Modeling

Verbal Persuasion

Arousal

Reinforcement Theory

Its Assumptions are:• Behavior is environmentally caused.• Behavior can be modified (reinforced)

by providing (controlling) consequences.• Reinforced behavior tends to be

repeated.

According to this theory “the behavior is a function of its consequences.”

EQUITY THEORYIndividuals compare their job

inputs and outcomes with those of others and then respond to eliminate any

inequities.

REFERENT COMPARISONS OF EQUITY THEORY Self-inside – An employee’s experience in a

different position inside his or her current organization.

Self-outside – An employee’s experience in a situation or position outside his or her current organization.

Other-inside – Another individual or group of individual inside the employee’s organization

Other-outside - Another individual or group of individual outside the employee’s organization

COMPARISON WITH OTHER

CHOICES FOR DEALING WITH INEQUITY

Change inputs Change outcomes Distort perceptions of self Distort perceptions of others Choose a different referent person Leave the field

PROPOSITIONS RELATING TO INEQUITABLE PAY

If given payment by time:- - Overrewarded employee will produce more than

equitably paid employees - Underrewarded employees will produce less or poorer

quality of output. If given payment by production quantity:- - Overrewarded employees will produce fewer, but higher

quality units than will equitably paid employees. - Underrewarded employees will produce larger no. of

lower-quality units in comparison with equitably paid employees.

ORGANIZATION JUSTICEOverall perception of what is fair

in the workplace

Distributive Justice – Amount & allocation of rewards.

Procedural Justice - The perceived fairness of the process used to determine the outcome.

EXPECTANCY THEORYEmployee will be motivated to exert a

high level of effort when he or she believes that effort will lead to a

good performance appraisal.

BonusSalary IncreasePromotion

Effort - Performance Relationship

Performance - Reward Relationship

Rewards - Personal goal Relationship

THANK YOU