Pr. BIM. Motivation.doc.ppt

7/29/2019 Pr. BIM. Motivation.doc.ppt

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MOTIVATION


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The outline Meaning and nature of motivation

Theories of Motivation


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Historical Perspectives on Motivation Early Perspectives: Hedonism: The notion

that people seek pleasure and comfort and

avoid pain and discomfort. Scientific management: assumed that

employees are motivated by money.

The human relations approach to motivationsuggested that favorable employee attitudesresult in motivation to work hard.


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Defining Motivation Motivation is one of the managerial function in which a

manager motivates his men to give their best to the org.Motivation is actually inspiring and encouraging people towork more and achieve organizational objectives.

Motivation is a psychological persuasion. The motivationprocess begins with inner drives and needs that motivatethe individual to work to ones best.

M. J. Jusias said, Motivation is an act of stimulatingsome one or one-self to get a desired course of action.


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The Nature of Motivation

Motivation is the set of forces that leadspeople to behave in a desired way.

Motivation involves 3 states :1. Motivating States

2. Motivated behaviour

3. Conditions that satisfy or alleviate the

motivating process. Examples : Donkey-Carrot Relationship.

Your Motivation for doing PGDHRM ?????


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(Need, Envr),(Tension, Goals,incentives+Opportunity),

Action=effort,performance,rewards 6

The Need-Want-Satisfaction

Chain

Need Want Tensions

ActionsSatisfaction


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The Importance of Motivation

Performance Equation: (P= M+A+E)Where P= performance,

M= motivation,A= ability, andE= environment


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IMPORTANCE OF MOTIVATION

1. Productive uses of resources: Org works throughphysical, financial and HR. Utilization of resourcesdepends on willingness of people to work.

2. Increased efficiency and output : Motivation bridges gapbetween efficiency and output.

3. Achievement of goals: Motivation causes goal directedbehaviour.

4. Development of friendly relationships: Morals are high asmet the needs of employees. Enhances belongingness.

5. Stability of workforce: Attractive motivational schemes,increase commitment, works loyally and enthusiastically,not tempted to leave org, reduce absenteeism andturnover.


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IMPORTANCE OF MOTIVATION

6. Better Organizational Image: Better monetary &non monetary facilities better image. Better dev

program - more interest to join org.

7. Acceptability to Change: More opportunities of devwill have positive mindset to accept changes.


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1. Primary needs are the basic physical requirementsnecessary to sustain life. Such as food, water, shelter.

2. Secondary needs are requirements learned fromthe environment and culture in which the person lives.It includes social and psychological needs. Such as,

need for autonomy, power, order, affiliation.A motive is a factor that determines a persons choiceof one course of behavior from among severalpossibilities.

Needs and Motives in Organizations


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McClellands Need Theory

(Motivational Drives)

1. The Need for Achievement : A drive toaccomplish objectives and get ahead.

2. The need for Affiliation : A drive torelate to people effectively.

3. The need for power: A drive toinfluence people and situations.


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The Need for Achievement :

The need for achievement is the desire toaccomplish a task or goal more effectivelythen in the past.

People with a high need for achievement tend to set moderately difficult goals,

make moderately risky decisions,

want immediate feedback,

become preoccupied with their task, and assumepersonal responsibility.


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The need for Affiliation

The need for affiliation is the need for humancompanionship.

Individuals with high need for affiliationtend to want reassurance and approval

from others and usually concerned ofothers feelings.


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The need for power

The need for power is the desire to control theresources in ones environment.

People with a high need for power can be

successful managers if three conditions are met. First: They must seek power for the betterment

of the organization.

Second: They must have a fairly low need for

affiliation. Third: They need plenty of self-control to curb

their desire for power when it threatens tointerfere with effective organizational or

interpersonal relationship.


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Non Financial Motivation

Most businesses recognize the need for non financialmethods of motivation !!!!!! These are appended below:

1. Give special assignment, job rotation, job sharing.

2. Team working, Status, Consultation, Spend time withothers, Support others actions, Delegate authority.

3. Share experience, Say You are right, how are you.

4. Shake hand, smile, Ask about others interest, Invite

for a tea or dinner, share information.


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Non Financial Motivation

5. Ask a person to conduct the whole or part of themeeting.

6. Call the employees by name, Give completereasons while directing, Actively listen, Writedown others idea.

7. Accept others opinion, job enlargement andmany more.


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Top Ten Factors Motivate Employees

1. Appreciation or Recognition for a job.

2. Being in the know about company : eg. Currentgoal, future plans be communicated to employees.

3. An understanding attitude from mgt.4. Job security.

5. Good wages.

6. Interesting work.

7. Career advancement opportunities.

8. Loyalty from management.

9. Good working conditions.

10. Tactful discipline.


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MOTIVATION


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ERG Theory

The Expectancy Theory The Hierarchy of needs Theory

The Dual Structure Theory

Theories of Motivation


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Developed by Yale psychologist ClaytonAlderfer

The ERG theory represents an extensionand refinement of the need hierarchytheory

E R G in The ERG theory stands for E = Existence R = Relatedness G = Growth

ERG Theory


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ERG

Existence needs those necessary for basic human survival-roughly correspond to the physiological and security needs ofMaslows hierarchy.

Relatedness needs, involving the need to relate to others, are

similar to Maslowsbelongingness and esteem needs.

Finally, growth needs are analogous to Maslows needs for self-esteem and self-actualization.


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+ ERG suggests that more than one kind of needcan motivate a person at same time unlike Maslow.

+ ERG theory includes a satisfaction-progressioncomponent and a frustration regressioncomponent.

** After satisfying one level of needs, people

progress to next level. ( Satisfaction Progression)** if people become frustrated in trying to satisfyone set of needs, they will regress to the previouslysatisfied set of needs.( Frustration Regression)

ERG vs Maslow


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The Expectancy Model, by Victor H.

Vroom Expectancy theory generally suggests that

motivation depends on two things:

a. How much we want something.

b. How likely we think we are to get it.


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The Expectancy Model, by Victor H.Vroom

Vroom explained that motivation is a product of3 factors:

a.Valence how much one wants a reward.b. Expectancyones estimate of probabilitythat effort will result in successful performance.

c. InstrumentalityOnes estimate the

performance will result in receiving the reward.Motivation =ValencyxExpectancyxInstrumentality


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Vroom

Motivation

Environment

Ability

Effort Performance

Outcome

Outcome

Outcome

Outcome

Outcome Valence

Valence

Valence

Valence

Valence

Figure: The Expectancy Model of Motivation


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Vroom Effort to Performance Expectancy. Is the individuals

perception of the probability that effort will lead to highperformance.

Performance to Outcome Expectancy. Is theindividuals perception that performance will lead to aspecific outcome.

Outcome to Valence. This theory recognizes that anindividuals behavior results in a variety of outcomes, orconsequences.


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Vroom To occur motivated behavior, 3 conditions

must be met :

a. The effort to Performance must be greaterthan zero (the individual must believe that ifeffort is expended, high performance willresult).

b. The Performance to Outcome expectancy

must also be greater than zero (the individualmust believe that high performance will leadto certain outcomes).


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Vroom

c. And the sum of valences for the outcomes

must be greater than zero.

Concluding Remarks:

The Expectancy theory suggests that when theabove conditions are met, the individual is

motivated to expend effort.


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9/20/2013 29

Maslows Hierarchy of Needs Theory

Self-actualization

Esteem

Belongingness

Security

PhysiologyFood

Achievement

Status

Friendship

Economicsecurity

Job

Friends

Pension

Base

General Examples Organizational Examples

jobChallenging

title

at work

plan

salary


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Maslows model says, people have needs they wish tosatisfy and gratified needs are not strongly motivatingas unmet needs. So, managers need to

1. Identify and accept employee needs.2. Recognize that needs may differ among employees.3. Offer satisfaction for the particular needs currently

unmet.4. Realize that giving more of the same reward (which

satisfies lower-order needs) may have diminishingimpact.

Lesson from Maslows Model


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Limitations

Research shows that the need hierarchy does notgeneralize very well to other countries.

For example, in Greece and Japan, securityneeds may motivate employees more than self-actualization needs.

Belongingness need is specially important inSweden, Norway & Denmark.

Relative importance of different needs isdifferent in Mexico, Peru, India, Canada,Thailand, Turkey.

Five levels of needs are not always present, theactual hierarchy of needs does not always conformto Maslows model.

The Two Factor Theory of Motivation


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The Two-Factor Theory of Motivation(Proponent :Fredrick

Hertzberg)

Satisfaction No satisfaction

Motivation FactorsAchievement

RecognitionThe work itselfResponsibilityAdvancementand growth

Dissatisfaction No dissatisfaction

Hygiene FactorsSupervisors

Working conditionsInterpersonalrelationsPay and security

Company policies andadministration


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Fredrick Herzberg and his associates developed the dual-

structure theory in the late 1950s and early 1960s.Herzberg began by interviewing approximately twohundred accountants and engineers in Pittsburgh.

The dual structure theory identifies motivation factors,which affect satisfaction, and hygiene factors, whichdetermine dissatisfaction.

Motivation factors are intrinsic to the work itself andinclude factors such as achievement and recognition.

Hygiene factors are extrinsic to the work itself andincluded factors such as pay and job security.

The Dual-Structure Theory


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A Comparison of Maslows and Herzbergs Model

Model of Maslowshierarchy of needs

5. Self-actualization an

fulfillment of needs.

4. Esteem and status needs

3. Belongingness and Socialneeds

2. Safety and securityneeds

1. Physiological needs

Herzbergs two factormodel

Work itself Achievement,Possibility of growth

responsibility

Advancement,Recognition

Status, Relations withsupervisors, Peer,

subordinates, Quality ofsupervision

Company policy andadministration, job security

Working conditions, Pay

Motivating

factors

Maintfactors

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