2. What is Motivation?
Motivation is one of the forces that lead to
performance.
Motivation is defined as the desire to achieve a
goal or a certain performance level, leading to
goal-directed behavior.
Motivation is otherwise defined as the process
that account for an individual’s intensity , direction
,and persistence of effort toward attaining goal.
It is the result of interaction between the individual
and the situation.
3. E.g.-Individuals differ in their basic
motivational drive. But ,the same student who
finds it difficult to read a text book for more
than 20 minutes may devour a Harry Potter
book in one day .
For this student ,the change in motivation is
driven by situation.
4. When we refer to someone as being motivated, we mean
that the person is trying hard to accomplish a certain task.
Motivation is clearly important if someone is to perform well;
however, it is not sufficient. Ability—or having the skills and
knowledge required to perform the job—is also important
and is sometimes the key determinant of effectiveness.
Finally, environmental factors such as having the
resources, information, and support one needs to perform
well are critical to determine performance. At different times,
one of these three factors may be the key to high
performance.
5. For example, for an employee sweeping the
floor, motivation may be the most important
factor that determines performance. In
contrast, even the most motivated individual
would not be able to successfully design a
house without the necessary talent involved in
building quality homes. Being motivated is not
the same as being a high performer and is not
the sole reason why people perform well, but
it is nevertheless a key influence over our
performance level.
6. Motivation theory has three key elements. They are
1.Intensity
2.Direction
3.Persistence
Intensity is concerned with how hard the person tries .But
high intensity is unlikely to lead a favorable job-performance
outcome unless effort is channeled in a direction that
benefits the organization.
Effort that is directed towards and consistent with the
organization’s goals is a kind of effort that we should be
seeking.
Finally, motivation has a persistence dimension. That is how
long a person can maintain effort. Motivated persons stay with
a task long enough to achieve their goal.
7. Early Theories of Motivation
Three specific theories were formulated during the
1950s,which although are outdated now, are
probably still the best-known explanation for
employee motivation.
1. Hierarchy of Needs Theory
This theory was given by Abraham Maslow.
He hypothesized that within every human being
there exist a hierarchy of five needs .As each
need is substantially satisfied ,the next need
becomes dominant.
8.
9. Example:
The manager can't motivate an employee to
achieve their sales target when he/she is
having problems with his/her marriage.
You can't expect someone to work as a team
member when they're having their house re-
possessed .
10. Theory X and Theory Y
Douglas McGregor proposed two distinct view
of human beings :one basically negative,
labeled Theory X, and other basically positive,
labeled Theory Y.
Managers used a set of assumptions based
on their view.
Under Theory X, the four assumptions held by
managers are:
11. 1. Employees inherently dislike work and,
whenever possible, will attempt to avoid it.
2. Since employees dislike work, they must be
coerced, controlled, or threatened with
punishment to achieve goal.
3. Employees will avoid responsibilities and seek
formal direction whenever possible.
4. Most workers place security above all other
factors associated with work and will display little
ambition.
12. In contrast to these negative views about the nature of
human beings, McGregor listed the four positive
assumptions that he called Theory Y:
1. Employees can view work as being as natural as rest
or play.
2. People will exercise self-direction and self-control if
they are committed to objectives.
3. The average person can learn to accept, even seek,
responsibility.
4. The ability to make innovative decision is widely
dispersed throughout the population and is not
necessarily the sole province of those in management
position.
