Digital Transformation in the PLM domain - distrib.pdf
Motivation
1. Motivation
Motivation is the willingness to exert high
levels of effort towards organizational
goals, conditioned by the effort’s ability to
satisfy some individual need.
It is the relationship between needs, drives
and incentives.
2. Theories of Motivation
1.Content theories :
Maslow’s Hierarchy of Needs.
Herzberg’s two- factor theory.
Alderfer’s ERG Theory.
McClelland’s theory of Needs.
3. Maslow’s Hierarchy of Needs
This theory puts five human needs in a
pyramid, depicting basic needs at the
bottom.
These needs are physiological, safety,
social, esteem and self actualization
needs.
When the lower needs are satisfied, a
person seeks to achieve higher needs.
4. Maslow’s Hierarchy of Needs
Lower order needs are physiological and
safety needs. These needs are satisfied
externally.
Higher order needs such as
social, esteem, and self actualization are
satisfied externally.
5. Herzberg’s two-factor theory.
Herzberg makes a distinction b/w factors
that affect job satisfaction and factors
that affect motivation.
Hygiene factors are the ones which will
ensure that people will not be dissatisfied
at work.
e.g. Company policy, a good
boss, salary, supervision.
6. Herzberg’s two-factor theory.
Motivating factors are different from
hygiene factors.
Motivators are factors such as job
challenge and independence to work
which cannot be provided by the external
environment… they are the characteristics
of the job itself.
7. McGregor’s Theory X and Theory Y
Theory X believes that employees dislike
work and responsibility, are lazy. They
must be coerced to perform.
Theory Y believes that employees like to
work, are creative, seek
responsibility, and can exercise self-
direction.
8. Mc Clelland’s theory of Needs
Need for Achievement – the individual has
the drive to excel, strives to succeed.
Need for Power- the need to make sure
that others behave in a way in which they
would not have otherwise behaved.
Need for Affiliation – the desire for
friendly and close interpersonal
relationships.
10. Expectancy Thoery
This theory is based on three relationships-
1. Effort-performance relationship.
2. Performance-reward relationship.
3. Rewards-personal goals relationship.
11. Equity theory
This theory says that individuals compare
their job inputs and outcomes with those
of others.
The individual may perceive himself to be
under-rewarded, over-rewarded or fairly
rewarded.
The individual then makes an effort to
eliminate any inequities.
12. Equity Theory
Distributive justice- perceived fairness of
the amount and allocation of rewards
among individuals.
Procedural justice – perceived fairness of
the process used to determine the
distribution of rewards.
13. Implications for Managers
Recognize individual differences.
Use Goals and Feedback.
Allow employees to participate in
decisions that affect them.
Link Rewards to Performance.
Check the system for Equity.
14. How do Organizations
Motivate people at work
Motivating Performance through Job
Design
Motivating Performance through Goal
Setting.
15. Job Design
Job Characteristics Model
Job Enlargement
Job Rotation
Job Enrichment
Quality of Worklife
17. MBO
Consensus on key goals and objectives.
Sketch a plan of action.
Control of behaviour.
Periodic appraisal and reviews.
18. Goal Setting
Goals should be specific
Goals should be difficult and challenging
Goals must be owned and accepted
Goals must have a specific time frame
Goals must be measurable.
19. Implications for Managers
Recognize individual differences.
Use Goals and Feedback.
Allow employees to participate in
decisions that affect them.
Link Rewards to Performance.
Check the system for Equity.
