MOTIVATION

Presented by :
Prithwijit Ray
State Bank Academy
 THE AGELESS SEARCH FOR
BETTER WAYS
• From the beginning, people have been
organized to work together towards planned
goals
• Pyramids; Great wall of China
• All these required organisation,I.e Planning,
Control and Co-ordination
• Ancient Greeks understood and practiced,
uniform work methods
• Division of labour was recognised by Plato
(400 B.C) in his book „The Republic‟
 THE AGELESS SEARCH FOR
BETTER WAYS
• However, work itself was viewed in earliest
society as demeaning
• The first development towards Scientific
Management was the invention of clock (Von
Wych) and printing press (Gutenberg) in14th
century
• With the reformation, Protestant „work ethic‟
emerged based on Luther and Calvin (16th cent)
• Work was viewed as respectable and idleness
deplorable
 HISTORICAL PERSPECTIVE ON
PRODUCTIVITY IMPROVEMENT
• Industrial Revolution was ushered in18th cent.
supported mainly by invention of steam engine
• With it came the need to improve work
methods quality and productivity
• Adam Smith (1760) advocated specialisation
to make work efficient
• In 1832, Charles Babbage proposed division
of labour as an advantage
• Thus, the focus was on improving productivity
 PRODUCTIVITY IMPROVEMENT-
SCIENTIFIC MANAGEMENT
• Formalised by F.W.Taylor as a replacement for
the old rule of thumb
• In 1881, Taylor introduced time and method
study to improve productivity
• In 1909, he published „Principles of Scientific
Management’
• It suggested a hierarchical organisation with
Task specialisation
Chain of command
 PRODUCTIVITY IMPROVEMENT-
SCIENTIFIC MANAGEMENT
Unity of direction
Span of control
• Taylor suggested standardised procedures
for both workers and management, and
incentive schemes for workers
• His focus was exclusively on job design. Money
was taken to be the only motivator and rewards
were related to outputs
 PRODUCTIVITY IMPROVEMENT-
DURING SECOND WORLD WAR
• One of the major advancements in the end of
19th century was the assembly line method of
production epitomised by Henry Ford
• The Second World War played a large part in
speeding up productivity, aided by Scientific
Management and technological developments
• One of the benefits of the War was the
development of operational research and
linear programming for solving complex
problems
 IMPORTANCE OF
HUMAN RELATIONS APPROACH
• Job of a Manager is to get work done through
employees
• Till now, no attention was given to employees
• They were perceived as individual production
units who are interested only in earning money
• Then it was realised that
Job performance = f (ability, motivation)
• Ability depends on education, experience and
training
• Its improvement is a slow and long process
 IMPORTANCE OF
HUMAN RELATIONS APPROACH
• On the other hand, motivation can be changed
quickly
• But this will depend on their attitude to their
employers
• „You can take a horse to the water, but can‟t
make it drink‟
• It is important that their reasonable needs /
expectations / motives are met
• If not, they will be alienated and will not work to
the best of their abilities
 IMPORTANCE OF
HUMAN RELATIONS APPROACH
• Motives or needs are factors which propels
people to actions
• People have many needs/motives all of which
are continually competing for their behaviour
• People have different mixtures or strengths of
these needs
 JOB FACTORS
• Friendly helpful co-workers
• Enough help and resources
• Clearly defined responsibilities
• Good pay
• Enough information
• Competent supervision
• Job security
• Enough authority
• Interesting work
• Opportunities for development
• See results of own efforts
 IMPORTANCE OF
HUMAN RELATIONS APPROACH

• The need with the greatest strength at a

particular moment leads to a certain activity
• Some people are driven mainly by money,
some by security, and so on
 IMPORTANCE OF
HUMAN RELATIONS APPROACH
• We, to be effective as Managers, should have
some understanding of these motives / needs
• Direct feedback may not be of any use
• That is because people act on the basis of their
perceptions of reality and not on reality itself
• By bringing these perceptions closer to reality
(what they really want), we can enhance our
effectiveness
• For these we need to understand them
 IMPORTANCE OF
HUMAN RELATIONS APPROACH
• In Human Relations approach, many attempts
have been made to understand what makes
people perform well
• Once we know these, we can focus on these
factors
TWO CHOICES
 HUMAN RELATIONS APPROACH-
ELTON MAYO
• Elton Mayo studied a group of workers (for the
first time) for five years in the Hawthorne works
of Western Electric Co.
• His findings (1933) were :
Workers acted not as an indl. but as a group
They would sacrifice self-interest in face of
group pressure
Money is not the sole motivator
Supervisors have significant influence on output
 HUMAN RELATIONS APPROACH-
ABRAHAM MASLOW
• Abraham Maslow suggested (1944) that :
Desire to fulfil a need drives a person to action
Human needs are arranged in a hierarchy of
five groups: Physiological, Safety, Social
(affiliation), Esteem (recognition, appreciation),
& Self-fulfilment (self-development, creativity)
When a lower level of needs are somewhat
satisfied, the next level of needs become
dominant
 HUMAN RELATIONS APPROACH-
DOUGLAS McGREGOR

• In „The Human Side of Enterprise‟ (1960), he

offered a new model of human behaviour which
he called Theory Y
• Till then, the assumptions (which he called
Theory X) were :
workers dislike work and responsibility and
will avoid it if he can
Therefore, he has to be controlled/directed
Motivation occurs only at the physiological
and safety levels
 HUMAN RELATIONS APPROACH-
DOUGLAS McGREGOR
• Theory Y assumes that :
Work is as natural as play
Workers will be self-directed if he is committed
Commitment will come if job is satisfying
Average person seeks responsibility
Imagination/Creativity can be used to solve
problems by a large number of employees
Motivation occurs at all levels
• These theories can be practiced in different
situations
TOM SAWYER
 HUMAN RELATIONS APPROACH-
RENSIS LIKERT
• He contended that organisations have 4 styles:
Exploitive-authoritative style where decisions
are imposed, motivation is by threats, lower
levels have virtually no responsibility and no
communication/teamwork
Benevolent-authoritative style where leader-
ship is condescending, motivation is by rewards
and little communication or teamwork
 HUMAN RELATIONS APPROACH-
RENSIS LIKERT
Consultative style where leadership has trust
in subordinates, motivation is by rewards and
involvement, many employees feel responsible
and some communication/teamwork
Participative style where leadership has com
plete confidence in subordinates, motivation is
by rewards based on self-set goals, everybody
feels responsible and much communication and
teamwork
 HUMAN RELATIONS APPROACH-
FREDERICK HERZBERG
He offered two theories of motivation :
• Hygiene theory states that some factors have
to be present so as not to cause dissatisfaction
Organisational policies and administration
Quality of supervision
Working conditions
Salary
Status
Job security, etc.
 HUMAN RELATIONS APPROACH-
FREDERICK HERZBERG
• Motivation theory lists the factors that have to
be present so as to bring intrinsic motivation
Achievement
Recognition
Growth/Advancement
Responsibility for enlarged task
Job description
• Motivational factors are related to the job itself
• Hygiene factors are related to the environment
 HUMAN RELATIONS APPROACH-
DAVID McCLELLAND
• Need for achievent is a distinct motive
• It can be assessed in any group
• This need will be maintained only if they feel
they can influence the outcome
• Rewards are necessary but not as essential as
the accomplishment
• They want job-related (not attitudinal) feedback
• They expect the same exacting standards from
others and so, in a group, may be less effective
 HUMAN RELATIONS APPROACH-
CHRIS ARGYRIS
• Bureaucratic/Pyramidal values (corresponding
to theory X) do not permit natural and free
expression of feelings
• These lead to decreased interpersonal
competence
• Humanistic/Democratic value system, on the
other hand, results in trust relationship and
increased interpersonal competence/intergroup
cooperation
 HUMAN RELATIONS APPROACH-
CHRIS ARGYRIS
• In Immaturity-Maturity theory, he suggests
that certain desirable changes take place in the
personality of individuals as they move from
immaturity to maturity in a continuum
• So, organisational structure and culture should
be redesigned to facilitate this
 SEVEN WAYS TO MOTIVATE

• High expectations
• Approval, praise and recognition
• Treating people fairly
• Setting work related goals (accepted by
him)
• Proper placement
• Reward based on performance
• Satisfy his other needs
OPEN LETTER TO MANAGER
 MONEY AS MOTIVATOR
• Money is important
• “…there is not one shred of evidence for the
alleged turning away from material rewards….
Antimaterialism is a myth no matter how much it
is extolled” (Peter Drucker)
• In fact, they are taken so much for granted that
their denial may act as a de-motivator
• Economic incentives are becoming rights rather
than rewards
• Any amount of Human Relations cannot
compensate for a lack of monetary reward
 DON’T COERCE - PERSUADE
• Persuasion is far more powerful than coercion
• Persuasion build morale, initiative & motivation
• Coercion effectively suppresses these
• Three basic components of persuasion are :
• Logos
• Ethos
• Pathos
 IMPORTANCE OF INFORMAL GROUPS
• Within every organisation, there are often
informal groups
• These serve to fill certain emotional, social and
psychological needs which go beyond the work
• Some of these are (a) Sense of belonging (b)
Identity & self-esteem (c) Stress reduction
and (d) Defence mechanism
• As long as needs exist that are not served by
the organisation, informal groups will fill the gap
• These groups influence and regulate
individual behaviour
 IMPORTANCE OF INFORMAL GROUPS
• The degree to which a group satisfies its
members‟ needs determine the extent to which
individual members will allow their behaviour to
be controlled by the group
• Informal groups formulate an unspoken set of
standards establishing acceptable behaviour
• These standards or norms can support,obstruct
or have no effect on the aims of the
organisation
• If we are able to enlist the support of these
groups, we can be more effective
 POWER OF EXPECTATIONS OR
PYGMALION EFFECT
• Pygmalion, a prince of Cyprus, sculpted a
statue of an ideal woman
• The result, which he named Galatea, was so
beautiful that he fell desperately in love with it.
He prayed to Goddess Venus to bring it to life.
Venus granted the prayer and the couple lived
happily ever after
• Based on this, G.B.Shaw wrote a play which
was made into a popular movie called „My fair
lady‟
 POWER OF EXPECTATIONS OR
PYGMALION EFFECT
• In these, Henry Higgins, a professor of
phoenetics, takes a bet with his friend Colonel
Pickering that he can take a cockney flower girl,
and with some rigorous training, pass her off as
a duchess. He succeeds. But a key point lies in
a comment by the trainee Eliza Doolittle to Col.
Pickering :
 POWER OF EXPECTATIONS OR
PYGMALION EFFECT
• “You see, really and truly, apart from the things
anyone can pick up (the dressing and the
proper way of speaking and so on), the
difference between a lady and a flower girl is
not how she behaves, but how she is treated. I
shall always be a flower girl to Prof. Higgins,
because he always treats me as a flower girl,
and always will; but I know I can be lady to you
because you always treat me as a lady, and
always will.”
 POWER OF EXPECTATIONS OR
PYGMALION EFFECT
• This exemplifies what is called Self-fulfilling
prophecy
• People tend to act in consonance with the
expectations from them
• It happens in four steps:
We form certain expectations from people
We communicate these verbally or non-verbally
People respond by adjusting their behaviour
Result is that original expectation comes true
 POWER OF EXPECTATIONS OR
PYGMALION EFFECT
• Corollary 1: We like people from whom we
have high expectations
• Corollary 2: When we communicate our high
expectations, their self-esteem goes up
• Corollary 3: We like to think we know better.
So, we tend to be comfortable with people who
meet our expectations – high or low
• Corollary 4: Forming expectations is natural
and unavoidable
 POWER OF EXPECTATIONS OR
PYGMALION EFFECT
• Corollary 5: Good Managers produce
employees who perform well and feel good
about themselves
• Corollary 6: Performance ratings do not just
summarize the past, they help determine the
future performance
• Corollary 7: Best Managers have confidence in
themselves and in their ability to develop and
motivate people. Largely because of their self –
confidence, they communicate high
expectations to others
MOTIVATION
 MOTIVATIONAL STYLES

• There are six motivational styles which a

Manager may adopt
• An effective Manager will vary his style
depending on the task or people
• These six styles can be divided into three
sources :
Power
Affiliation
Achievement
 MOTIVATIONAL STYLES

• The Manager will need to reflect on the results

and decide whether the style(s) are appropriate
for the current task / group of people
• In his first job, the Manager is likely to practice
according to his natural inclination
• As he gains experience, he „experiments‟ with
other styles and adopt suitable ones.
YOUR MOTIVATIONAL STYLES
Thank you
 I wish you
the strength
of all elements
The one who takes your hand but touches
your heart is a true Friend
We seldom think of
what we have,
but always think of
what we miss
Don ' t cry because it ' s over now,
laugh because it happened
The more precisely you plan,
the harder destiny
will hit you
What happens,
happens for
a reason
 Don't make
an effort
because
the best things
happen,
when you
least expect
them
The greatest events,
aren't the loudest,
but the most quiet
hours
The most difficult lesson
to learn is:
Which bridge in life to
use or which one
to break off
 Everybody sees how you seem,
however, only some know who you are
 He who would like to have something he never had,
will have to do something well, that he hasn’t done yet
 Perhaps God would want you to become
acquainted with many different people in the
course of your life, so that when you meet
the right ones,
you can appreciate and be grateful for them
Give something a name,
and it will happen
 Love doesn't require
two people look at each other,
but
that they look together
in the same direction.
(Antoine de Saint Exupery)
 Life is
drawing
without an eraser
I wish you always:

Air to breath,
Fire to warm you,
Water to drink and
The earth to live in.

(From Latin America)

I wish this to you

from my heart