Presentation on Motivation

1. Dr. A.C.Pandey
Department of Commerce & Business Administration
University of Allahabad
(A Central University)
Copyright:Dr.Akhilesh Chandra Pandey

2. Before you begin . . .
 Determine your personal learning goals.What do
you want to get from this training?
 These slides will give an understanding of time
management regarding
 Motivation,motivational theories of Maslow,Herzberg
etc.
 Importance of motivation
 Different theories
 Improving work performance by motivation.
 Points you may want to discuss after this presentation

3. This presentation will help you:
 Understand myths about Motivation
 Identify your personal attitudes toward
motivation
 Discuss key steps in Motivation
 Recognize internal/external demotivating
factors
 Utilize techniques and methods of motivation

4. Motivation,Motivation,Motivation…
 Why do think that motivation is required at workplace ?
 What is Productivity ?????
 How does motivation help in Efficiency?
 How doe motivation help in increased Effectiveness?

5. Myths of Motivation
 Having a job should be motivational enough. In
some job markets, such as the Great Recession, this might be true, but
not incenting employees because jobs are temporarily scarce is
shortsighted. And once more opportunities become available, you might
experience low retention.
 Money is the greatest motivator.While fair
and competitive compensation helps recruit and retain top talent,
monetary rewards are not always the best motivators. In fact, 72% of
people surveyed said they would work harder if their managers better
recognized them in general.
 Nothing lights fire like fear. Fear isn’t a good motivator; it’s
a great motivator. Just ask anyone who has ever been fearful of losing his job or
livelihood. But fear’s power is usually only temporary. Over time, it creates a
stressful, unhealthy environment—one that good employees will soon leave behind.

6. Myths of Motivation
 Good motivation theories and practices will
work for all employees. If your workforce involves
more than one person, you can bet each has his own individual
motivators. There is no one-size-fits all approach for motivating
people. Motivate appropriately and effectively by knowing each
member of your team.
 Employees are either naturally motivated or
they aren’t. Thinking that some are more inherently
motivated than others is one of the most dangerous
misunderstandings of all. Officers /managers who label
subordinates/employees as either fundamentally “lazy” or “driven”
fail to see and inspire individual potential to rise to life.

7. Motives
 Latin word movere means ‘to move’
 An inner state that energizes,
activates(or Moves) and directs (or
Channels) the behavior of individuals
towards certain goals.The strong need
or motive creates high tension or
disequilibrium in a person and makes him
restless until the need is fulfilled.

8. Motives-types
 Primary motives: Unlearned and
Physiological,Biological
Example:Hunger,Pain, Sleep,
 General Motives- Stimulus motives
Example: Curiosity,Manipulation, Activity
motive and affection motive
 Secondary motives:Power,
achievement, Affiliation,Security,Status

9. Basic Motivation Process
1.Need (Deficiency)
Physiological or Psychological imbalance
2.Drive(Deficiency with direction)
It is action oriented and provide an emerging thrust
towards goal accomplishment.
3.Goals/Incentives (Reduction of drives and
fulfills deficiencies)

10. 3 Basic Phases of Motivation
 Effort-The strength of a person’s work
related behaviour is determined by the
amount of effort devoted for the activity.
 Persistence-M should be persistence in
their efforts.
 Direction-The goal achievement requires a
clear direction in addition to persistent hard
work.It enhances the level and quality of
output

11. 5 Steps of Motivation Process
 Identify Unsatisfied Needs and Motives
 Tension/Disequilibrium
 Movement/Action to satisfy needs and
motives
 Goal accomplishment
 Feedback,possible modification of
unsatisfied need

12. Maslow’s Hierarchy of Needs
Theory
 Abraham Maslow first introduced the concept
of a hierarchy of needs in his 1943 paper,
titled "A Theory of Human Motivation," and
again in his subsequent book, "Motivation and
Personality.“
 This hierarchy suggests that people are
motivated to fulfill basic needs before moving
on to other, more advanced needs.

14. Features of motivation
 Motivation is individual’s internal feeling
 Motivation is goal-oriented
 Motivation is a continuous process
 Motivation may be positive or negative
 Motivation may be monetary or non-monetary
 Motivation may be considered in totality, not in piecemeal
 Motivation is a psychological phenomenon that converts
abilities into performance
 Motivation is the product of anticipated values(Valence-V)
from an action and the perceived probability(Expectency)
that these values would be attained by the actions.M=VxE

15. Herzberg’s two factor theory

16. Herzberg's motivation-hygiene theory
 The two-factor theory argues that job
satisfaction and dissatisfaction exist on two
different continuum, each with its own set of
factors. This runs contrary to the traditional
view of job satisfaction,which posits that job
satisfaction and dissatisfaction are
interdependent.

17. ERG Theory
Clayton Alderfer developed Maslow’s
Hierarchy of Needs into a three factor
model of motivation know as the ERG
model. In this model the letter E, R, &
G each stand for a different human
need: existence, relatedness and
growth.

18. ERG theory

19. McClelland’s Needs
Theory

20. Vroom’s Expectancy Theory of
Motivation
Individuals are motivated to do something by 3 things.
 They are motivated when they value the Reward
associated with an Action
 Trust that they’ll receive the reward if they do a good
job
 and believe that they have the ability to achieve their
objectives by working hard.

21. Reinforcement theory
 It is a psychological principle suggesting that
behaviors are shaped by their consequences, and
that individual behaviors can be changed through
reinforcement, punishment and extinction.
 Behavioral Psychologist B.F.Skinner - A person's
internal needs and drives are not important areas of
concern because their current behaviors follow the
law of effect and are based on the consequences of
former behaviors.This means that behaviors can be
altered or manipulated over time.
 CDP - Clean Desk Policy

22. Motivation- Dynamic Concept
 The expectancy theory approaches motivation
as a process that is constantly changing
dependent upon the individuals’ situation
which means that motivation is not a static
concept rather it changes during the course of
an employees’ life, as a result of changes in
the individuals’ values and desires.

23. 3 Important aspects of Employee
motivation
 The organizational tasks and goals must
be achievable
 The establishment of impossible goals will result in
frustration rather than motivation, which may lead to
lower productivity and performance. Therefore, it is vital
that the employee is confident that his/her ability is
sufficient for a successful achievement of the goals.The
organizational goals should be perceived as challenging
but not impossible.


24.  B. Officers/Managers should be aware that employees are
reward seekers in the sense that unrewarded goals are
commonly disregarded because the additional effort is perceived
as worthless.
 C. Employees are highly critical of the rewards. In order words,
managers must offer rewards that the employees regard as
valuable and/or desirable in order to enhance the level of
motivation

26. Case Study-Motivation in the
office

Motivation-Addressing specific morale
issues-Group Discussion
 Why are you not motivated to work?
 Why are you motivated to work?

27. Personality

28. Personality
 It is the characteristic sets
of behaviors, cognitions,
and emotional patterns that are formed from
biological and environmental factors, and
which change over time.
 P theories focus
on motivation and psychological interactions
with the environment one is surrounded by.
 P=HxE

29. Big Five
 Openness to experience
 Conscientiousness
 Extraversion
 Agreeableness
 Neuroticism (or emotional stability)
 known as "OCEAN". These components are generally
stable over time, and about half of the variance
appears to be attributable to a person's genetics rather
than the effects of one's environment