What DRIVES

you?

MOTIVATION
Treat others as you would like to be treated
How do human needs influence motivation to work? How do thought processes and decisions affect motivation to work?

MOTIVATION is an important factor which encourage person to give their best performance and help in reaching enterprise goal .

The Nature of motivation

Motivation
The set of forces that cause people to

behave in certain ways. The goal of managers is to maximize desired behaviors and minimize undesirable behaviors.

The Importance of Motivation in

the Workplace Determinants of Individual Performance

Motivationthe desire to do the job. Abilitythe capability to do the job. Work environmentthe resources needed to do the job.

A Story . . .

In a certain unit of a plant, a supervisor reviewing the section gave the following inputs to the manager: She complimented the worker Joseph by saying that his motivation was high, that he took a great deal of interest in his work, that whenever any difficulty arose, Joseph tried various ways of solving the problem before going to someone who could help, that he was always occupied, and that he seemed to enjoy his work.

On the other hand, she said of another worker, Raju, that his motivation was low, that he seemed to be sluggish, that he complained more, that he went to the supervisor with his problems, that he neglected his work, and that he was seen socializing with other workers in the canteen

When the same workers came to work in another unit, their new supervisor had different reports to make. According to her, Rajus motivation was quite different from Josephs. Raju had a high affiliation motivationhe enjoyed making friends & working with friends.

When he was put in a small group in which most of his friends were working, his output increased & he seemed to enjoy his work. On the other hand, Joseph worked best when he was given a challenging assignment. He did not, however, get along very well with others & was basically a loner.

 The first supervisor uses motivation

as a general term meaning an individuals involvement in his/her work.

The second supervisor uses it in a

specific sense, meaning a particular motivation.

Motivation essentially relates to an individual. An individual has either high or low motivation, or has one or another kind of motivation.

Definition of Motivation
Motivation is defined as the processes that account for an individuals intensity, direction and persistence of effort towards attaining a goal.

The 3 Key Elements of Motivation

Classification of Motives

1. Primary Motives
A motive is termed as a primary motive

when it satisfies both the criteria it is not learned, and it is physiologically based.
The most common primary motives are

hunger, thirst, sleep etc.

2. Secondary Motives
A secondary motive is a motive that has

been learned or acquired over time.

Important secondary motives are power,

achievement and affiliation.

3. General Motives
A motive is considered to be a general

motive if it is not learned, but is also not based on physiological needs.

General motives stimulate tension within

the individual.
The motives of curiosity, manipulation,

motive to remain active and to display affection are examples of general motives.

Motivation Theories

 This theory is the one of the most widely discussed theories of motivation, which was founded by Abraham Maslow.

The theory can be summarized as follows: Human beings have wants and desires which influence their behavior. Only unsatisfied needs influence behavior, satisfied needs do not.

 Since needs are many, they are arranged in

order of importance, from the basic to the complex. The person advances to the next level of needs only after the lower level need is at least minimally satisfied. The further the progress up the hierarchy, the more individuality, humanness and psychological health a person will show.

 Clayton Alderfer attempted to rework

Maslows need hierarchy with his theory.

His revised need hierarchy is labeled ERG

Theory.

Alderfer argued that there are three groups of Core Needs

Existence

Relatedness

Growth

Existence is similar to Maslows Physiological and Safety Needs.

Relatedness is similar to Maslows Social and Status Needs.

Growth is similar to Maslows Esteem and Self-Actualization Needs.

Unlike Maslows theory, ERG does not

assume that there exists a rigid hierarchy in

which a lower need must be substantially

gratified before one can move on

For example, ERG argues that a person can be working on growth needs even though existence or relatedness needs are

unsatisfied.

An individual could also be focusing on

all three need categories simultaneously.

Moreover, Alderfer believed that frustration

in satisfying a higher order need might lead

to regression to a lower need.

Types of Motivation

Intrinsic Motivation Extrinsic Motivation

Intrinsic Motivation
Intrinsic motivation occurs when people

engage in an activity, such as a hobby, without obvious external incentives.

The various types of intrinsic motivation are

advancement, recognition, responsibility and achievement.

Extrinsic Motivation
Extrinsic motivation comes from outside

of the performer. Money is the most obvious example, but threat of punishment are also common extrinsic motivations. The various types of extrinsic motivation are supervision, pay, company policies, working conditions etc.

The Two-Factor Theory also called

Motivation- Hygiene theory was proposed

by psychologist Frederick Herzberg.

 Herzberg investigated the question, What

do people want from their jobs?

He asked people to describe, in detail,

situations in which they felt exceptionally good or bad about their jobs.

 The results showed that certain

characteristics tend to be consistently

related to Job Satisfaction and others to Job

Dissatisfaction.

 Intrinsic factors such as advancement,

recognition, responsibility and achievement

seem to be related to Job Satisfaction.

However, dissatisfied respondents referred

to extrinsic factors, such as supervision, pay,

company policies and working conditions.

Herzberg said that the opposite of

satisfaction is not dissatisfaction, as was

traditionally believed.

Traditional view
Satisfaction

Dissatisfaction

Hygiene Factors
Policies & administration Quality of supervision Working conditions Interpersonal relations Money Job security

Motivation Factors
Achievement Recognition Responsibility Advancement The work itself

Herzberg View

Hygiene Factors

No Dissatisfaction
Dissatisfaction

Motivation Factors

Satisfaction
No Satisfaction

As for Hygiene Factors, when they are

adequate, people will not be dissatisfied;

neither will they be satisfied. Therefore, managers who seek to eliminate factors that can create job dissatisfaction may bring about peace, but not necessarily motivation.

If we want to motivate people on their jobs, Herzberg suggested emphasizing on intrinsic factors, like, recognition, promotional opportunities, opportunities for personal growth, responsibility and achievement.

People with the need for affiliation seek companionship, social approval, and satisfying interpersonal relationships

People with the need for achievement are driven by the challenge of success and the fear of failure

An individual with a high need of power is likely to follow a path of continued promotion over time

5. Theory X and Theory Y

-Proposed by Douglas McGregor

Theory Theory X X Assumptions People inherently do not like work and whenever possible, will attempt to avoid it. Because people dislike work, they have to be forced, coerced or threatened with punishment to achieve goals.

Theory X Assumptions People avoid responsibilities and do not work fill formal directions are issued. Most workers place a greater importance on security over all other factors and display little ambition.

Theory Theory Y Y Assumptions Worker is as natural as play or rest

People are not inherently lazy.

Theory Y Assumptions People have potential.

People will exercise self-direction and self-control in the service of objectives to which they are committed.

Currently, one of the most widely accepted

explanations of motivation is

Victor Vrooms Expectancy Theory.

This theory argues that the strength of a

tendency to act in a certain way depends on

the strength of an expectation that the act

will be followed by a given outcome & on the

attractiveness of that outcome to the

individual.

The Theory focuses on three Relationships

1. Effort- Performance Relationship 2. Performance Reward Relationship

3. Rewards Personal Goals

Relationship

Effort- Performance Relationship

The possibility perceived by the individual that exerting a given amount of effort will lead to Performance.

Performance- Reward Relationship

The degree to which the individual believes that performing at a particular level will lead to the attainment of a desired result.

Rewards- Personal Goals Relationship

The degree to which organisational rewards satisfy an individuals personal goals or needs and the attractiveness of those potential rewards for the individual.

For Example
Employees will be motivated to exert a high level of effort when they believe that effort will lead to a good performance appraisal;

A good appraisal will lead to organisational rewards such as a bonus, a salary increase, or a promotion;

The rewards will satisfy the employees personal growth.