MOTIVATION I SEM

8/7/2019 MOTIVATION I SEM

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M.P.

MODULE-5

Motivation


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Motivation

Important factor affecting human behavior andperformance.

Core of management.

For effective directing of people- understanding ofwhat individual want from the organization.


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Motive: A motive is an inner state that energizes,activates, or moves and that directs behaviortowards goals.

Motivating: is a term which implies that oneperson induces another to engage in action by as achannel.

Motivation: Motivation is the complex forcestarting and keeping a person at work in an

organization.Motivation is something that moves the person to

action, and continuous him in the course of actionalready initiated.

Concept of Motivation


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Types of needs:

Primary needs

Secondary needs

General needs.


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MOTIVATION AND BEHAVIOUR

Need TensionGoal-directed

behaviour

Goal-fulfilment/Need

satisfactiom

FavorableEnvironment


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Motivation and performance:

Motivation is necessary for work performance.

Factors affecting Individual performance:

Observation shows that

1)Various individuals performs differently in thesame work situations

2) the same individuals perform differently in

different work situations.


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1.Motivation:2.Sense of Competence: Extent to which an

individual regards himself as capable of doing ajob.

Depends- locus of controlLocus of control: whether people believes that

they are in control of events or events controlthem.

Internal LOCExternal LOC


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Role of Motivation:

High performance Level

Low Employee Turnover and Absenteeism

Acceptance of Organizational Change.


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Theories of Motivation

Maslows need hierarchy

Herzbergs motivation-hygiene theory

McCllands need theory

Alderfers ERG theoryVrooms expectancy theory

Porter-Lawler model of motivation


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Theories of Motivation

Abraham Maslows Hierarchy of Needs Five increasingly higher-level needs:

physiological (food, water, sex) security (a safe environment)

social (relationships with others)

self-esteem (a sense of personal worth)

self-actualization (becoming the desired self)

Lower level needs must be satisfied before higher level needscan be addressed or become of interest to the individual.


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Maslows Hierarchy Of Needs

Satisfaction Of Need Is The Means Of Motivation

Unmet Need Motivates Behavior

Lower Level Of Need Must Be At Least Partially MetBefore Moving Higher

We All Have The Same Five Basic Needs

Once A Need Is Satisfied, It No Longer MotivatesBehavior

Everyone Is Always Motivated By The Next Level OfUnsatisfied Need Either Up Or Down


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InfluencesInfluences

Our Behavior Is Affected By Our Needs

People Do Different Things For The Same Reason

People Do The Same Thing For Different Reasons

Most Actions Have More Than One Motivation


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LimitationsLimitations

Linear Approach Is Limited

Varies In The Cross-Cultural Settings

Of Collectivism And Individualism

Collectivism Priority To In-Group

Goals

Individualism Priority To Personal

Goals

b h


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Hertzberg's motivation -Hygiene theory( Twofactor theory)

Herzbergs HygieneMotivator theory Hygienes (extrinsic job factors) Inadequate working conditions, salary, and incentive pay can

cause dissatisfaction and prevent satisfaction.

Motivators (intrinsic job factors)Job enrichment (challenging job, feedback and recognition)

addresses higher-level (achievement, self-actualization) needs.

The best way to motivate someone is to organize the job so that

doing it helps satisfy the persons higher-level needs.

t t t


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ertz erg s mot vat on yg enetheory( Two factor theory)

Two factors.Hygiene factors:Company policy and administrationTechnical supervision

Interpersonal relationship with supervisorsInterpersonal relationship with peers.Interpersonal relationship with subordinates.SalaryJob security

Personal lifeWorking conditionsStatus.


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Hygiene factors are not intrinsic parts of a job.

They are related to conditions under which a job isperformed.

They produces no growth in a workers output.

Only prevent losses in which workers performancedue to restrictions.


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Motivational factors:

Capable of having a positive effect on jobsatisfaction.

Helps to increase the total output .6 factors:AchievementRecognitionAdvancementWorkPossibility of growthResponsibility

ompa son o e t e g an mas o


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ompar son o ertz erg an mas owmodel


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McClellands NeedsMcClellands Needs

ModelModelPeople Are Motivated By Three BasicNeeds

Achievement Affiliation

Power

People Possess These Needs In Varying

Degrees


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Achievement MotiveAchievement Motive

FinishersFinishers

Enjoy Challenge Want Ensured Success Conservative Goals

Plan Ahead Personal Responsibility

Need Hard Data Reinforcement


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Achievement Motive..

Four basic characteristics of high achievers:

1. Moderate Risks:

2. Immediate Feedback:

3. Accomplishment:4. Preoccupation with the Tasks:


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Affiliation MotiveAffiliation Motive

LoversLovers

Establish/Maintain Relationships Approval Needs may affect the

Decision Making/Implementation

Strive to Maintain Harmony


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Power MotivePower Motive

WinnersWinners

Usually Quite Fluent Enjoy Conflict

Strong-Speaking Skills

Autocratic Decision Making

Situations Are Win/Lose

Can Make People A Means To An End;

Relationships Lost


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Alderfer's ERG Theory

An extension of Maslow's theory that proposes theexistence of three needs as opposed to five.

Existence Needs: Desires for physiological and materialwell-being i.e., safety needs of Maslow into one category.

Relatedness Needs: Desires for satisfying interpersonalrelationships.

Relatedness needs include all those needs that involverelationship with other people whom the individual cares.

Relatedness needs cover Maslows social needs and thatpart of esteem needs which is derived from the relationshipwith other people.


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ERG.

Growth Needs: Desires for continued psychological growthand development.

Growth needs involve the individual making creativeefforts to achieve full potential in the existing environment.

These include Maslows self actualization need as well asthat part of the esteem need which is internal to theindividual like feeling of being unique, felling of personalgrowth, etc.


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Alderfer's


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Alderfer sERG Theory

ERG Theory

Does not assume that lower-level needs must besatisfied before higher-level needs become activatedand,

This theory includes a unique "frustration-regression"principle whereby an already satisfied lower-level needbecomes reactivated when a higher-level need isfrustrated.


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Vrooms Expectancy Theory

Vrooms expectancy theory has its roots in thecognitive concepts in the choice behaviour utilityconcepts of classical economic theory.

According to Vroom, people will be motivated to dothings to achieve some goals to the extent that theyexpect that certain action on their part will helpthem to achieve the goal.


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.

Vrooms model is built around the concepts ofvalue, expectancy, and force;

its basic assumption is that the choice made by a

person among alternative courses of action islawfully related to psychological events occurringcontemporaneously with the behaviour.


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.

Vrooms concept of force is basically equivalent tomotivation

and may be shown to be the algebraic sum of

products of valences multiplied by expectations.Thus

Motivation (force) = Valence X Expectancy


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1.Valence:

According to Vroom, valence means the strength ofan individuals preference to a particular outcome.

Other terms equivalent tovalence used in varioustheories of motivation are incentive, attitude, andexpected utility.


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2.Instrumentality:

Another major input into the valence is theinstrumentality of the first level outcome in

obtaining a derived second level outcome.Hunt and Hill have exemplified it by promotion

motive.

The superior performance (first level outcome) is

being instrumental in obtaining promotion (second level outcome).


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3.Expectancy:

Another factor in determining the motivation isexpectancy, that is, the probability that a particular

action will lead to the out come.Expectancy is different from instrumentality input

into valence.

Expectancy differs from instrumentality in that it

relates efforts to first level outcomes whereasinstrumentality relates first and second leveloutcomes to each other.


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Vrooms Expectancy Theory

Vrooms Expectancy Theory A persons motivation to exert some level of effort is a function of

three things:

Expectancy: that effort will lead to performance. Instrumentality: the connection between performance and the

appropriate reward.

Valence: the value the person places on the reward.

Motivation = E x I x V If any factor (E, I, or V) is zero, then there is no motivation to work

toward the reward.

Employee confidence building and training, accurate appraisals, andknowledge of workers desired rewards can increase employeemotivation.


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Determine the outcomes employees value.Determine the outcomes employees value.

Identify good performance so appropriateIdentify good performance so appropriatebehaviors can be rewarded.behaviors can be rewarded.

Make sure employees can achieve targetedMake sure employees can achieve targetedperformance levels.performance levels.

Link desired outcomes to targeted levels ofLink desired outcomes to targeted levels ofperformance.performance.

Make sure changes in outcomes are largeMake sure changes in outcomes are large

enough to motivate high effort.enough to motivate high effort. Monitor the reward system for inequities.Monitor the reward system for inequities.

Managerial Implications ofManagerial Implications of

Expectancy TheoryExpectancy Theory


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Reward people for desired performance, and doReward people for desired performance, and donot keep pay decisions secret.not keep pay decisions secret.

Design challenging jobs.Design challenging jobs.

Tie some rewards to group accomplishments toTie some rewards to group accomplishments tobuild teamwork and encourage cooperation.build teamwork and encourage cooperation.

Reward managers for creating, monitoring, andReward managers for creating, monitoring, andmaintaining expectancies, instrumentalities, andmaintaining expectancies, instrumentalities, andoutcomes that lead to high effort and goaloutcomes that lead to high effort and goalattainment.attainment.

Monitor employee motivation through interviewsMonitor employee motivation through interviews

or anonymous questionnaires.or anonymous questionnaires. Accommodate individual differences by buildingAccommodate individual differences by building

flexibility into the motivation program.flexibility into the motivation program.

Organizational Implications ofOrganizational Implications of

Expectancy TheoryExpectancy Theory


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Porter-Lawler Model of Motivation

Porter-Lawler have derived a substantially morecomplete model of motivation and have applied it intheir study primarily of managers.

They propose a multivariate model to explain thecomplex relationship that exists between jobattitudes and job performance.

Their model encounters some of the simplistic

traditional assumptions made about the positiverelationship between satisfaction and performance.


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1.Effort:Effort refers to the amount of energy exerted by an

employee on a given task.

Perceived reward probability refers to theindividuals perception of the probability thatdifferential rewards depend upon differentialamounts of effort.

These two factors value of reward and perceptionof effort reward probability determine theamount of effort that the employee will put in.


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3.Rewards:Performance is seen as leading to intrinsic rewards

and extrinsic rewards.

However, the intrinsic rewards are much more likelyto produce attitudes about satisfaction that arerelated to performance.


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4.Satisfaction:Satisfaction is derived from the extent to which

actual rewards fall short, meet or exceed the

individuals perceived level of equitable rewards.If actual rewards meet or exceed perceived equitable

rewards, the individual will feel satisfied; if these areless than equitable rewards ,he will be dissatisfied.


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JOB ENRICHMENT

Job enrichment is concerned with designing jobsthat include a greater variety of work content;require a higher level of knowledge and skill; giveworkers more autonomy and responsibility in termsof planning, directing and controlling their ownperformance; and provide the opportunity forpersonal growth and a meaningful work experience.


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Benefits

If applied properly, job enrichment offers benefits tothe job holder as well as to the organization.

The job holder derives job satisfaction from the job

in the form of recognition, achievement, and self-actualization.

The organisation benefits in the form of betterintrinsically- motivated employees, better employee

performance and lesser absenteeism, turnover &grievances.


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MORALE

morale is basically a group phenomenon. It is aconcept that describes the level of favorable orunfavorable attitudes of the employees collectively toall aspects of their work-the job, the company, their

tasks, working condition, fellow workers, superiors,and so on. Attitudes express what the individualsthink and feel about their jobs. The emphasis is onhow employees feel, denoting the strong emotionalelements associated with attitudes.


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Morale & Productivity : they go hand in hand.higher the moral higher the productivity and viceversa.

Measurement of Morale:

1) Morale surveys.

2) Indices of morale.

3) Other sources of information.


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Morale building

1. Sound Manpower Management.

2. Human Relation Approach

3. Management of Attitudes

4. Organisation Design5. Participation

6. Job Enrichment

7. Conflict Handling8. Other Measures.


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MOTIVATION I SEM

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