Motivation
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This document defines motivation and discusses several theories of motivation. It begins by defining motivation as the set of processes that drive an individual's intensity, persistence, and direction of effort towards a goal. It then briefly outlines some classical theories of motivation like Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's theory of needs. Contemporary theories of motivation discussed include self-determination theory, job engagement theory, goal setting theory, reinforcement theory, self-efficacy theory, expectancy theory, and equity theory. The document concludes by integrating these contemporary motivation theories.
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Motivation
- 1. Motivation Group 5 Amit Kumar Singh K Aishwarya Hari Prasath Priyadarshini J Rishi Sood Sharang Tyagi Ujjwal Sen
- 2. Definition “Motivation is the set of processes that drive an individual’s intensity, persistence and direction of effort towards a goal” Intensity • Amount of effort applied Persistence • Amount of time for which effort is applied Direction • Congruence in individual and organizational goals
- 3. Classical Theories Motivators Hygiene Factors Theory Y Maslow’s HierarchyTheory X and YHertzberg’s TheoryMcClelland’s Theory of Needs Affiliation Power Achievement
- 5. EFFECTS OF RELATING WORK WITH MONEY • Extrinsic rewards reduce Intrinsic interest in a task • WANT to do quality reduces & HAVE to do quality increases • Extrinsic rewards can also improve intrinsic motivation only if individuals have control over the task • When individual pursue goals because of their own interest they are more likely to attain goals-because they feel process of striving towards it as fun • They feel more motivated and committed to work Choose your job for reasons other than extrinsic rewards to excel | Self-Determination Theory
- 6. • Investment of an employee’s physical, cognitive and emotional energies into job performance | Job Engagement
- 7. Specific, Difficult, with Feedback Specific – Easy to measure Difficult – helps energize, focus Feedback – self-generated > external Employee belief in ability and goal Wants to achieve the goal Assumptions Conducive Task Characteristics Goal pursuit Promotion focus Prevention focus | Goal Setting
- 8. Specific – explicit time period Participation in decision making Application – Management by objectives Feedback Different effects in different cultures Undermine adaptation and creativity Caveats Employees may make unethical choices in goal pursuit Unrealistic expectations Lack of commitment Failure Goal achievement not linked to rewards | Goal Setting
- 9. • Behaviour is environmentally caused; • Theory ignores inner state of mind Operant conditioning theory: People learn to behave to get or avoid something • Pleasing reward: increased frequency of that behaviour • Reward should immediately follow desired response • Example : Marks for Class participation | Reinforcement Theory
- 10. Social Learning theory • Models are central to social-learning viewpoint • Models: People • Four processes determine model’s influence on individual 1. Attentional Process: People learn only if they pay attention to model 2. Retention Process: How well people remember models 3. Motor Reproduction Process: Watching must be converted to doing 4. Reinforcement Process: Individuals motivated to exhibit modelled behaviour if +ve incentives provided | Reinforcement Theory
- 11. Enactive mastery • Training Vicarious modelling • Peer Power Verbal persuasion • Pygmalion Effect Arousal • Energized employees | Self-Efficacy Theory An individual’s belief in performing a task, increases motivation and performance in that task
- 12. | Equity Theory and Organizational Justice
- 13. • Questions Asked • If I put in effort, will I get results? • Is there favoritism? Are rewards based on seniority or allegiance? • Are the rewards attractive to me? • Actions to be taken • Ensure the goals are attainable. • Reduce the importance of non- performance factors in the performance appraisal • Tailor rewards to individuals. All employees aren’t motivated by the same things. Individual Effort Individual Performance Organizational Rewards Personal Goals | Expectancy Theory
- 16. THANK YOU!
Editor's Notes
- Maslow McGregor Theory X Y Hertzberg 2-Factor McClelland Theory of Needs (no pic)
- Maslow McGregor Theory X Y Hertzberg 2-Factor
- Difficult: Gets our attention Energizes people to work harder Increases persistence Creates novel strategies Feedback: Self-generated > external Goal commitment Public goals Internal locus of control Based on ability Task Characteristics Simple Well-learned Independent High end of achievable
- Difficult: Gets our attention Energizes people to work harder Increases persistence Creates novel strategies Feedback: Self-generated > external Goal commitment Believes that he can achieve it Wants to achieve it - Participation in goal setting Public goals Internal locus of control Based on ability Task Characteristics Simple Well-learned Independent High end of achievable