presentation on motivation

1. MOTIVATION

2. DIRECTION
 Direction is a vital management function.
 The manager must stimulate action by
giving direction to his subordinates
through orders and also supervise their
work to ensure that the plans and policies
achieve the desired actions & results.
 Direction is issuance of orders and leading
& motivating subordinates as they go
about executing orders.

3. Direction
 The function of direction is thus breaks
down into 2 major activities.
 1. Giving orders to employees or
subordinates
 2. Leading & motivating them

4. Requirements of effective
direction
 Harmony of objectives
 Unity of command
 Direct supervision
 Effective communication
 Follow through – managers not only giving
orders but check & help subordinates to
act in the desired way.

5. 1. Giving orders
 Order is a devise employed by a line
manager in directing his immediate
subordinates to start an activity, stop it &
modify it.
 Orders can be communicated verbally or
in writing.
 Order should be clear & complete.,
Compatible with purpose of the
organization & operationally feasible.

6. 2. MOTIVATION
 Motivation is derived from the Latin word ‘movere’
which means ‘to move’ or ‘to energize’ or ‘to
activate’.
 Motivation is an action that stimulates an individual
to take a course of action, which will result in an
attainment of goals, or satisfaction of certain
material or psychological needs of the individual.
Motivation is a powerful tool in the hands of
leaders. It can persuade convince and propel
people to act.

7.  Motivation is the process of arousing the
action, sustaining the activity in process
and regulating the pattern of activity.
– YOUNG
 Motivation refers to the states within a
person or animal that drives behavior
toward some goals.
- MORGAN AND KING

8. Motivation process
 Needs (Motives)
 Interpretation of goals / incentives
according to ones perception
 Goal directed behaviour
 Accomplishment of goals & need reduction

9. Need for motivation
 Job Performance = Ability + Motivation.
 Job dissatisfaction contributes to higher turnover
rates and decreased productivity and
considerable time and money are required to
recruit and select a replacement for someone
who leaves the organization. For all those
reasons the manager should be concerned about
job satisfaction of employee

10. MOTIVATIONAL CONCEPTS:
 Intrinsic (internal) motivation
 Extrinsic (external) motivation
 Intrinsic motivation: Intrinsic motivation
refers to motivation that is driven by an
interest or enjoyment in the task itself,
and exists within the individual rather than
relying on external pressures or a desire
for reward.

11.  Extrinsic motivation: Extrinsic motivation
comes from outside an individual. i.e.
enhanced by the work environment or
external rewards such as money or
grades. An extrinsically motivated person
will work on a task even when they have
little interest in it because of the
anticipated satisfaction they will get from
the reward.

12. Extrinsic motivators
– Common extrinsic motivations are rewards for
showing the desired behaviour, and the threat
of punishment following misbehaviour.
– Competition is an extrinsic motivator because
it encourages the performer to win and to
beat others, not simply to enjoy the intrinsic
rewards of the activity.

13. Types of motivation
 Positive motivation
Positive motivation or incentive motivation is
based on reward. The incentives may be in the
shape of more pay, promotion, recognition of
work etc.
 Negative motivation
Negative or fear motivation is based on force or
fear

14. IMPORTANCE OF MOTIVATION
 High performance - motivated
employees will put maximum efforts for
achieving organizational goals
 Low employee turnover and absenteeism
– when the employees are well motivated
with their jobs, they will not leave and
the rate of absenteeism will also be low

15. Better industrial relations – a good
motivational system will create job
satisfaction among employees and which
will lead to better industrial relations
Acceptability to change - motivation will
ensure the acceptability of new changes
by the employees

16. TECHNIQUES TO IMPROVE MOTIVATION
Motivational techniques can be classified into
two - financial and non financial
 Financial motivators – may be in the form of
more wages and salaries, bonuses, profit
sharing, leave with pay, medical reimbursement,
company paid insurance or any other things that
may be given to employees for performance
 Nonfinancial motivators – in the nature of better
status, recognition, participation, job security
etc.

17. CREATING A MOTIVATING CLIMATE
 As the organization has an impact on intrinsic and
extrinsic motivation, it is important to examine
organizational climates or attitudes that influence
workers morale and motivation.
 Employees want achievement, recognition and
feedback, the opportunity to assume responsibility,
a chance for advancement, fairness, good
leadership, job security and
acceptance and adequate monetary compensation.
 All these create a motivating climate and lead to
satisfaction in the work place.

18. STRATEGIES TO CREATE A MOTIVATING
CLIMATE
1. Have a clear expectation for workers and communicate
effectively.
2. Be fair and consistent when dealing with all employees.
3. Be a firm decision maker.
4. Develop a team work/team spirit.
5. Integrate the staffs needs and wants with the
organization‘s interest and purpose.
6. Know the uniqueness of each employee.
7. Remove traditional blocks between the employee and
the work to be done.
8. Provide opportunities for growth.

19. STRATEGIES TO CREATE A MOTIVATING
CLIMATE
9. Encourage participation in decision-making.
10. Give recognition and credit.
11. Be certain that employees understand the reason
behind decisions and actions.
12. Reward desirable behaviour.
13. Allow employees exercise individual judgement as
much as possible.
14. Create a trustful and helping relation with
employees.
15. Let employees exercise as much control as
possible over their work environment.

20. THEORIES OF MOTIVATION
MASLOW’S NEED HIERARCHY
 Abraham Maslow suggested that every individual
has a complex set of exceptionally strong needs
and behaviour of an individual at a particular
moment is usually determined by his strongest
need.
 Maslow stated that people have five basic levels
of needs which they tend to satisfy in a
hierarchical fashion. He proposed that human
needs can be arranged in a particular order from
the lowest level need to the highest level need.

21. This hierarchy of human needs is:
 Physiological need – survival, hunger, thirst,
sleep etc
 Safety needs – Security, shelter, health
 Social needs – Belongingness, friendship,
love
 Esteem needs – Recognition, achievement
 Self-actualization – maximise one’s potential

22. ALDREFER’S ERG THEORY
ERG need theory developed by Alderfer,
condenses the five needs given by
Maslow into three needs
Existence needs
Relatedness needs – these include
relationships with other people we care
about
Growth needs

23.  HERZBERG’S TWO-FACTOR THEORY
According Frederick Herzberg's two-factor
theory there are two categories of needs
essentially independent of each other
affecting behaviour in different ways.
Hygiene factor
Motivational factor

24.  Hygiene factor
 These are some job conditions which
operate primarily to dissatisfy employees
when the conditions are absent, their
presence does not motivate them in a
strong way.
e.g. status, job security, salary and fringe
benefits
 The name hygiene factors is used
because, like hygiene, the presence will
not improve health, but absence can
cause health deterioration.

25. Motivational factors
 This set of job conditions operates
primarily to build strong motivation and
high job satisfaction, but their absence
rarely proves strongly dissatisfying.
e.g. achievement, challenging work,
recognition, responsibility, responsibility

26.  MCCLELLAND’S NEEDS THEORY
The theory identifies three types of motivating
needs:
 Power Motive: Individuals with power motive will
have concern for exercising influence and
control. They will be seeking position of
leadership; they involve in conversation; they
are forceful, outspoken, demanding etc.
 Affiliation motive: Being social animals
individuals like to interact and be with others
where they feel they belong.
 Achievement motive: Some people have
intensive desire to achieve.

27.  MCGREGORS THEORY X-Y THEORY
This theory is an integration of
assumptions, generalizations and
hypothesis relating to human tendencies
towards work and organisation
 Two sets of Assumptions

28. Theory -X
 Employees inherently dislike work and try
to avoid it
 Employees should be coerced to perform
under supervision
 Employees will deter from taking
responsibilities
 Employees need for directions for
performing task
 Employees display little ambitions ,want
security

29. Theory-Y
 Employees consider work as natural
as rest or play
 People exercise self direction and
self-control in attaining goals
 People are committed to their
responsibilities
 People have need for self-
actualization and self- esteem

30.  VROOM’S EXPECTENCY THEORY
 It is based on the conscious thoughts
about the situation .When the people are
faced with a number of behavioural
options leading to need satisfaction, they
will evaluate the potential outcomes of
these options and select the one that
promises most important outcome.
 It relies on self-interest for maximization
of pleasure/minimization of pain.

31. MOTIVATIONAL TECHNIQUES
 Management by objectives
 Job rotation: This is also known as cross training. It
can be effective for employees that perform repetitive
tasks in the job. This allows the employees to learn
new skills by shifting them from one task to another.
 Job enlargement: is a motivation technique used
for employees that perform a very few and simple
tasks. It increases the number and variety of tasks
that the employee performs, resulting in a feeling of
importance

32. MOTIVATIONAL TECHNIQUES
 Job enrichment: this method increases the
employees control over the work being performed.
It allows the employees to control the planning,
execution and evaluation of their own work,
resulting in freedom, independence and added
responsibility.
 Flexible time: this allows the employees to
choose their own work schedule to a certain
extend.
 Job sharing: a less common method but very
effective in preventing boredom. It allows
employees to share two different jobs

33. MOTIVATIONAL TECHNIQUES
 Employee involvement: people want to feel like
they are a part of something. Letting the
employees to be more active in decision-making
related to their job makes them feel valued and
important to the company and increases job
motivation.
 Variable pay programs: merit based pay,
bonuses, gain sharing, and stock ownership plans
are some good motivators for employees. They
should be offered as an incentive or reward for
outstanding performance.