What is Motivation Where do we begin What Motivates You Now and in the Future? Motivation in Organizations Career Stages - What motivates when? Motivating Employees Motivation Vs Satisfaction Ways of Acting THEORIES AND PERSPECTIVES GOAL SETTING THEORIES

1. Motivation
by XMBA 54 - ITM
Amol, Anita, Chandresh, Jagdish, Karan, Pradeep, Sonal, Swamy, Yamit

2. Contents
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What is Motivation
Where do we begin
What Motivates You Now and in the Future?
Motivation in Organizations
Career Stages - What motivates when?
Motivating Employees
Motivation Vs Satisfaction
Ways of Acting
THEORIES AND PERSPECTIVES
GOAL SETTING THEORIES

3. MOTIVATION
Motivation is defined simply as what causes people to behave as they do.
All organizations need motivated employees and motivation is also critical to
our own personal success
"The heart of motivation is to give people what they really want most from
work. The more you are able to provide what they want, the more you
should expect what you really want, namely: productivity, quality, and
service."

4. Where do we begin?
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To enhance our experience at work it is important to understand what
motivates us
When we are highly motivated we can influence others in a constructive way
Understanding what motivates us can help us make prudent career choices
that allow us to work in organizational settings that keep us excited and
interested in our work

5. What Motivation will do for
organisation?

6. Career Stages
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Establishment:
• Learning and knowledge is important
• Experience in a reputable organization
Mid career
• Job growth and recognition on job as well as outside
• Supporting family/ living standard, peace of mind
• Late career
• Higher position in hierarchy
(space for growth) ,
• Chance to use experience and
transfer of knowledge learnt
• Exercise power
• Decline
• Preparing for retirement
• High delegation
• Benefits like pension, gratuity,
plot, Vacation schemes etc

7. Motivating Employees
THE ORGANISATION’S RESPONSIBILITY

8. 1- Personal vision
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Cultivating Pro-activity
A move from Reactivity towards Pro-activity
From Outside-in to Inside-out
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Begin with the end in mind
"Always design a thing by considering it in its next larger context -- a chair
in a room, a room in a house, a house in an environment, an environment in
a city plan.“ Eliel Saarinen, "Time", July 2, 1956

9. 2 – How you see your “self”?
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Self-efficacy:
Confidence in the ability to cope with life's challenges. Self-efficacy leads
to a sense of control over one's life
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Self-respect:
Experience oneself as deserving of happiness, achievement and love. Selfrespect makes possible a sense of community with others

10. 3 – Paradigm of Interdependence
“Interdependence is a higher value than independence”
Seven Habits of Highly Effective People, Stephen Covey
•Creating
•Think
harmony in work environment
Win/Win – Interpersonal leadership
•Working
Together, Winning Together :- Win/Win/Win
•Creative
cooperation - Synergy

11. 4 – Building Passion to perform
Link reward to Performance
Skill-based compensation plans
Flexi worksheets
Effective Delegation - Involvement in decision making
Variable pay plans
Creating opportunities for them to “Learn & Grow”

12. 5 - Give them direction to move
If they see their path clearly they will be more motivated to move
“Would you tell me, please, which way I ought to go from here?”
“That depends a good deal on where you want to get to”, said the cat.
“I don’t much care where…”, said Alice.
“Then it doesn’t matter which way you go”, said the cat.
Alice in Wonderland, Lewis Carroll

13. We will feel motivated if provided. . .
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Tools to do the Job
Office Atmosphere
Peer Support
Corporate Culture
Compensation
Benefits
Recognition
Identification
Empowerment
Leadership
Having Fun

14. Motivation Vs Satisfaction
The opposite of satisfaction is “ no satisfaction” and NOT motivation
Motivation is something MORE than mere satisfaction
If satisfaction is “I am doing well” state
then
Motivation is “I m delighted” state
So you need to do something more to Delight your employees

15. THEORIES AND PERSPECTIVES ON MOTIVATION

16. Maslow’s Hierarchy of Needs
Self-Actualization
(Self-fulfillment)
Esteem
(Recognition from others)
Social
(Company and acceptance of others)
Safety
(Security & shelter)
Physiological
(Air, food, water, etc.)

18. EXPECTANCY THEORIES
Instead of focusing on individual needs, expectancy theories suggest that people will be
motivated when they expect their efforts will result in desirable outcomes
Valence, expectancy, and force
Valence refers to the strength of a person's desire for a particular outcome
Expectancy is the association between actions and outcomes
Force is the combination of valance and expectancy which results in the force to perform
or act
The stronger the valence or value of the reward and the strength of the expectancy that a
person's efforts will be successful and result in the reward, the stronger the motivational
force to engage in the behavior

19. ……Cont
Expectancy theories are more complex than needs-based theories of motivation
on several factors , they introduce a cognitive aspect of motivation--people
think about expected payoffs for their efforts , they suggest motivation involves
not just the individual but also opportunities, rewards, and incentives and the
work environment to have different skills and abilities and that people tend to
exert more effort in the areas that they believe they are more likely to perform
well

20. GOAL SETTING THEORIES
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Goal setting is recognized explicitly or implicitly by virtually every major theory of work
motivation
The existence of goals in and of themselves can motivate behavior
People assigned difficult goals tend to perform better than those with moderately difficult to easy
goals
The idea behind goal setting theory is that goals motivate people to compare current performance
to performance needed to meet goals
It is better to state a specific goal than to simply urge people to do their best
Goal setting has been found to enhance performance about 90 percent of the time
For goal setting to be effective, people must be committed to the goal
Goal setting is particularly effective when feedback is provided that allows people to monitor
their progress towards goal attainment
Goal setting can raise expectations and trigger productive self-fulfilling prophecies
Worker motivation will be enhanced
Expectancy or judgment that their efforts will payoff is increased and people will exert more
effort in goal attainment

21. Thank You