MOTIVATION
Motivation is a process where members of a group pull together to effect an organization through loyalty and Commitment
S.HALL
DEFINITION
It is an inner impulse or internal force that initiates and directs the individual to act in a certain manner to satisfy a need.
-MANGAL
DEFINITION
Job performance = Ability + Motivation
Needs of motivation
INTRINSIC
EXTRINSIC
TYPES
Achievement motivation Competence motivation Power motivation Attitude motivation Incentive motivation Fear motivation
It is Continuous unending process It is goal oriented behavior It can be positive or negative motivation It can be financial and nonfinancial
motivation It is an internal feeling of an individual It is a complex process
Nature of motivation
Direction Effort Persistence
components
INTERNAL
EXTERNAL
SOURCES OF MOTIVATION
NEED• SECURITY,SELFESTEA
M• ACHIVEMENT,POWER
ATTITUDE• SELF,JOB• SUPERVISOR,ORGN
GOALS
• TASK COMPLETION• PERFORMANCE,CAREER
ADVANCE
INTERNAL SOURCE
JOB
•FEEDBACK,WORKLOAD
•TASK –VARIETY, SCOPE.
WORK SITUATIO
N
•SUPERVISOR
•TEAM MEMBERS
ORGANISATION ACTION
•REWARDS, AVAIL OF TRAINING
•PRESSURE BY HIGHER LEVEL
EXTERNAL SOURCES
HERZBERG’S MOTIVATION- HYGIENE THEORY
MASLOWS MCGREGOR ERG THEORY
CHOICE THEORY GOAL SETTING THEORY REACTANCE THEORY SELF EFFICACY THEORY
MOTIVATION THEORY
Alderfer’s ERG Theory(1972)EXISTANCE NEEDS –Staying alive and safe
RELATEDNESS NEED - concerned R/s with people & what they think on us
GROWTH NEE DS– being creative for ourselves & envt
The hygiene factors do little contribution to provide job satisfaction. He called them "dissatisfiers' as their absence cause dissatisfaction but their presence is not motivating but only prevent dissatisfaction. The hygiene factors meet man's needs to avoid unpleasantness but do not motivate them to take more interest in the work.
(FRIEDERICK HERZBERG 1968)
Hygiene Factors of Two Factor Theory
It act as forces of job satisfaction. They create positive and a longer lasting effect on employee’s performance and are related to work itself. Adequate provision of such factors (called satisfiers) make people happy with their jobs because they serve man's basic needs for psychological growth. In addition, they also motivate employees in their work.
Motivating factors
MASLOW’S HIERARCHY THEORY OF NEEDS-1943
ESTEAM,ACTUALISATIORecognition, DM
CREATIVE , CONTROL TO ENVT, USE SKILL
SOCIALNEEDSIipr,picnic,sports
SAFETY NEEDSSAFE
ENVT,SECURITY, INSURENCE
PHYSIOLOGICAL NEEDS
SALARY,BREAKS, ENVT
Mcgregors Theory X and Y
(1960)
Avoid responsibility,workDislike workMust be directed
Little ambitionNeed threatClose supervisionReward and punishment
THEORY X
Like & enjoy workSelf directedSeek responsibility
Imaginative,creativeGeneral supervisionPartiticipate in problem solving
THEORY Y
Attribution Theory
People are motivated to understand the causes of behavior. Attribution theory seeks to explain how and why people make these causal attributions.
Attributions - are the reasons we give for our own and others behaviors.
Fritz Heider argued that there are two general types of attributions that people make:
◦Personal attributions◦Situational attributions
Why is this baby smiling?
Personal attributions
Explanations in terms of personal characteristics. For example:◦“The baby must be a happy baby.”
Other examples:◦“He scored well on the exam because he is smart.”
Situational attributions
Explanations in terms of situational factors. (How behavior caused by a situation)◦“Someone must have just played with the baby .”
Other examples:◦“He scored well because it was an easy test.”
DIRECTIONAL GOAL -Particular conclusion
ACCURACY GOAL – Accurate conclusion
PERFORMANCE GOAL – Avoiding mistakes , being judged
MASTERY GOAL - Developing new skill
GOAL SETTING THEORY- LOCKE & LATHAM (1990)
Deals with pushing too hard to get what you want from staff and get more opposite. E.g.)
“DO NOT WRITE ON THESE WALL UNDER ANY CIRCUMFERANCE”
“PLEASE DON’T WRITE ON THESE WALL” Pennibaker & Sanders 1976
REACTANCE THEORY
It is belief in ones ability to perform adequately has proved to be a more consistent predictor of behavioral outcome than other motivational constructs.(* Control over the thoughts)
Provide incentive Resources Help remove social constraints
BANDURA 1986
SELF EFFICACY THEORY
1. Enactive mastery – if you’ve performed task in the past, you can do it again
2. Vicarious modeling – you become more confident because you see someone else do the task
3. Verbal persuasion – you become more confident because someone convinces you that you have the skills necessary to perform task
4. Arousal – if you get “psyched up” then you perform better
Four ways self efficacy can be increased:
McClelland’s Learned Needs Theory
Achievement
(n Ach)
Affiliation
(n Aff)
Power
(n Pow)
People with high need for power They can be motivated to perform if they are given key positions or power positions.
In the second category are the people who are social in nature. They try to affiliate themselves with individuals and groups. They are driven by love and faith. They like to build a friendly environment around themselves. Social recognition and affiliation with others provides them motivation.
People in the third category are driven by the challenge of success and the fear of failure. Their need for achievement is moderate and they set for themselves moderately difficult tasks. They are analytical in nature and take calculated risks. Such people are motivated to perform when they see atleast some chances of success.
McClelland observed that with the advancement in hierarchy the need for power and achievement increased rather than Affiliation. He also observed that people who were at the top, later ceased to be motivated by this drives.
Need for Achievement (nAch) – drive to excel, to achieve in relation to a set of standards
Need for Affiliation (nAff) – the desire for friendly and close interpersonal relationships
Need for Power (nPow) – need to make others behave in a way in which they would not have behaved otherwise (to have power over them)
David McClelland
1. Job rotation: This is also known as cross training. It can be effective for employees that perform repetitive tasks in the job. This allows the employees to learn new skills by shifting them from one task to another.
2. Job enlargement: is a motivation technique
used for employees that perform a very few and simple tasks. It increases the number and variety of tasks that the employee performs, resulting in a feeling of importance
METHODS FOR MOTIVATING EMPLOYEES
3. Job enrichment: this method increases the employees control over the work being performed. It allows the employees to control the planning, execution and evaluation of their own work, resulting in freedom, independence and added responsibility.
4. Flexible time: this allows the employees to choose their own work schedule to a certain extend.
5. Job sharing: a less common method but very effective in preventing boredom. It allows employees to share two different jobs
6. Employee involvement: people want to feel like they are a part of something. Letting the employees to be more active in decision-making related to their job makes them feel valued and important to the company and increases job motivation.
7. Variable pay programs: merit based pay,
bonuses, gain sharing, and stock ownership plans are some good motivators for employees. They should be offered as an incentive or reward for outstanding performance.
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