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Motivation
- 1. Motivation - types -Theories – Maslow, Herzberg, McGregor, and others. Communication - Principles - types and barriers of communication. Dr.T.UNNAMALAI Assistant Professor and Head PG and Research Dept. Of Commerce BDU College Navallurkuttapattu Srirangam
- 2. Meaning of Motivation •Motivation which means driving force to an individual that forces an individual to work in a certain way to accomplish the goals, even if the conditions are not going good. •The word “motivation” comes from the Latin word “movere”, which means move. Human motives are based on needs, whether consciously felt.
- 4. Definitions • Berelson and Steiner: • “A motive is an inner state that energizes, activates, or moves and directs or channels behaviour goals.” • The Encyclopedia of Management: • “Motivation refers to degree of readiness of an organism to pursue some designated goal and implies the determination of the nature and locus of the forces, including the degree of readiness.” • Dubin: • “Motivation is the complex of forces starting and keeping a person at work in an organization.” • Vance: • “Motivation implies any emotion or desire which so conditions one’s will that the individual is properly led into action.”
- 5. Nature of Motivation 1. Motivation is an inner feeling which energizes a person to work more. 2. The emotions or desires of a person prompt him for doing a particular work. 3. There are unsatisfied needs of a person which disturb his equilibrium. 4. A person moves to fulfill his unsatisfied needs by conditioning his energies. 5. There are dormant energies in a person which are activated by channelizing them into actions.
- 10. Importance of motivation 1. Organisations are run by people. Hence, mangers cannot afford to avoid a concern with human behaviour at work. This is because the motivated employees are more productive and quality- conscious than apathetic ones. 2. Motivation as a pervasive concept affects and is also affected by a host of factors in the organisational milieu. It enables managers to understand why people behave as they behave. 3. Organisational effectiveness becomes, to some extent, the question of management’s ability to motivate its employees. Hence, an appreciation of motivation helps the managers how to motivate their employees. 4. Machines become necessary in case of complex technology. However, these remain inefficient vehicles of effective and efficient operations without man to operate them. Therefore, organisations need to have employees with required capability and willingness to use the advanced complex technology to achieve the organisational goal. 5. With the realisation that organisations will run in more complex milieu in future, an increasing attention has been given to develop employees as future resources (a ‘talent bank’). This facilitates the managers to draw upon them as and when organisations grow and develop.
- 13. Types of Motivation 1.Intrinsic Motivation 2. Extrinsic Motivation 3. Reward-Based Motivation or Incentive Motivation 4. Fear-Based Motivation 5. Achievement-Based Motivation 6. Power-Based Motivation 7. Affiliation Motivation 8. Competence Motivation 9. Attitude Motivation
- 15. Importance of motivatIon Motivation is important to an individual as: •Motivation will help them to achieve goals. •If employees are motivated then they will get job satisfaction. •Motivation will help in self-development of the employee. •It can bring better understanding while working as a team member. Similarly, motivation is important to a business as: •The more motivated the employees are, the more empowered the team is. •The more is the team work and individual employee contribution, more profitable and successful is the business. •During period of amendments, there will be more adaptability and creativity. •Motivation will lead to an optimistic and challenging attitude at work place.
- 17. Motivation Theories Maslow’s hierarchy of needs • Abraham Maslow postulated that a person will be motivated when his needs are fulfilled. The need starts from the lowest level basic needs and keeps moving up as a lower level need is fulfilled. Below is the hierarchy of needs: • Physiological: Physical survival necessities such as food, water, and shelter. • Safety: Protection from threats, deprivation, and other dangers. • Social (belongingness and love): The need for association, affiliation, friendship, and so on. • Self-esteem: The need for respect and recognition. • Self-actualization: The opportunity for personal development, learning, and fun/creative/challenging work. Self-actualization is the highest level need to which a human being can aspire.
- 19. Hertzberg’s two factor theory This theory, also called the Motivation- Hygiene Theory or the dual-factor theory, was penned by Frederick Herzberg in 1959. This American psychologist, who was very interested in people’s motivation and job satisfaction, came up with the theory. He conducted his research by asking a group of people about their good and bad experiences at work. He was surprised that the group answered questions about their good experiences very differently from the ones about their bad experiences.
- 22. Criticism on the Herzberg Two Factor Theory • One issue is the fact that humans tend to look at the aspects of their work that they like and project them onto themselves when things are going well. When times are bad, external factors seem to play a larger part. • Another point of criticism is that the Two Factor Theory assumes that job satisfaction equals higher productivity. There are plenty of reasons to disagree, like external factors that might influence productivity. Herzberg didn’t take this into account while researching and coming up with his theory.
- 23. McGregor’s theory X and theory Y • Theory X: The traditional view of the work force holds that workers are inherently lazy, self-centred, and lacking ambition. Therefore, an appropriate management style is strong, top-down control. • Theory Y: This view postulates that workers are inherently motivated and eager to accept responsibility. An appropriate management style is to focus on creating a productive work environment coupled with positive rewards and reinforcement.
- 26. Communication • Communications is fundamental to the existence and survival of humans as well as to an organization. It is a process of creating and sharing ideas, information, views, facts, feelings, etc. among the people to reach a common understanding. Communication is the key to the Directing function of management.
- 27. Communications Process 1. Sender :The sender or the communicator generates the message and conveys it to the receiver. He is the source and the one who starts the communication 2. Message: It is the idea, information, view, fact, feeling, etc. that is generated by the sender and is then intended to be communicated further. 3. Encoding: The message generated by the sender is encoded symbolically such as in the form of words, pictures, gestures, etc. before it is being conveyed. 4. Media: It is the manner in which the encoded message is transmitted. The message may be transmitted orally or in writing. The medium of communication includes telephone, internet, post, fax, e-mail, etc. The choice of medium is decided by the sender. 5. Decoding: It is the process of converting the symbols encoded by the sender. After decoding the message is received by the receiver. 6. Receiver:He is the person who is last in the chain and for whom the message was sent by the sender. Once the receiver receives the message and understands it in proper perspective and acts according to the message, only then the purpose of communication is successful. 7. Feedback:Once the receiver confirms to the sender that he has received the message and understood it, the process of communication is complete. 8. Noise:It refers to any obstruction that is caused by the sender, message or receiver during the process of communication. For example, bad telephone connection, faulty encoding, faulty decoding, inattentive receiver, poor understanding of message due to prejudice or inappropriate gestures, etc.