MOTIVATION

The outline

Meaning and nature of motivation Theories of Motivation

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 motivation suggested that favorable employee attitudes result in motivation to work hard.

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 to work more and achieve organizational objectives. Motivation is a psychological persuasion. The motivation process begins with inner drives and needs that motivate the individual to work to ones best. M. J. Jusias said, Motivation is an act of stimulating some one or one-self to get a desired course of action.

The Nature of Motivation

Motivation is the set of forces that leads people 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 ?????

The Need-Want-Satisfaction Chain

Need Want Tensions

Satisfaction

Actions

(Need, Envr),(Tension, Goals,incentives+Opportunity), Action=effort,performance,rewards

9/20/2013 6

The Importance of Motivation

Performance Equation: (P= M+A+E) Where P= performance, M= motivation, A= ability, and E= environment

IMPORTANCE OF MOTIVATION

1. Productive uses of resources: Org works through physical, financial and HR. Utilization of resources depends on willingness of people to work. 2. Increased efficiency and output : Motivation bridges gap between efficiency and output. 3. Achievement of goals: Motivation causes goal directed behaviour. 4. Development of friendly relationships: Morals are high as met 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 and turnover.

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 dev will have positive mindset to accept changes.

Needs and Motives in Organizations

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

2. Secondary needs are requirements learned from the 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 choice of one course of behavior from among several possibilities.

McClellands Need Theory (Motivational Drives)

1.

The Need for Achievement : A drive to accomplish objectives and get ahead.

2.

The need for Affiliation : A drive to relate to people effectively. The need for power: A drive to influence people and situations.

3.

The Need for Achievement :

The need for achievement is the desire to accomplish a task or goal more effectively then 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 assume personal responsibility.

The need for Affiliation

The need for affiliation is the need for human companionship. Individuals with high need for affiliation tend to want reassurance and approval from others and usually concerned of others feelings.

The need for power

The need for power is the desire to control the resources 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 to interfere with effective organizational or interpersonal relationship.

Non Financial Motivation

Most businesses recognize the need for non financial methods of motivation !!!!!! These are appended below:
1. Give special assignment, job rotation, job sharing. 2. Team working, Status, Consultation, Spend time with others, 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.

Non Financial Motivation

5. Ask a person to conduct the whole or part of the meeting. 6. Call the employees by name, Give complete reasons while directing, Actively listen, Write down others idea. 7. Accept others opinion, job enlargement and many more.

Top Ten Factors Motivate Employees

1. 2.

3.

4.
5. 6. 7. 8. 9. 10.

Appreciation or Recognition for a job. Being in the know about company : eg. Current goal, future plans be communicated to employees. An understanding attitude from mgt. Job security. Good wages. Interesting work. Career advancement opportunities. Loyalty from management. Good working conditions. Tactful discipline.

MOTIVATION

Theories of Motivation

ERG Theory The Expectancy Theory The Hierarchy of needs Theory The Dual Structure Theory

ERG Theory

Developed by Yale psychologist Clayton Alderfer The ERG theory represents an extension and refinement of the need hierarchy theory ERG E = R = G = in The ERG theory stands for Existence Relatedness Growth

ERG

Existence needs those necessary for basic human survivalroughly correspond to the physiological and security needs of Maslows hierarchy. Relatedness needs, involving the need to relate to others, are similar to Maslows belongingness and esteem needs. Finally, growth needs are analogous to Maslows needs for selfesteem and self-actualization.

ERG vs Maslow
+ ERG suggests that more than one kind of need can motivate a person at same time unlike Maslow. + ERG theory includes a satisfaction-progression component and a frustration regression component. ** After satisfying one level of needs, people progress to next level. ( Satisfaction Progression) ** if people become frustrated in trying to satisfy one set of needs, they will regress to the previously satisfied set of needs.( Frustration Regression)

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.

The Expectancy Model, by Victor H. Vroom

Vroom explained that motivation is a product of 3 factors: a. Valence how much one wants a reward. b. Expectancy ones estimate of probability that effort will result in successful performance. c. Instrumentality Ones estimate the performance will result in receiving the reward. Motivation = ValencyxExpectancyxInstrumentality

The Expectancy Model, by Victor H. Vroom

Outcome Environment Outcome Performance Outcome Outcome Ability Outcome Valence Valence Valence Valence Valence

Motivation

Effort

Figure: The Expectancy Model of Motivation

The Expectancy Model, by Victor H. Vroom

Effort to Performance Expectancy. Is the individuals perception of the probability that effort will lead to high performance. Performance to Outcome Expectancy. Is the individuals perception that performance will lead to a specific outcome. Outcome to Valence. This theory recognizes that an individuals behavior results in a variety of outcomes, or consequences.

The Expectancy Model, by Victor H. Vroom

To occur motivated behavior, 3 conditions must be met : a. The effort to Performance must be greater than zero (the individual must believe that if effort is expended, high performance will result). b. The Performance to Outcome expectancy must also be greater than zero (the individual must believe that high performance will lead to certain outcomes).

The Expectancy Model, by Victor H. Vroom

c. And the sum of valences for the outcomes must be greater than zero. Concluding Remarks: The Expectancy theory suggests that when the above conditions are met, the individual is motivated to expend effort.

Maslows Hierarchy of Needs Theory

General Examples Organizational Examples

Achievement Status Friendship Economic security Food

SelfChallenging actualization job Esteem Belongingness Security Physiology Job title Friends at work Pension plan Base salary

9/20/2013

29

Lesson from Maslows Model

Maslows model says, people have needs they wish to satisfy and gratified needs are not strongly motivating as 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 diminishing impact.

Limitations

Research shows that the need hierarchy does not generalize very well to other countries. For example, in Greece and Japan, security needs may motivate employees more than selfactualization needs. Belongingness need is specially important in Sweden, Norway & Denmark. Relative importance of different needs is different in Mexico, Peru, India, Canada, Thailand, Turkey. Five levels of needs are not always present, the actual hierarchy of needs does not always conform to Maslows model.

The Two-Factor Theory of Motivation

(Proponent : Fredrick Hertzberg)
Motivation Factors Achievement Recognition The work itself Responsibility Advancement and growth No satisfaction

Satisfaction Hygiene Factors Supervisors Working conditions Interpersonal and security Pay relations Company policies and
administration

Dissatisfaction No dissatisfaction

32

The Dual-Structure Theory

Fredrick Herzberg and his associates developed the dualstructure theory in the late 1950s and early 1960s. Herzberg began by interviewing approximately two hundred accountants and engineers in Pittsburgh.

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

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

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

A Comparison of Maslows and Herzbergs Model

Model of Maslows hierarchy of needs

5. Self-actualization an fulfillment of needs. 4. Esteem and status needs 3. Belongingness and Social needs 2. Safety and security needs 1. Physiological needs
Motivating factors

Herzbergs two factor model Work itself Achievement, Possibility of growth responsibility

Advancement, Recognition
Status, Relations with supervisors, Peer, subordinates, Quality of supervision Company policy and administration, job security Working conditions, Pay

Maint factors