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Amity School of Business

Amity School of BusinessBBAGEN, SEMESTER II

ORGANISATIONAL BEHAVIOUR (BBAHR-10201)

MODULE 3

Ms. Kushi Sharma

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Amity School of BusinessMotivationExamine three terms

Motive – an inner state that energizes, activates or moves and that directs behavior towards goal.Motivating – a term that implies that one person induces another to engage in action by ensuring that a channel to satisfy the motive becomes available and accessible to the individual.Motivation – While a motive is an energizer of action, motivating is the channelisation and activation of motives, motivation is the work behavior itself.

Motive Motivating Motivation

Need in individuals Activating needs &providing need

satisfaction environment

Engagement in work behavior

Relationship between motive, motivating & motivation

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Defining MotivationMotivationThe set of processes that arouse, direct, and

maintain human behavior toward attaining a goal.Key Elements

Arousal: The drive/energy behind our actions.• I want to meet my sales Quota.Direction: Way towards goal .• Work Late, Make extra calls,Study Product Line.Maintenance: Persistence, how long a person tries. • One week, a month and so on, not giving up

easily.

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•Motivation refers to the way in which urges, drives, desires, aspirations, striving or needs direct, control or explain the behavior of human being – McFarland.

•Motivation is the process that account for an individual’s intensity, direction and persistence of effort toward attaining a goal-Stephen P. Robbins.

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Importance of Motivation• Motivation is important to organizations

because in conjunction with ability and environment it determines performance.

P=f(M, A, and E).P-Performance.A-Ability.M-Motivation.E-Environment/Opportunity( favourable).

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MOTIVATION AND PERFORMANCE

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Some of the benefits of motivated employees/significance of motivation

1. Motivated employees are quality-driven.2. They are more productive than apathetic

workers.3. It ensures retention of good employees.4. It promotes creativity, spontaneity and

innovative behaviour at work.

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5.The workforce will be better satisfied if management provides them with opportunities to fulfill their physiological and psychological needs.

6.The workers will cooperate voluntarily with the management.

7.The rates of labor turnover (attrition) and absenteeism will be low.

8.There will be good human relations at work as frictions will decrease.

9.The number of complaints and grievances will come down.

10.Low accident rate and wastage and scraps will also be less.

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Individual Motivation and Job Performance

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What Motivates Employees?What Motivates Employees?• Clear Expectations & Goals• Materials and Resources• Accurate/timely feedback• Interesting work• Challenges• Responsibility• Recognition• Respect• Being Informed• Being Listened to• Being Treated fairly• Opportunities for growth/advancement• Autonomy• Participation in decision-making• Being a Member of team • Incentives and benefits• Training opportunities

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Satis

fact

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Satis

fact

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Amount and Amount and schedule of schedule of contingent contingent extrinsic extrinsic rewardsrewards

Net amount Net amount of valent of valent intrinsic intrinsic rewardsrewards

Equity Equity comparisoncomparison

Perf

orm

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Perf

orm

ance

Mot

ivat

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Mot

ivat

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Work Work effort effort neededneeded

IndividualIndividualattributesattributes

Organizational Organizational supportsupport

An Integrated Model of Individual An Integrated Model of Individual Motivation to WorkMotivation to Work

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• Making work interesting increases the likelihood of employees giving work their full attention and enthusiasm.

• Some ways to make work more interesting are – job rotation,– Job enlargement and job enrichment,– MBO,– Empowerment.

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Job rotation

• Job rotation involves moving employees from job to job so as to give them more variety. – Job rotation requires that employees have relatively

broad skills. • This means the supervisor and organization must

provide for cross-training or training in the skills required to perform more than one job.

• The opportunity to learn new skills can in itself motivate employees.

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Job enlargement

• Job enlargement means that duties are added to a job. – For example, in a factory a machine operator

may be given the added task of setting up the machine.

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Job enrichment• Job enrichment is the incorporation of

motivating factors into a job. – The kinds of factors that are considered to

enrich a job are the ones Herzberg called motivators.

• Specific factors include – giving employees more responsibility to make decisions, – more recognition for good performance, and – making jobs more challenging.

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MBO • Management by Objectives (MBO) is a process

of negotiating periodic performance objectives between superiors and subordinates in an effort to cascade top management’s wishes throughout an organization. Frequently, objectives (MBOs) are set using numeric targets with deadlines for key process metrics, or just deadlines for projects.

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EMPOWERMENT• Employee empowerment is a strategy and

philosophy that enables employees to make decisions about their jobs.

• Employee empowerment helps employees own their work and take responsibility for their results.

• The work organization has the responsibility to remove barriers that limit the ability of staff to act in empowered ways.

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• Factors that affect work motivation include:• Individual differences are the personal needs,

values, and attitudes, interests and abilities that people bring to their jobs.

• Job characteristics are the aspects of the position that determine its limitations and challenges.

• Organizational practices are the rules, human resources policies, managerial practices, and rewards systems of an organization.

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Motivation And Behavior• Motivation causes goal – directed behavior.• Feeling of a need by an individual generates a

feeling that he lacks something.• This lack of something creates tension in the

mind of the individual.• Since the tension is not an ideal state of mind,

the individual tries to overcome this by engaging himself in a behavior through which he satisfies his needs.

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• Goal directed behavior leads to goal fulfillment

• The individual succeeds in fulfilling his needs.

• He overcome his tensions in the favorable environment.

• Behavior ends the moment tension is released.

• Satisfaction of one need leads to feeling of another need.

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Need Tension Goal – directed behavior

Goal – fulfillment/need satisfaction

Favorable environment

Goal – directed behavior

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Non – satisfactionof need Frustration Aggression

Externalized

Internalized

Towards source

Towards others

Flight (external withdrawal)Lack of serious purpose

APATHY( Internal Withdrawal)

PersonInanimate

object

Reaction to non – satisfaction of needs