2. WHAT IS MOTIVATION?
What makes people happiest and most
productive at work? Is it money, benefits,
opportunities for growth, interesting work, or
something else together?
MOTIVATION is the set of forces that initiates,
directs, and makes people persist in their
efforts to accomplish a goal.
INITIATION OF EFFORT is concerned with the
choices that people make about how much
effort to put forth in their jobs. (“Do I really
knock myself out for these performance
appraisals or just do a decent job”)
3. MOTIVATION
DIRECTION OF EFFORT is concerned with the
choices that people make in deciding where
to put forth effort in their jobs. (“I should be
spending time with my high-dollar accounts
instead of learning this new computer
system!”)
PERSISTENCE OF EFFORT is concerned with the
choices that people make about how long
they will put forth effort in their jobs before
reducing or eliminating those efforts. (“ I am
only halfway through the project, and I am
exhausted. Do I plow through to the end, or
just call it quits?”)
INITIATION, DIRECTIONS, AND PERSISTENCE ARE
AT THE HEART OF MOTIVATION
4. BASIC MODEL OF MOTIVATION
EFFORT
AND PERFORMANCE – Not
surprisingly, managers often assume
motivation to be the only determinant of
performance when they say things such
as “Your performance was really terrible
this quarter. What’s the matter? Aren’t
you as motivated as you used to be?.
MOTIVATION Is just one of the three
primary determinants of job performance.
JOB
PERFORMANCE = MOTIVATION X ABILITY X
SITUATIONAL CONSTRAINTS
5. MOTIVATION
JOB PERFORMANCE is how well someone
performs the requirements of the job.
MOTIVATION in this formula is effort, the
degree to which someone works hard to do
their job well. ABILITY is the degree to which
workers possess the knowledge, skills, and
talent needed to do a job well. And
SITUATIONAL CONSTRAINTS are factor beyond
the control of individual employees such as
tools, policies, and resources that have an
effect on job performance.
6. NEED SATISFACTION
What leads to effort? Determining employee
needs is the first step to answering that question.
NEEDS are the physical or psychological
requirements that must be met to ensure survival
and well-being.
There are three well-known theories in relation to
NEEDS:
MASLOW’S HIERARCHY OF NEEDS
-PHYSIOLOGICAL (food and water)
-SAFETY (physical and economic)
-BELONGINGNESS (friendship, love and social
interaction)
-ESTEEM (achievement and recognition)
-SELF-ACTUALIZATION (realizing your full potential)
7. NEEDS
ALDERFER’S ERG THEORY – this collapses
Maslow’s five types of needs into three:
EXISTENCE (safety and physiological needs)
RELATEDNESS (belongingness)
GROWTH (esteem and self-actualization)
MCLLELAND’S LEARNED NEEDS THEORY –
suggests that people are motivated by the
need for
AFFILIATION (to be liked and accepted)
ACHIEVEMENT (to accomplish challenging
goals)
POWER (to influence others)
8. EXTRINSIC AND ENTRINSIC
REWARDS
EXTRINSIC REWARDS are tangible and visible to
others and are given to employees contingent on
the performance of specific tasks or behaviors. Ex:
external agents (managers) determine and
control the distribution, frequency and amount of
extrinsic rewards such as pay, company stock,
benefits, and promotions
INTRINSIC REWARDS are the natural rewards
associated with performing a task or activity for its
own sake. Ex: aside from the external rewards
management offers for doing something well,
employees often find the activities or tasks they
perform interesting and enjoyable. Ex of intrinsic
rewards are a sense of accomplishment or
achievement, a feeling of responsibility,
9. INTRINSIC REWARDS
the
chance to learn something new or
interact with others, or simply the fun that
comes from performing an
interesting, challenging and engaging
task.
10. How
Perceptions and Expectations affect
Motivation?
…..to
be discussed next meeting
……THANK
YOU!!!!!
11. LEADERSHIP
According to Prof. Warren Benis, the primary
difference between leaders and managers is
that LEADERS are concerned with doing the
right thing, whereas managers are concerned
with doing things right.
Though leaders are different from managers
, organizations need them both. Managers
are critical to getting out the day-to-day work
and leaders are critical to inspiring employees
and setting the organization’s long-term
direction.
12. LEADERSHIP TRAITS
Trait
Theory is one way to describe who
leaders are. TRAIT THEORY says that
effective leaders possess a similar set of
traits or characteristics. TRAITS are
relatively stable characteristics such as
abilities, psychological motives, and
consistent patterns of behavior. TRAIT
THEORY is also known as “great person”
theory” because early versions of the
theory stated that leaders are born not
made.
13. LEADERS VERSUS NONLEADERS
They differ based on the following: drive, the
desire to lead, honesty/integrity, selfconfidence, emotional stability, cognitive
ability, and knowledge of the business.
DRIVE refers to a high level of effort and is
characterized by achievement, motivation,
initiative, energy, and tenacity.
Successful leaders also have a stronger DESIRE
TO LEAD. They want to be in charge and think
about ways to influence or convince others
about what should or shouldn’t be.
14. LEADERS VERSUS NONLEADERS
HONESTY
being truthful with others. And is
a cornerstone of leadership. Leaders wont
be trusted if they are dishonest. When
they are honest, subordinates are willing
to overlook other flaws. INTEGRITY is the
extent to which leaders do what they say
they will do. Leaders may be honest and
have good intentions, but they also won’t
be trusted if they don’t consistently deliver
on what they promise.
15. LEADERS VERSUS NONLEADERS
SELF-CONFIDENCE believing in one’s abilities.
Self-confident leaders are more decisive and
assertive and more likely to gain others
confidence. Moreover, self-confident leaders
will admit mistakes because they view them
as learning opportunities rather than as
refutation of their leadership capabilities.
EMOTIONAL STABILITY even when things go
wrong, they remain even-tempered and
consistent in their outlook and in the way they
treat others. Leaders who cant control their
emotions, who anger quickly or attack and
blame others for mistakes, are unlikely to be
trusted.
16. LEADERS VERSUS NONLEADERS
Leaders are also smart. They typically have
strong cognitive abilities. They doesn’t mean
that leaders are necessarily geniuses. But
rather means that leaders have the capacity
to analyze large amounts of seemingly
unrelated, complex info., and see patterns,
opportunities, or threats where others might
not see them. Finally, Leaders who have a
good knowledge of the business understand
the key technological decisions and concerns
facing their companies.
17. LEADERSHIP BEHAVIORS
WHAT LEADERS DO? IT MEANS THE BEHAVIOR
THEY PERFORM OT THE ACTIONS THEY TAKE TO
INFLUENCE OTHERS TO ACHIEVE GROUP OR
ORGANIZATIONAL GOALS.
Three universities in the U.S. have examined
the behaviors that leaders use to improve the
satisfaction and performance of their
subordinates. They arrived into two basic
leader behaviors emerged as central to
successful leadership. These are:
18. BASIC LEADERSHIP BEHAVIORS
INITIATING STRUCTURE OR JOB-CENTERED
LEADERSHIP – Is the degree to which a leader
structures the roles of followers by setting
goals, giving directions, setting deadlines, and
assigning tasks. A leaders ability to initiate
structure primarily affects subordinates job
performance.
CONSIDERATE LEADER BEHAVIOR or
EMPLOYEE CENTERED LEADERSHIPConsideration is the extent to which a leader
is friendly, approachable and supportive and
shows concern for employees. Consideration
primarily affects subordinates job satisfaction.
19. BASIC LEADERSHIP BEHAVIORS
Specific
leader consideration behaviors
include listening to9 employees, problems
and concerns, consulting with employees
before making decisions, and treating
employees as equals.
The most effective leaders based on
various researches and studies are those
who excelled at both initiating structure
and considerate leader behaviors.
