2. Session Overview
In dealing with employees, an intangible factor of
will or freedom of choice is introduced and employees
can increase or decrease their productivity as they
choose. This human quality gives rise to the need for
positive motivation. An employee’s performance can be
defined as being determined by the interaction between
ability and motivation:
Performance=Ability x Motivation
The first(Ability) determines what he can do, the
second (Motivation)determines what he will do.
Therefore motivation is the key element in
management of employees .It is of utmost importance.
Rti, Jammu 2
3. Learning Objective
By the end of this session ,the learner
will be able to understand the need for
motivating employees to perform to the
best of their ability and various
methods which supervisors should use
for keeping the employees positively
motivated.
Rti, Jammu 3
4. Basic Concepts
• Motivation is the consequence of an interaction
between the individual and the situation.
People who are “motivated” exert a greater
effort to perform than those who are ‘not
motivated’.
• Motivation is the willingness to do something.
It is conditioned by this action’s ability to
satisfy some need for the individual
Rti, Jammu 4
5. Motivational process
Rti, Jammu 5
Unsatisfied need
Tension
Drives
Search behaviour
Goal achievement
Need satisfaction
Reduction of tension
6. Definition
Motivation is a process which begins
with a physiological or psychological
need or deficiency which triggers
behaviour or a drive that is aimed at a
goal or an incentive.
Rti, Jammu 6
7. Types of Motives
• Primary Motives
• General Motives
• Secondary Motives
Rti, Jammu 7
9. General Motives
• Motives which can not be termed primary
or secondary
• Primary needs try to reduce the tension or
stimulation whereas the general need
induces the individual to enhance the
amount of stimulation.
• Also called stimulus motives-Love ,concern
and affection.
Rti, Jammu 9
10. Secondary Motives
• Learned drives become secondary
motives
• Includes
Curiosity
Manipulation
Rti, Jammu 10
11. Achievement drive
The desire of an individual to
perform in terms of a particular
standard of excellence or the desire
to be successful in competitive
situations.
Rti, Jammu 11
12. Specific characteristics of a high
achiever
• Takes moderate risks.
• Prefers immediate feedback
• Derives satisfaction on the successful
accomplishment of a task
• Has total concentration or
preoccupation with the assigned task
Rti, Jammu 12
13. Theories of Motivation
Some important theories:
Maslow’s Hierarchy of Needs Theory
Mcclelland’s Achievement Motivation
Theory
Herzberg’s Motivation-Hygiene theory
Expectancy Theory
Rti, Jammu 13
14. Maslow’s Hierarchy of Needs
Theory
Works on the assumption that the
behaviour of individuals at a particular
moment is usually determined by their
strongest need.
Based on hypothesis that within every
human being there exists a hierarchy of five
needs.
Rti, Jammu 14
15. Maslow’s Hierarchy of Needs
Theory(contd)
Five needs:
1. Physiological : Basic needs of hunger, thirst, shelter, sex and
Rti, Jammu 15
other body needs.
2. Safety: security and protection from physical and emotional
harm
3. Social: affection, belongingness, acceptance and friendship
4. Esteem: Need for both self esteem(self respect, autonomy and
achievement) and external esteem (status, recognition and attention)
5. Self-actualization the drive to become what one is capable of
becoming: includes growth, achieving one’s potential, self fulfillment.
16. Mcclelland’s Achievement Motivation
Theory
Based on recognition of three needs in
work-place situations:
Need for achievement
Need for affiliation
Need for power
Rti, Jammu 16
17. Herzberg’s Motivation-Hygiene
theory
Based on the conclusion that people have
two different categories of needs:
• o Hygiene factors
•o Motivating factors
Rti, Jammu 17
18. 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 and on
the attractiveness of the outcome to the
individual. It includes three variables:
Rti, Jammu 18
19. Expectancy Theory
• 1. Attractiveness: the importance that
the individual places on the potential
outcome or reward that can be achieved on
the job. This considers the unsatisfied needs
of the individual.
• 2. Performance-reward linkage: the
degree to which the individual believes that
performing at a particular level will lead to
the attainment of each job outcome
Rti, Jammu 19
20. Expectancy Theory
• 3. Effort –performance linkage: the
perceived probability by the individual that
exerting a given amount of effort will lead
to performance.
Rti, Jammu 20
21. MBO approach to Motivation
• System of management that emphasizes on a
particular set of goals that are tangible,
verifiable and measurable.
• It is the method by which managers and
employees jointly set goals for work
performance and personal development,
periodically evaluate the employee’s progress
towards achieving these goals and integrating
of individual, team, departmental and
organizational goals.
•
Rti, Jammu 21
22. Management by Objective
process
• Goal setting
• Subordinate participation
• Implementation
• Performance appraisal and
feedback
Rti, Jammu 22
23. Motivation programmes for
employees
Monetary
Incentives
(Not so relevant
for Government
employees)
Rti, Jammu 23
27. How to convert risk avoiders into
risk takers?
Teach people that intelligent errors
are part of the cost of progress.
Use yourself as an example.
Celebrate both successes and
setbacks.
Encourage smart risks, not foolish
chances
Rti, Jammu 27
28. Strategies for Motivating
subordinates
Reward
creativity
instead of
mindless
conformity
Rti, Jammu 28
29. How to create a climate to
encourage new ideas?
• Tolerate failure
• Create a relaxed informal work
environment
• Encourage competition
Rti, Jammu 29
30. Strategies for Motivating
subordinates
• Reward
decisive
action instead
of paralysis
by analysis
Rti, Jammu 30
31. Helpful tips for taking effective
decisions
• Write down the decision you have to make
as clearly and simply as you can and set a
deadline for making it
• If you need to further analyse alternatives,
use the balance-sheet approach
• Obtain the best information you can within
the time-limits.
• Take action, or reward those who do
Rti, Jammu 31
33. How to convert actors into
producers?
• Make sure to have the right person
for the job
• Define each job’s limits.
• Beware of proceduritis
• If people have finished their work, let
them go home
Rti, Jammu 33
34. Strategies for Motivating
subordinates
Reward
simplification
instead of
needless
complication
Rti, Jammu 34
35. Strategies for Motivating
subordinates
Reward quietly
effective
behaviour
instead of
squeaking
joints
Rti, Jammu 35
36. How to encourage effective
behaviour
• Seek quiet employees and
resolve to spend time
encouraging and rewarding
them.
• Keep alert for squeaking joints
and do not oil them
Rti, Jammu 36
37. Qualities of dependable
employees
" · They are rarely, if ever, absent.
" · They work well under pressure
" · They consistently turn out high-quality work on
Rti, Jammu 37
time
" · They do not constantly pester others for advice and
guidance.
• They are so quiet and unassuming that one hardly
knows they are there except for their good work.
" · They produce many more answers than problems.
38. Strategies for Motivating
subordinates
Reward
working
together
instead of
working
against
Rti, Jammu 38
39. How to build good teams?
Create self managed work teams and ensure
that:
Each team is assigned a significant piece of work
Work environment is arranged to foster plenty of
communication and interaction between members
of the team
Jobs should be made interdependent
Rti, Jammu 39
40. Remember
· Six important words are “ I admit I made a
mistake”
· Five important words are” You did a good
job”
· Four important words are “ What is your
opinion?”
· Three important words are “Let’s work
together.”
· Two most important words are “ Thank you”
· Single most important word is ”WE”.
Rti, Jammu 40
