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MOTIVATION

MOTIVATIONINTRODUCTION

What is motivation??

Motivation is a Latin word, which means to move. It is the willingness of an

individual to respond to organizational requirements.

Motivation is a need or desire that energizes and directs ehavior. It means inspiring

others with zeal to do wor! for the accomplishment of the o"ectives of the organization.

Motivation is an important function, which a manager has to perform to get things done from

the people. Motivation is an action that stimulates an individual to ta!e a course of action,

which will result in an attainment of goals,or satisfaction of certain material or

ps#chological needs of the individual. Motivation is a powerful tool in the hands of leaders. It

can persuade convince and propel people to act.

TERMINOLOGIES

Motive: that which causes oneself to act in a particular wa#$ reason.

Motivate% cause to act in a particular wa#$ inspire.

Intrinsic% qualities or values elonging naturall# or e&isting within.

Extrinsic:qualities or values not elonging to or part of the real nature of the person

or thing$ coming from outside

Affiliation% lin! or connection made # eing attached.

Incentives% things that encourages to do something$ stimulus.

Needs% want, lac! or requirements

Drives% desire to attain a goal or satisf# need.

Reards:something given or received in return for wor!, merit or service.

Direction:information or instructions aout what to do, where to go and how to do

something.

Discretion:ailit# of showing good "udgment in what one sa#s or does.

DE!INITION

Motivation ma# e defined as'

(....the comple& of forces inspiring a person at wor! in an organisation to intensif# his

desire and willingness to use his potentialities for the achievement of organizationalo"ectives)

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(...the process or reaction which ta!es place in the memor# of the individuals. It ma# e

viewed as a comination of forces *motives+ maintaining human activit#)

('a willingness to e&pend energ# to achieve a goal or a reward. It is a force that

activates dormant energies sets in motion the action of people. It is the function that

!indles a urning passion for action among the human eings of an organisation.)

(...the set of forces that causes people to ehave in certain wa#s.) (...the goal of managers is to ma&imize desired ehaviors and minimize undesirale

ehaviors.)

('a general term appl#ing to the entire class of drives, desires, needs, wishes similar

forces that induce an individual or a group of people at wor!.) -oontz /0onnel.

T"#ES O! MOTIVATORS

1+ Intrinsic $otivation:refers to motivation that comes from within the person, driving

him or her to e productive. It is related to a persons level of inspiration. 2he

motivation comes from the pleasure one gets from the tas! itself or from the sense of

satisfaction in completing or even wor!ing on the tas! rather than from e&ternal

rewards. 3owever, intrinsic motivation does not mean that a person will not see!

rewards. It "ust means that e&ternal rewards are not enough to !eep a person motivated.

4+ Extrinsic $otivation:it refers to motivation that comes from outside an individual,

i.e. enhanced # the wor! environment or e&ternal rewards such as mone# or grades.

2he rewards provide a satisfaction and pleasure that the tas! itself ma# not provide. 5n

e&trinsicall# motivated person will wor! on a tas! even when the# have little interest init ecause of the anticipated satisfaction the# will get from the reward. e.g.- reward for

a student would otain good grade on an assignment or in the class.

T"#ES O! MOTIVATION

1+ Ac%ieve$ent $otivation

It is the drive to peruse and attain goals. 5n individual with achievement

motivation wishes to achieve o"ectives and advance up the ladder of success. 3ence,

accomplishment is important for his6her own sa!e and not for the rewards thataccompan# it.

4+ Affiliation $otivation

It is a drive to relate to people on a social asis. Individuals with affiliation

motivation perform wor! etter when the# are complimented for their favourale

attitude and co-operation&

7+ Co$'etence $otivation

It is the drive to e good at something, allowing the individual to perform high

qualit# wor!. 8ompetence6s!ill motivated individuals see! "o master#, ta!e pride in

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developing and in using their prolem solving s!ills and strive to e creative when

confronted with ostacles. 2he# learn from their e&periences.

9+ #oer $otivation

It is the drive to influence people and change situations. :ower motivated people

wish to create an impact on their organisation and are willing to ta!e ris!s.

;+ Attit(de $otivation

5ttitude motivation is how people thin! and feel. It is their self-confidence, their

elief in themselves and their attitude to life. It is how the# feel aout the future and how

the# react to the past.

ear motivation coercions a person to act against will. It is instantaneous and gets

the "o done more quic!l#. >ear motivation is helpful in the short run.

NATURE O! MOTIVATION

nending process% human wants !eep changing increasing.

5 ps#chological concept% deals with the human mind.

Whole individual is motivated% as it is ased on ps#cholog# of the individual.

Motivation ma# e financial or non-financial% >inancial includes increasing wages,

allowance, onus, etc.

Motivation can e positive or negative% positive motivation means use of incentives -

financial or non-financial. @.g. of positive motivation% confirmation, pa# rise, praise

etc. Aegative motivation means emphasizing penalties. It is ased on force of fear. @g.

demotion, termination.

Motivation is goal-oriented ehaviour.

COM#ONENTS O! MOTIVATION

Motivation comprises of three main components%

0irection

@ffort

:ersistenceWe start off # deciding what we want, which is our directionas we !now where we want

to go and what we have to achieve. 2hen we ma!e an efforttowards our goal. We start to do

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things and we continue our ma!ing the efforts for some time and give it ever#thing that we

have. Aow comes the part where we have to e 'ersistentwith our efforts and !eep doing

them.

SOURCES O! MOTIVATION

)* Internal or '(s% forces: Aeeds

>or securit#

>or self-esteem

>or achievement

>or power

5ttitudes

5out self

5out "o

5out supervisor

5out organization

Boals

2as! completion

:erformance level

8areer advancement

+* External or '(ll forces:

a. Characteristics of the job >eedac!

5mount

2iming

Wor! load

2as!s

Cariet#

Dcope

0iscretion 3ow "o is performed

b. Characteristics of the work situation

Immediate Docial @nvironment

Dupervisor*s+

Wor!group memers

Duordinates

/rganizational actions Eewards compensation

5vailailit# of training

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:ressure for high levels of output

E@FIDI2@D 2/ M/2IC52@

We have to e Motivated to Motivate

Motivation requires a goal

Motivation once estalished, does not last if not repeated Motivation requires Eecognition

:articipation has motivating effect

Deeing ourselves progressing Motivates us

8hallenge onl# motivates if #ou can win

@ver#od# has a motivational fuse i.e. ever#od# can e motivated

Broup elonging motivates

In the initiation, a person starts feeling lac!nesses. 2here is an arousal of need so

urgent, that the earer has to venture in search to satisf# it. 2his leads to creation of tension,

which urges the person to forget ever#thing else and cater to the aroused need first. 2his

tension also creates drives and attitudes regarding the t#pe of satisfaction that is desired. 2his

leads a person to venture into the search of information. 2his ultimatel# leads to evaluation of

alternatives where the est alternative is chosen. 5fter choosing the alternative, an action is

ta!en. Gecause of the performance of the activit# satisfaction is achieved which than relieves

the tension in the individual.

T,EORIES O! MOTIVATION

2he word motivation theor# is concerned with the processes that descrie wh# and

how the human ehaviour is activated and directed. It is considered as one of the most

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important areas of stud# in the field of organizational ehaviour. 2here are two different

categories of motivation theories- the content theories and the process theories.

A* Content t%eories of $otivation

2his is also called as the Aeed theor#. It mainl# focuses on the internal factors that

energize and direct human ehaviour. Dome of the need theories are-

1+ A-ra%a$ Maslo .)/01*

Maslows theor# included ; asic needs in his theor#, namel# the- 2he ph#siological

needs, Dafet# and securit# needs, Love needs, self-esteem needs and self-actualization

needs. Maslow suggested that human needs are ordered in a hierarch# from simple& to

comple&. 3igher level needs do not emerge as motivators until lower needs are satisfied

and a satisfied need no longer motivates ehaviour. 2he simplest needs are the greatest

ehaviour motivators until satisfied to the degree needed for sustaining life. ntil then,

almost all activities will e focused at this level. #%2siolo3ical needs% >ood, water, warmth, shelter, sleep, medicine and education, etc.

/nce the ph#siological needs are met, the ne&t level ecomes predominant.

Safet2 and sec(rit2 needs% 2hese are the needs to e free of ph#sical danger and of the

fear of losing a "o, propert#, food or shelter. It also includes protection against an#

emotional harm.

Social needs: Dince people are social eings, the# need to elong and e accepted #

others. :eople tr# to satisf# their need for affection, acceptance and friendship. 5fter the

lower needs are well satisfied, affiliation or acceptance will emerge as dominant and the

person strives for meaningful social relationship.

Estee$ needs : 5ccording to Maslow, once people egin to satisf# their need to elong,

the# tend to want to e held in esteem oth # themselves and # others. 2his !ind of

need produces such satisfaction as power, prestige status and self-confidence. It includes

oth internal esteem factors li!e self-respect, autonom# and achievements and e&ternal

esteem factors such as states, recognition and attention.

Need for self4act(ali5ation: Maslow regards this as the highest need in his hierarch#. It

is the drive to ecome what one is capale of ecoming, it includes growth, achieving

ones potential and self-fulfilment. It is to ma&imize ones potential and to accomplish

something.

4+ Alderfer ERG t%eor2

@EB theor# is similar to Maslows hierarch# of needs. 2he e&istence .E* needs are

equivalent to ph#siological and safet# needs$ relatedness .R* needs to elongingness,

social and love needs. 2he growth .G*needs to self-esteem and self actualization-

personal achievement and self-actualization.2he ma"orconclusions of this

theory are%

In an individual, more than one need ma# e operative at the same time.

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If a higher need goes unsatisfied than the desire to satisf# a lower need intensifies.

When the higher level needs is frustrated$ people will regress to the satisfaction of the

lower-level needs. 2his phenomenon is !nown as frustration-regression process

7+ !rederic6 ,er5-er3 To !actor need t%eor2 .)/77*

3erzerg felt that "o satisfaction and dissatisfaction e&ists on dual scales. Wor!ers are

motivated # two t#pes of needs6factors-

Aeeds relating to the wor! itself called intrinsic8$otivation factors *satisfiers+%

challenging aspects of the wor!, achievement, added responsiilit#, opportunities for

growth and opportunities for advancement

Aeeds relating to wor!ing conditions called extrinsic8%23iene factors *dissatisfiers+%

salar#, status, wor!ing conditions, qualit# of supervision, "o securit# and agenc#

policies.

5ccording to 3erzerg, the h#giene factors must e maintained in quantit# and qualit#to prevent dissatisfaction. 2he# ecome dissatisfiers when not equital# administered,

causing low performance and negative attitudes.

2he motivation factors create opportunities for high satisfaction, high motivation and

high performance. 5sence of motivation factors causes a lac! of "o satisfaction.

9+ David McClelland.)/7)*

0avid Mc8lelland has developed a theor# on three t#pes of motivating needs%

Aeed for :ower

Aeed for 5ffiliation

Aeed for 5chievement

:eople with high need for power are inclined towards influence and control. 2he# li!e

to e at the center and are good orators. 2he# are demanding in nature, forceful in manners

and amitious in life. 2he# can e motivated to perform if the# are given !e# positions or

power positions.

In the second categor# are the people who are social in nature. 2he# tr# to affiliate

themselves with individuals and groups. 2he# are driven # love and faith. 2he# li!e to

uild a friendl# environment around themselves. Docial recognition and affiliation withothers provides them motivation.

:eople in the third categor# are driven # the challenge of success and the fear of

failure. 2heir need for achievement is moderate and the# set for themselves moderatel#

difficult tas!s. 2he# are anal#tical in nature and ta!e calculated ris!s. Duch people are

motivated to perform when the# see atleast some chances of success.

Mc8lelland oserved that with the advancement in hierarch# the need for power and

achievement increased rather than 5ffiliation. 3e also oserved that people who were at

the top, later ceased to e motivated # this drives.

;+ McGre3or9s T%eor2 and T%eor2 "

0ouglas McBregor proposed two different motivational theories- theor# H and theor# .

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3e states that people inside the organization can e managed in two wa#s. 2he first

is asicall# negative, which falls under the categor# H and the other is positive, which falls

under the categor# .

Assumptions of theory X:

@mplo#ees inherentl# do not li!e wor! and whenever possile, will attempt to avoid it.

Gecause emplo#ees disli!e wor!, the# have to e forced, coerced or threatened with

punishment to achieve goals.

@mplo#ees avoid responsiilities and do not wor! until formal directions are issued.

Most wor!ers place a greater importance on securit# over all other factors and displa#

little amition.

Assumptions of theory Y:

:h#sical and mental effort at wor! is as natural as rest or pla#.

:eople do e&ercise self-control and self-direction and if the# are committed to those

goals.

5verage human eings are willing to ta!e responsiilit# and e&ercise imagination,

ingenuit# and creativit# in solving the prolems of the organization.

2hat the wa# the things are organized, the average human eings rainpower is onl#

partl# used.

/n anal#sis of the assumptions it can e detected that theor# H assumes that lower-order

needs dominate individuals and theor# assumes that higher-order needs dominate

individuals. 5n organization that is run on 2heor# H lines tends to e authoritarian in

nature- (power to enforce oedience) and the (right to command.) In contrast 2heor#

organizations can e descried as (participative), where the aims of the organization and of

the individuals in it are integrated$ individuals can achieve their own goals est #

directing their efforts towards the success of the organization

;* #rocess t%eories of $otivation

:rocess theories of motivation provide an opportunit# to understand thought processes

that influence ehaviour. 2he ma"or process theories are- Crooms e&pectanc# theor#,

goal-setting theor# and reinforcement theor#.

1+ Reinforce$ent t%eor2

G.>. D!inners theor# *1J

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should e made suitale to the individuals and that punishments actuall# leads to

frustration and de-motivation. 3ence, the onl# wa# to motivate is to !eep on ma!ing

positive changes in the e&ternal environment of the organization.

:ositive ehaviour should e reinforced or rewarded as this increase the strength of a

response or induces its repetition. Eeinforcers tend to wea!en over time and new ones

have to e developed.Aegative reinforcement occurs when desired ehaviour occurs to avoid negative

consequences of punishment. :unishment creates negative attitude and can increase costs.

4+ Ex'ectanc2 t%eor2 of Vroo$

2his theor# postulates that most ehaviours are voluntaril# controlled # a person and are

therefore motivated. It focuses on peoples effort-performance e&pectanc#, or a persons

elief that a chance e&ists for a certain effort to lead to a particular level of performance.

2his theor# states that motivation depends on three variales-

Attractiveness% the person sees the outcome as desirale. #erfor$ance4reard lin6a3e% the person perceives that a desired outcome will result

from a certain degree of performance.

Effort4'erfor$ance% the person elieves that a certain amount of effort will lead to

performance.

7+

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2he stic!, in the form of fearNfear of loss of "o, loss of income, reduction of

onus, demotion, or some other penalt# has een and continues to e a strong motivator.

It often gives rise to defensive or retaliator# ehaviour, such as union organization, poor-

qualit# wor!, e&ecutive indifferences, and failure of a manager to ta!e an# ris!s in

decision-ma!ing or even dishonest#. 3owever, fear of penalt# cannot e overloo!ed.

Whether managers are first-level supervisors or chief e&ecutives, the power of theirposition to give or with hold rewards or impose penalties of various !inds gives them an

ailit# to control, to a ver# great e&tent, the economic and social well-eing of their

suordinates

;+ Goal4settin3 t%eor2 of Edin Loc6e

2his theor# is ased on goals as determinants of ehaviour. 2he theor# states that when

the goals to e achieved are set at a higher standard than, emplo#ees are motivated to

perform etter and put in ma&imum effort. 2he more specific the goals, the etter the

results produced. 2he goals must e achievale, and their difficult# level must eincreased onl# to the ceiling to which the person will commit. Boal clarit# and accurate

feedac! increases securit#. It revolves around the concept of (Delf-efficac#) i.e.

individuals elief that he or she is capale of performing a hard tas!.

ocuses on internal processes that mediate the effects of conditions of wor! on

performance.

2his theor# states, a shift from e&ternal rewards to internal rewards results into motivation.

It elieves that even after the stoppage of e&ternal stimulus, internal stimulus survives. It

relates to the pa# structure in the organization. Instead of treating e&ternal factors li!e pa#,

incentives, promotion etc and internal factors li!e interests, drives, responsiilit# etc,

separatel#, the# should e treated as contemporar# to each other. 2he cognition is to e

such that even when e&ternal motivators are not there the internal motivation continues.

=+ Attit(de t%eor2

>ocuses on favourale attitudes of "o satisfaction and "o involvement leading to high

performance.

+ Attrition8self4efficac2 t%eor2

>ocuses on e&planations for events or ehaviour. :erceptions of self efficac# and self

esteem affect performance.

MET,ODS !OR MOTIVATING EM#LO"EES

1.

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4.

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14.Eeward desirale ehaviour.

17. 5llow emplo#ees e&ercise individual "udgement as much as possile.

19. 8reate a trustful and helping relation with emplo#ees.

1;. Let emplo#ees e&ercise as much control as possile over their wor! environment.

CONCLUSION

Aearl# all the conscious ehavior of human eing is motivated. 2he internal needs and

drives lead to tensions, which in turn result into actions. 5 manager requires to create and

maintain an environment in which individuals wor! together in groups towards the

accomplishment of common o"ectives. 5 manager cannot do a "o without !nowing what

motivates people. 2he uilding of motivating factors into organizational roles, the staffing of

these roles and the entire process of leading people must e uilt on !nowledge of motivation.It is necessar# to rememer that level of motivation varies oth etween individuals and

within individuals at different times. 2oda# in the increasingl# competitive environment,

maintaining a highl# motivated wor!force is the most challenging tas!. 2he art of motivation

starts # learning how to influence the ehavior of the individual. 2his understanding helps to

achieve oth, the individual as well as organizational o"ectives.

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