Motivation- Basic Details

1. MOTIVATION
“The will to do”

2. WHAT IS
MOTIVATION?
An internal state that arouses, directs, and
maintains behavior.
It is a dynamic force that sets a person into
motion or action.
Needs and desires affect a person’s behavior
which then becomes goal oriented due to
motivation.

3. CHARACTERISTICS OF
MOTIVATION
Effort –amount of efforts put in represents level of
motivation.
Persistence—Motivation is continuously goal
directed. Once a goal is achieved efforts are directed
towards higher goals.
Direction – Hard work and persistence determines
the quality of efforts while direction determines
quality of the anticipated output.

4. PROCESS OF MOTIVATION
Analysis of the situation-this is to ascertain
the motivational needs.
Selecting and applying appropriate
motivators .
Follow up – Need to cross check if
motivators applied are giving results or need
to be changed.

5. SOURCES OF
MOTIVATION
• Positive motivation –
– it involves proper recognition of employee efforts
and appreciation of employees contribution in
achieving organizational goals.
– It involves praise / credit for the work done.
– Sincere interest in welfare of subordinates .
– Delegation of authority.
– Participation of subordinates in decision making
process.

6. Negative or fear motivation-
-Use of force / power / fear / threats.
-Fear of punishment / un favorable
consequences changes behavior.
-This may contribute towards positive
results but is not a preferred alternate in
the current atmosphere.

7. WHAT IF MOTIVATION IS
NOT THERE?
Employee unrest
Absenteeism
Tardiness
Employee turnover
Union activity
Early retirement
Less job satisfaction

8. HOW TO MOTIVATE
EMPLOYEES?
Organizational factors –
salaries / wages
Promotions
Company policies
Work environment –
Supervisory style
Work group
Working conditions
Role specification and job description
Personal factors –age / seniority / tenure / expertise

10. EXTRINSIC MOTIVATION
This is a type of motivation that is induced by
external factors that are mostly financial in nature .
Money is the most important motivator and it can be
in the form of pay / retirement plans / stock sharing
options or paid vacation etc.

11. INTRINSIC MOTIVATION
This type of motivation is achieved by the sense of
achievement and accomplishment or in other words it is
the state of self actualization . In this the satisfaction is
accomplished and motivation is self generated free of
financial rewards.
The intrinsic motivators are –praise / recognition /
power / challenges ..

12. THEORIES OF MOTIVATION
The theories of motivation are divided into two types –
the content theories and the process theories .
The content theories attempt to determine and specify
drives and needs that motivate people. These theories
have been developed to explain nature of motivation in
terms of the type of need that people experience .
The process theories –these identifies variables that go
into motivation and their relationship with each other.
These theories work on HOW motivation works.

13. VROOM’S EXPECTANCY
MODEL
This theory is based on the belief that motivation is
determined by the nature of rewards people expect to get
for the job they perform.
A person would prefer to choose the alternate that would
give him / her the maximum rewards.
The theory is based on three elements –
1 ) Expectancy – A person’s perception that a particular
outcome would come out from a particular action leads to
expectancy. The person has to believe his actions would

14. 2) Instrumentality – Factors relates to a persons
belief and expectation. It is the degree of
association of first outcome to the second level of
outcome. It can also be termed as performance –
reward relationship. A person has to be confident
that efforts would be instrumental in achieving
actual rewards.
3) Valance – Values a person assigns to the
desired results .
Motivation = E X I X V
All these factors need to be determined by the
management to ensure motivation is achieved.

15. MBO ( management by
objective)
It is a process by which the managers and their
associates / subordinates work together towards
organizational goals which are common for all.
The procedure for setting the MBO is –
Central goal setting —this is the basic phase of
MBO In this the process of defining and clarifying
the organizational objectives is laid out. Care needs
to be taken that the objectives are specific and
realistic.

16.  Manager—subordinate involvement – The managers set up
sub goals for the subordinates so that they can achieve the
goals in relation with the organizational goals.
 Matching goals and resources —Goals and objectives
have no meaning if there are no resources to meet them .
Allocation of objectives and goals has to be done based on
the availability of funds and resources.
 Freedom of implementation —Objectives have to be such
that their implementation is possible and the people who are
given the goal also given the power to implement it.
 Review and appraisal of performance –periodic review of
the progress in the passage of objective accomplishment is
a must and helps in determining the path to achieve the
goals.

17. MC GREGOR’S X & Y
THEORY
 A very interesting theory which focuses on the human
behavior ; It is based on two sets of assumptions –the x and
the y assumptions .
X assumptions
 1) Most people dislike work and avoid it as much as
possible.
 2) They need to be directed / controlled and threatened with
punishment in order to move them to achieve goals.
 3) An average person is lazy / shuns responsibility / has little
ambition and is only concerned with his own security.
 4) Most people avoid leading and want to be lead and
supervised ; they are unwilling to accept responsibility.

18. Y assumptions
 1) Work is natural to most of the people and they enjoy
physical and mental efforts .
 2) Commitment to goals and objectives of the organization is
a natural state for most individuals .
 3) They exercise self direction and self control in pursuit /
achievement of goals.
 4) Commitment to goals / objectives is a function of rewards ;
especially if the rewards are appreciation / recognition.
 5) Most people have capacity of innovation / creativity for
solving problems.
 6) Many people prefer to take the leadership role than being
led.
 As per this theory the y assumptions are what motivates
people and the managers help them develop but in many
cases the X assumptions also work well to motivate.

19. MASLOW’S NEED
HIERARCHY THEORY
The most widely used motivational theory. It is
based on two assumptions –one human beings
have many needs that are different in nature and
second that these needs need to be in the form of
a hierarchy as the lower needs need to get satisfied
before the higher are addressed.
The needs have been divided into 2 sets –
Deficiency and growth needs

20. Growth
Needs
Deficiency
needs
Self Actualization
Needs
Esteem Needs
Social Needs
Security Needs
Physiological Needs

21.  Physiological needs – Strongest motivators . These are
linked to physiological / biological needs --- Like food / water
/ shelter / sex.
 Security and safety needs —Once the Physiological
needs are satisfied safety / security becomes paramount
The safety is not only of physical form but also of economic
aspects and job stability.
 Social and love needs – Once the above two aspects are
taken care of a sense of belongingness / acceptance
motivates behavior. People want to be in atmosphere where
they are wanted / loved / understood and respected.
.

22.  Esteem needs –
Need for esteem means to attain recognition. This induces
a feel of self worth and self confidence. Provides
independence / status / reputation and prestige.
 Self actualization needs—
The tip of motivation is the need to develop ones capacities
and potential . At this level challenges are sought to
enhance growth / advancement. The person becomes
content / spontaneous and self striving.

23. ANY QUESTIONS ?ANY QUESTIONS ?
THANK YOU FOR PAYING ATTENTION !

24. TEAM:TEAM:
KARTIK JAIN
NIKUNJ MEHTA
NITASH MARWAH
NIKITA ARORA
PRIYANKA