BY DR STELLA MALANGALILA KINEMO School of Public Administration and Management

MOTIVATION

MOTIVATION
THIS APPLIES TO DRIVES, NEEDS, WISHES AND SIMILAR FORCES

WHAT DOES IT MEAN WHEN IT IS SAID THAT MANAGERS MOTIVATE THEIR SUBORDINATES

It means managers do things that induce the subordinates to act in a desired manner MOTIVATORS: Forces that induce individuals to act or to perform , forces that influence human behavior SATISFACTION: Refers to contentment experienced when a want is satisfied

THEORIES OF MOTIVATION
CONTENT THEORIES HIERACHY OF NEED THEORY This theory was introduced by Abraham Maslow He saw the human needs in the form of hierarchy Ascending from the lowest to the highest He concluded that when one set of need was satisfied this kind ceased to be motivator

THE NEEDS ARE:

PHSYIOLOGICAL NEED: These are the basic needs for sustaining human life itself such as food , water , warmth , shelter and sleep Maslow concluded that other needs will not arise unless this need is fulfilled
1.

2. SECURITY OR SAFETY NEEDS

These are the needs to be free of physical danger and fear of loss of job property , or shelter People want some assurance that the above needs will be tomorrow

3. AFFILIATION OR ACCEPTANCE NEEDS

This need relates to the feeling of belonging People feel that they need to be accepted by others

4. ESTEEM NEED

This is a need for power , achievement and status

5. SELF-ACTUALIZATION

It is a desire to become what one is capable of becoming to maximize ones potential and to accomplish something Read limitations of Maslow Hierarchy of needs

THEORY X AND THEORY Y

This theory was introduced by Douglas McGregor It is about assumptions about employees Theory x and theory y are two sets of assumptions about nature of people

THEORY X ASSUMPTIONS
1.

2.

3.

Human beings dislike work and will avoid it if they can Because of the above most people be coerced, controlled, directed and threatened with punishment to get them work The typical person lack responsibility has little Ambition & seeks security above all

THEORY Y ASSUMPTION

1. 2. 3.

4. 5.

This theory implies a more human and supportive approach to managing people Work is as natural as play or rest People are not lazy People exercise self-direction and self control to achieve objectives They accept and seek responsibility People are creative

conclusion

Theory x is pessimistic, static ,rigid Theory y is optimistic, dynamic and flexible Each of the assumptions will affect the way managers carry out their managerial function

EQUITY THEORY
Formulated by J. Starcy Adams Social compassion theory Motivation is influenced by ones perception of how equitably she is treated as compared to others.

EQUITY THEORY INPUT BY ONE PERSON OVER OUTPUT BY ONE PERSON IS EQUAL TO INPUT BY ANOTHER PERSON OVER OUTPUT BY ANOTHER PERSON

EQUITY THEORY

THE GREATER THE PERCEIVED INEQUITY, THE GREATER THE MOTIVATION TO REDUCE IT. INDIVIDUALS CAN CHANGE INPUT,

EXPECTANCY THEORY

MOTIVATION IS THE PRODUCT OF STREGTH OF ONES DESIRE (VALENCE) FOR A PARTICULAR OUTCOME AND THE PERCEIVED PROBABILITY OF BEING REWARDED (EXPECTANCY) VALENCE X EXPECTANCY = MOTIVATION

ATTRIBUTION THEORY AND LOCUS OF CONTROL

INTRODUCED BY HAROLD KELLEY BEHAVIOUR IS ATTRIBUTED TO INTERNAL AND EXTERNAL ENVIRONMENT ( MACHINES, METHOD, CLIMATE ETC) EXTERNAL FACTORS ARE BEYOND EMPLOYEES CONTROL INTERNAL FACTORS: EMPLOYEES FEEL THEY CAN INFLUENCE THEIR OWN BEHAVIOUR THROUGH ABILITY, SKILLS

ALDEFER THEORY (ERG)

INTRODUCED BY CLAYTON ALDERFER HE IDENTIFIED THREE LEVELS OF MOTIVATION EXISTENCE, RELATEDNESS AND GROWTH. PEOPLE WILL BE MOTIVATED TO BEHAVE IN A PARTICULAR WAY TO SATISFY ONE OF THREE SETS OF NEEDS NEED FOR EXISTENCE, NEED FOR RELATEDNESS AND NEED FOR GROWTH

PEFORMANCE SATISFACTION THEORY

INTRODUCED BY LAYMAN PORTER AND LAWLER MOTIVATION, PERFORMANCE AND SATISFACTION ARE SEPARATE VARIABLES MOTIVATION DO NOT DIRECTLY LEAD TO PERFOMANCE PERFORMANCE IS MEDIATED BY ABILITIES,TRAITS AFTER PERFORMANCE REWARDS FOLLOW WHICH DETRMINE SATISFACTION

HERZBERGS TWO FACTOR THEORY

INTRODUCED BY FREDERICK HERZBERG CLASSIFIED MOTIVATIONAL FACTORS INTO TWO CATEGORIES MOTIVATION FACTORS AND HYGIENE OR

MOTIVATION FACTORS RECOGNITION ADVANCEMENT RESPONSIBILITY ACHIEVEMENT POSSIBILITY OF GROWTH WORK ITSELF

MOTIVATION FACTORS

THE PRESENCE OF THESE FACTORS IN THE JOB CREATES A MOTIVATING ENVIRONMENT BUT ITS ABSENCE DOES NOT CAUSE DISSATISFACTION

HYGIENE FACTORS

ORGANIZATION POLICY SUPERVISION SALARY JOB SECURITY WORKING CONDITIONS STATUS INTERPERSONAL RELATIONS WITH SUBORDINATES

HYGIENE FACTORS

INTERPERSONAL RELATIONS WITH SUPERVISORS INTERPERSONAL RELATION WITH PEERS

THEIR EXISTENCE CREATE AN ENVIRONMENT FOR DOING WORK. BUT FACTORS BY THEMSELVES CANNOT MOTIVATE PEOPLE TO WORK.

HYGIENE FACTORS

THEIR ABSENCE CAN DISSATISFY PEOPLE BUT THEIR PRESENCE PER SE CANNOT SATISFY PEOPLE.