Introduction to Motivation Theories
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The document discusses various theories of motivation from management thinkers and psychologists. It covers content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Process theories discussed include Expectancy Theory, Equity Theory, Reinforcement Theory, and Self-Efficacy Theory. It also mentions goal setting and its effects on employee performance. Various strategies for motivating employees drawn from management practices and thinkers are provided.
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- McGregor's Theory X and Theory Y which propose different assumptions about employee motivation and behavior.
- Herzberg's two-factor theory which distinguishes between motivators like achievement and hygiene factors like salary.
The document emphasizes that understanding motivation can help improve employee performance and that both financial and non-financial factors can serve as motivators.
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The document discusses concepts and theories related to employee motivation. It outlines program objectives to understand past, present, and future trends in motivation; develop leadership skills; and problem solve how to motivate employees. Key concepts covered include McGregor's Theory X and Y, Maslow's hierarchy of needs, and Herzberg's motivation-hygiene theory regarding what motivates and satisfies employees.
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Douglas McGregor proposed two theories of human motivation in the workplace - Theory X and Theory Y. Theory X assumes that employees dislike work and need close supervision and threats of punishment to be motivated. Theory Y assumes that employees can exercise self-control and self-direction, find work rewarding, and want to contribute creative solutions to workplace problems. These contrasting theories describe different models of employee motivation that managers may encounter and can use to develop management strategies. While Theory X is suited to more basic production roles, Theory Y is better for knowledge work and encourages innovation through participation and responsibility. Neither theory alone is perfect, and combining aspects of both often works best.
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This document discusses theories and concepts related to motivation. It begins by defining motivation and outlining some key theories, including:
- Maslow's hierarchy of needs which positions needs from physiological to self-actualization.
- McGregor's Theory X and Theory Y which propose different assumptions about employee motivation and behavior.
- Herzberg's two-factor theory which distinguishes between motivators like achievement and hygiene factors like salary.
The document emphasizes that understanding motivation can help improve employee performance and that both financial and non-financial factors can serve as motivators.
MBTI- Myers-Briggs Type Indicator
The document summarizes the Myers-Briggs Type Indicator (MBTI) personality assessment. It was developed based on Carl Jung's ideas about personality types and measures preferences on four scales: Extraversion vs Introversion, Sensing vs Intuition, Thinking vs Feeling, and Judging vs Perceiving. The MBTI can help individuals understand themselves and find career satisfaction but does not determine skills, intelligence, or abilities. It suggests common careers that types may be drawn to but many factors influence career choices.
Presentation On Motivation
Motivation is like an accelerator in a vehicle. A vehicle keeps moving at the pace decided by its accelerator. The moment accelerator is reduced, vehicle’s speed reduces and it may come to a standstill if there is no further acceleration. Alternatively, if brakes are applied, there will be an abrupt reduction in the speed of the vehicle and it may come to a standstill.
This is true to human beings as well. As long as they are motivated they keep working and producing extraordinary results. The moment there is a drop in their acceleration (motivation), results start diminishing. Of course, applying brakes (dissatisfaction/demotivation) certainly bring them to a halt. The only difference is that unlike a vehicle, human beings have different types of accelerator and brake.
Therefore, the book, Why My Horse Doesn't Drink' will help readers to identify the ways that may accelerate or slow down the speed of their team members. Chapter ‘How to motivate’ talks about the points that accelerate and chapter ‘How not to demotivate’ explains the factors that may work as brakes to performance. Thereby readers will be able to make best use of their vehicle (Team Members).
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This document discusses leadership for the future and the imagination age. It presents tools and frameworks for understanding leadership journeys and patterns in life. It emphasizes the need for new approaches to leadership and change given shifts in power and trust. Specifically, it discusses the importance of agency over structure, informal networks over hierarchies, and balancing various dilemmas or polarities like new power vs old power. The goal is to develop more mature, "post-conventional" leaders who can effectively manage complexity, diversity and paradoxes.
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The document discusses Leader-Member Exchange Theory (LMX), which focuses on the unique relationship between a leader and each follower. LMX proposes that leaders form in-groups and out-groups among followers based on factors like competence, compatibility, and loyalty. Members of the in-group receive greater responsibilities, support, and negotiating latitude from the leader in exchange for higher performance. Those in the out-group comply with basic role requirements but have less influence and engagement with the leader. High-quality leader-member exchanges are associated with positive organizational outcomes while poor exchanges can cause alienation and low performance.
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This presentation deals with achievement motivation and compares it with motivation for power and affiliation.
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The document discusses the concepts of adaptive leadership and building collaborative cultures. It covers topics like boundary spanning leadership, future leadership capabilities, and achieving the tipping point of change. Adaptive leadership is about mobilizing people to tackle tough challenges. Effective leadership requires the ability to work across boundaries to achieve a shared vision or goal.
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Joining forces with others
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- Shared resources
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Coalitions are temporary and strategic
They form and dissolve based on changing needs and goals
Coalitions are common in organizational politics
They help managers accomplish goals that otherwise may not be possible alone
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2) Motivation comes from fulfilling basic needs on the bottom of the pyramid before addressing higher needs. It is also influenced by competence, relatedness, and autonomy according to self-determination theory.
3) Intrinsic motivation comes from internal rewards like enjoyment, while extrinsic motivation involves external rewards like money or praise.
Self determination theory
Self-determination theory (SDT) is a theory of motivation developed by Edward Deci and Richard Ryan that focuses on supporting innate psychological needs for competence, autonomy and relatedness. SDT posits that these basic needs must be satisfied for people to experience optimal motivation and development, and that social and environmental factors can either support or thwart need satisfaction. According to SDT, when these needs are fulfilled people become self-determined to pursue and persist in activities out of interest or intrinsic motivation.
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This document provides an overview of Alderfer's ERG Theory of motivation. It begins with defining motivation and listing factors that influence it. It then discusses Maslow's Hierarchy of Needs and introduces Alderfer's modification called the ERG Theory. The ERG Theory categorizes motivational needs into Existence needs, Relatedness needs, and Growth needs. It describes each need level and explains the relationships between levels, including satisfaction-progression and frustration-regression.
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The study of motivation is complex. It is a significant study for managers because employees when motivated are stimulated to achieve organizational goals. Employees who are motivated remain focus in a systematic way. Without a knowledge of motivation managers are in danger of guiding the behaviour of subordinates and make mistakes towards the desired outcomes of the organization.
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Motivation
Motivation is driven by needs and incentives. It is a process that begins with a physiological or psychological need that creates a drive towards an incentive or goal. There are three types of motives - primary motives like hunger that are innate, general motives like curiosity that are innate but not physiological, and secondary motives like achievement that are learned. Motivation theories examine what motivates people through identifying needs (content theories), examining cognitive processes (process theories), or comparing perceptions of inputs/outputs (contemporary theories). Companies use techniques like job design, management by objectives, recognition programs, employee involvement, and variable pay to motivate employees. Motivating employees involves regular feedback, recognition, clear expectations, sharing goals, learning, and developing people.
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The document discusses different theories of motivation including instinct theory, drive theory, incentive theory, arousal theory, and Maslow's hierarchy of needs. It also covers cognitive theory, biological motives like hunger and thirst, stimulus motives including sensory stimulation, curiosity and exploration, and competence. Learned social motives such as achievement, power, and affiliation are also discussed. Theories provide frameworks for understanding what motivates human and animal behavior.
EFFECTS OF MOTIVATION ON EMPLOYEE PERFORMANCE: A CASE STUDY OF PAKISTAN COMM...
The introduction of universal banking law has brought changes over the years, with it stiff competition in the banking industry. Commercial banks are no exception to the modern changes in ensuring staff motivation towards their organizational goals. The study seeks to assess the motivational packages available at Pakistan Commercial Bank and how it affects employee performance towards the Bank’s corporate objectives. The survey research design was used for the study. The study revealed that, management can make use of different strategies and policies to motivate employees in the banking environment. Employees are interested in enhanced salaries, fringed benefits, promotion, and car loans as motivating elements sufficient to push employees of the bank to give out their best. The research also revealed that the core duty of the bank is normally carried out by clericals who are more than the supervisors and as such motivational packages should be geared towards the clerical workers to ensure that they delight the customers. Promotion has been a worry to most staff; measures should be put in place by management to ensure that there is continuity in the promotion of staff to avoid low productivity in terms of deposit mobilization. The study revealed that if management withdrew motivational packages it will have serious repercussions on employees‟ performance. There was a positive relation between employee performance and corporate performance since employees were able to achieve the bank‟s performance indicators in terms of deposits, loan recovery, profitability and also ensuring the liquidity of the banks. The conduciveness of the office environment has first time impression on the customers and the welfare of the employees. Management can develop new theories such as equity, macllend theory, Abraham Maslow and Hertzberg two factors to ensure employees achieve work targets
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Maslow's hierarchy of needs theory states that people are motivated to fulfill basic needs like physical survival and safety before pursuing higher level needs like love, esteem, and self-actualization. Herzberg's two-factor theory distinguishes between motivators like achievement that improve job satisfaction and hygiene factors like salary that prevent dissatisfaction. Equity theory proposes that people are motivated to maintain fairness in relationships based on comparing their inputs and outcomes to relevant others. Role clarity theory suggests that clearly defining expectations motivates better performance. Achievement motivation theory identifies the need for achievement, power, and affiliation as key drivers of behavior.
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Maslow's hierarchy of needs proposes that people are motivated to fulfill lower level needs like physiological and safety needs before pursuing higher level needs like esteem and self-actualization. Alderfer's ERG theory simplifies this by grouping needs into existence, relatedness, and growth. Herzberg identified motivators related to the job itself and hygiene factors about the environment. McClelland focused on power, affiliation, and achievement needs. McGregor proposed positive Theory Y and negative Theory X views of human motivation.
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Consumer Motivation
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Chapter 4 Consumer Motivation
This document discusses consumer motivation and needs. It defines needs as the driving force behind consumer actions and distinguishes between innate and acquired needs. Goals are what consumers aim to fulfill needs and can be generic or product-specific. Motivation can be positive or negative and rational or emotional. Needs are never fully satisfied and people set new goals as old ones are achieved. Frustration can occur when goals are not met, and people use defense mechanisms. Motivational research aims to uncover hidden motivations through qualitative techniques.
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CONTENTS Cover Page T.docx
CONTENTS
Cover Page
Title Page
Introduction
1. HE MINDSETSWhy Do People Differ?What Does All This Mean for You? The Two
MindsetsA View from the Two MindsetsSo, What’s New?Self-Insight: Who Has Accurate Views
of Their Assets and Limitations?What’s in Store
2. NSIDE THE MINDSETSIs Success About Learning—Or Proving You’re
Smart?Mindsets Change the Meaning of FailureMindsets Change the Meaning of
EffortQuestions and Answers
3. HE TRUTH ABOUT ABILITY AND ACCOMPLISHMENT Mindset and School
AchievementIs Artistic Ability a Gift?The Danger of Praise and Positive LabelsNegative Labels
and How They Work
4. PORTS: THE MINDSET OF A CHAMPION The Idea of the
Natural“Character”What Is Success?What Is Failure?Taking Charge of SuccessWhat Does It
Mean to Be a Star?Hearing the Mindsets
5. BUSINESS: MINDSET AND LEADERSHIPEnron and the Talent
MindsetOrganizations That GrowA Study of Mindset and Management DecisionsLeadership and
the Fixed MindsetFixed-Mindset Leaders in ActionGrowth-Mindset Leaders in ActionA Study of
Group ProcessesGroupthink Versus We ThinkAre Leaders Born or Made?
6. RELATIONSHIPS: MINDSETS IN LOVE (OR NOT) Relationships Are
DifferentMindsets Falling in LoveThe Partner as EnemyCompetition: Who’s the
Greatest?Developing in RelationshipsFriendshipShynessBullies and Victims: Revenge Revisited
7. PARENTS, TEACHERS, AND COACHES: WHERE DO MINDSETS COME
FROM?Parents (and Teachers): Messages About Success and FailureTeachers (and Parents):
What Makes a Great Teacher (or Parent)?Coaches: Winning Through MindsetOur Legacy
8. CHANGING MINDSETS: A WORKSHOP The Nature of ChangeThe Mindset
LecturesA Mindset WorkshopBrainologyMore About ChangeTaking the First Step: A Workshop
for YouPeople Who Don’t Want to ChangeChanging Your Child’s MindsetMindset and
WillpowerMaintaining ChangeThe Road Ahead
NotesRecommended BooksAbout the AuthorCopyright
INTRODUCTION
One day, my students sat me down and ordered me to write this book. They wanted
people to be able to use our work to make their lives better. It was something I’d wanted to do
for a long time, but it became my number one priority.
My work is part of a tradition in psychology that shows the power of people’s beliefs.
These may be beliefs we’re aware of or unaware of, but they strongly affect what we want and
whether we succeed in getting it. This tradition also shows how changing people’s beliefs—even
the simplest beliefs—can have profound effects.
In this book, you’ll learn how a simple belief about yourself—a belief we discovered in
our research—guides a large part of your life. In fact, it permeates every part of your life. Much
of what you think of as your personality actually grows out of this “mindset.” Much of what may
be preventing you from fulfilling your potential grows out of it.
No book has ever explained this mindset and shown people how to make use of it in their
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Introduction to Motivation Theories
- 1. AJAY MOHAN and TAMILVANAN, MBA, PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY
- 2. “ Always do what you are afraid to do." - Ralph Waldo Emerson ROBBINS AND JUDGE PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY Direction Persistence Intensity
- 3. “ Men are born to succeed, not fail.” -Henry David Thoreau AJAY MOHAN and TAMILVANAN, MBA, PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY IDEAL SITUATION NEEDS MOTIVATION NEEDS TRAINING TERMINATE W I L L I N G N E S S ABILITY
- 4. MOTIVATION PROCESS “ Your life is in your hands, to make of it what you choose” -John Kehoe PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY NEED (DEPRIVATION) DRIVE (TENSIONS OR DRIVES TO FULLFIL A NEED ) ACTIONS (GOAL-DIRECTED BEHAVIOUR)
- 5. THEORY OF MOTIVATION Sama (counseling) Dana (offering of gifts) Danda (Punishments) Bheda (creating a split) Management Practices from ‘ KAUTILYA’S ARTHASHASTRA’ (Written by CHANAKYA, The world’s first Management Guru) “ What you are is what you have been, and what you will be is what you do now.” -Buddha AJAY MOHAN and TAMILVANAN, MBA, PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY
- 8. MASLOW’S NEED HIERARCHY “ Our greatest glory is not in never failing but in rising up every time we fail” -Ralph Waldo Emerson PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY
- 9. “ Fortune favours the brave.” -Publius Terence PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY NEED HOME JOB SELF- ACTULISATION Education, Religion, Hobbies, Personal growth Training, Advancement, Growth, Creativity ESTEEM Approval of family, Friends, Community Recognition, High status, Responsibilities BELONGINGNESS Family, Friends, Clubs Teams, Departments, Coworkers, Clients, Supervisors, Subordinates SAFETY Freedom from war, poison, violence Work safety, job security, Health insurance PHYSIOLOGICAL Food, Water, Sex Heat, Air, Basic salary
- 10. “ It is hard to fail, but it is worse never to have tried to succeed.” -Theodore Roosevelt PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY
- 11. “ The future belongs to those who believe in the beauty of their dreams.” -Eleanor Roosevelt PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY
- 12. “ You must be the change you wish to see in the world .” -Mahatma Gandhi PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY
- 13. MCCLELLAND’S THEORY OF NEEDS NEED FOR ACHIEVEMENT NEED FOR POWER NEED FOR AFFILIATION “ You will never possess what you are unwilling to pursue.” -Mike Murdock PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY Friendship Good relationship drive to excel Achieve in relation to a set of standards Strive to succeed To control others To get desired things done
- 14. “ They can because they think they can.” -Virgil PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY
- 15. Equity theory “ Our strength grows out of our weakness.” -Ralph Waldo Emerson PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY
- 16. Cognitive Evaluation Theory “ The better part of happiness is to wish to be what you are.” -Desiderius Erasmus PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY
- 19. GOAL SETTING Goals Specific & Difficult Accepted Effects on Person Directs attention Energises Encourages persistency New strategies developed Feedback Performance “ The secret of getting ahead is getting started” -Mark Twain PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY
- 20. Implementing Goal Setting: Management By Objectives Specific Goals Participatively Set Explicit Time Frame Feedback on Goal “ He who controls others may be powerful, but he who has mastered himself is mightier still.” -Lao-Tzu PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY
- 21. VROOM’S EXPECTANCY THEORY “ There is no such thing in anyone's life as an unimportant day.” -Alexander Woollcott PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY 3. Rewards-Personal goals relationship = Valence 1. Effort-Performance relationship = Expectancy 2. Performance-Rewards relationship = Instrumentality Individual Effort Individual Performance Personal Goals Organizational Rewards 1 2 3
- 22. Self- Efficacy Theory (social cognitive or social learning theory) Enactive Mastery Vicarious Modeling Verbal Persuasion Arousal “ No matter how hard the past, you can always begin again.” -Buddha PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY
- 23. Reinforcement Theory BEHAVIOUR CONSEQUENCE “ BEHAVIOUR IS A FUNCTION OF ITS CONSEQUENCES” “ Do not seek to follow in the footsteps of the wise. Seek what they sought.” -Basho PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY
- 24. “ A day will never be anymore than what you make of it.” -Josh S. Hinds PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY
- 25. REFERENCE: Books : Organizational Behavior 13 th edition -Stephen P. Robbins , Timothy A. Judge Human Resource Management text and cases – 5 th edition -K. Aswathappa Web: http://hbr.harvardbusiness.org/2009/03/when-economic-incentives-backfire/ar/1 http://changingminds.org http://www.google.com http://www.netmba.com http://www.nwlink.com/~donclark/index.html http://tutor2u.net/business/people/motivation_theory_maslow.asp http://www.provenmodels.com/20/theory-x-&-y/douglas-mcgregor http://www.suite101.com/article.cfm/foundations_of_psychology/43811 http://www.suite101.com/article.cfm/foundations_of_psychology/41616 http://www.businessballs.com/leadership-management.htm http://www.ebookbillboard.com PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY
- 26. AJAY MOHAN and TAMILVANAN, MBA, PONDICHERRY CENTRAL UNIVERSITY, PONDICHERRY