1UNIT -4

MOTIVATION

Definition 2“Motivation is a process of stimulating (Inspiring) people to action to accomplish desired goals.”

Theories of Motivation1)Herzberg Two Factor Theory 2)Vroom's Expectancy Theory 3)Alderfer’s Theory 4) The Porter and Lawler Model of Expectancy 5)Equity Theory of Work Motivation

Herzberg Two Factor Theory 3Motivation

Maintenance factors or Dissatisfiers1)Job Context2)Extrinsic Factor3)Company Policy & Administration4)Quality of Supervision5)Relation with Supervisor6)Peer Relation 7)Pay 8)Job Security 9)Work Condition 10)Status

Motivational Factors or Satisfiers1)Job Content2)Achievement3)Recognition 4)Advancement5)Possibility of Growth 6)Responsibility

Vroom’s Expectancy Theory 4According to Victor Vroom felt that motivation of any individual depends on the desired goal and the strength of his expectation of achieving the goal.

Vroom’s model is built mainly on three concepts1)ValanceVroom says that valance is the strength of an individual’s preference for a particular outcome.For the valance to be positive, the person must prefer attaining the outcome to not attaining.A valance is zero occurs, when the individual is indifferent towards the outcome.A valance is negative when the individual prefers not attaining the outcome to attaining it

52) Instrumentality Another major input into the valance is the instrumentality of the first level outcome in obtaining the desired second level.

3) ExpectancyExpectancy is a probability (ranging from 0 to 1) or strength of a belief that a particular action or effort will leave to first level of outcome.

Alderfer’s ERG Theory 6Alderfer’s also feels that needs should be categorized and that there is basic distinction between lower order and higher order.Alderfer's identified three groups of needsExistence needs are concerned with survival or physiological needs.Relatedness needs talk of the importance of interpersonal and social relationshipGrowth needs are concerned with the individual intrinsic desire for personal Development.

The Porter and Lawler Model of Expectancy 7

Porter and Lawler exploded the complex relationship between motivation, satisfaction, and performance

According to them, performance is a function of three important factors.

If an employee want to perform, he must be motivatedMotivation alone does not ensure performance and hence a person must have necessary abilities and skills as wellAn employee must have an accurate knowledge of requirement of the job.

8Key Variable in this Model1)Motivation :- Satisfaction & Performance

2)Effort

3)Performance

4)Reward

5)Satisfaction

Equity Theory of Work Motivation 9This theory argues that a major input into job performance and satisfaction is the degree of equity that people perceive in their work situation.

Inequality occurs when a person perceives that the ratio of his or her outcomes to inputs and the ration of relevant other’s outcome to inputs are unequal. This can be represented by

Person’s Outcomes Other’s Outcome-------------------------- < -----------------------Person’s Input Other’s Inputs

10Person’s Outcomes Other’s Outcome-------------------------- > -----------------------Person’s Input Other’s Inputs

Person’s Outcomes Other’s Outcome-------------------------- = -----------------------Person’s Input Other’s Inputs

11Leadership

leadership is the art of motivating a group of people to act towards achieving a common goal.

Early Approaches to Leadership 1)Traditional Approach to LeadershipA) Trait Theory Trait theory of leadership sought personalities, social, physical, traits those differentiated leaders from non leaders. Trait theory assumes that leaders are born not madeSome of the common traits of leadership are shown in below table

12Traits/Characteristics DescriptionDrive Desire for placement, ambition, high energy,

Initiative

Honesty and Integrity Trustworthy , reliable, and open

Leadership Motivation Desire to exercise influence over others to reach shared goals

Self Confidence Trust own abilities

Cognitive Ability Intelligence, ability to integrate and interpret large amount of information

Business Knowledge Knowledge of industry and relevant matters

Creativity Originality

Flexibility Ability to adapt to needs of followers an requirement of the situation

13B) Group and Exchange Theory

Social psychology is the basis for the group and exchange theory of leadership.

Social exchange indicated that leadership is an exchange process between the leaders and followers.

This theory indicates that there are three domains of leadershipa)Leader-based Domainb)Follower-based Domainc)Relationship-based Domain

142) Behavioral Theories

Behavioral theories of leadership proposes that specific behavior differentiate leaders from the non leaders

These theories opine that leader’s style is oriented either an employee centered or a job centered

These theories attempt to explain leadership in terms of the behavior that the leader exhibits

These theories have modest success in building consistent relationship between the patterns of leadership behavior and group performance

15Some of the studies of Behavioral theories of leadership are

A)Ohio State StudiesThese research study concluded that leaders behavior canbe categorized into two dimensions 1)Initiating Structure refers to the extent to which a leader is likely to define and structure his/her role and those of subordinate in the search for goal attainment.2) Consideration is the extent to which a person is likely

to have job relationships that are characterized by mutual trust, respect for subordinate’s idea and for their

followers.

16B) University of Michigan Studies

The Michigan group concluded that there are two dimension they are1) Employee oriented2) Production oriented

C) Scandinavian StudiesAccording to these studies the leader should exhibit development – oriented behavior in a developing world

D) Continuous TheoryThis theory identified three basic styles of leadership a) Autocrat b) Democrat c) Laissez-fair

173) Situational Theories

Situational theories is highly fascinating but is certainly a challenging orientation to implement. This theory explain the various situation in which a leader operates.

An effective leader must be flexible enough to adapt to the difference among subordinates and situations.

Let us examine in this section four of such theories they areA)Fielder's Contingency Theory B) House’s Path Goal C)Life Cycle Theory of LeadershipD)Vroom’s and Yetton’s normative model

18A) Fielder’s Contingency Model

Fielder’s model is called a contingency model because the Leader’s effectiveness is partially contingent upon three major Situational Approaches 1) Leader – member relations2) Task Structure (refer to how routine and predictable the work group’s task is) 3) Leader Position Power

B) Path Goal Theory Here leader should motivate subordinates by clarifying the path to personal rewards that results from attaining work goal.

19The leader should also increase the number and kinds of rewards available to the subordinates

He should provide guidance and counseling to clarify the way in which rewards can be obtained

C)Life Cycle Theory of Leadership.The life cycle theory reflects a systematic

conceptualization of situation factors as related to leadership behavior

It is based on a curvilinear relationship between the task and relationship and maturity of the follower

20The focus is clearly on followers ignoring other situational factors such as supervision, job demand, time element, and organization

This model suggest that appropriate leader behavior depends on the maturity of the follower

Modern Theories of Leadership 21Charismatic Leadership Theory

•There are many different ways to be a leader, but charismatic leaders guide by using charm and self-confidence.

•Their personality attracts attention and gains admirers. Charismatic leaders use others people's admiration to influence them to follow.

•Charismatic leaders with good ethics and intentions have the power to inspire and transform the people they lead. Immoral charismatic leaders can be forces of devastation and destruction.

Characteristics of Charismatic Leaders 22

1) Self Confidence

2) A vision

3) Ability to articulate the vision

4) Strong Conviction about the vision

5) Perceived as being a change agent

6) Environmental sensitivity

Transformation Leadership Theory 23Transformational leadership is based on leaders’ shifting the values, beliefs and needs of the followers.

The Characteristics of transformational leaders

1)Indentify themselves as change agent2)Courageous3)Believe in people4)Life long Learner5)Have the ability to deal with complexity, ambiguity and uncertainty.6)Visionaries

Groups 24Definition

Two or more individuals, interacting, and interdependent, who have come together to achieve particular objective

Types of Groups1)Formal Group2)Informal Group3)Command Group (Group of superiors and his/her subordinates. Eg., Finance Manager & Assistant Finance Manager form a command group)4)Task Group (People working together in order to accomplish a particular task form a task group)

255) Interest Group ( People with common interest like maintaining and developing working condition, recreational facilities form interest group)

6) Friendship group

7) Coalition group

Stages of Group Development 26