MGT 201 Helpful Slides For Management Students Of Different Universities In Karachi And All Over Pakistan And World Motivation

1. MOTIVATION
Prepared by
Zareen Shaikh
Session-7
Class BBA-1

2. What Is Motivation?
• Motivation
▫ The processes that account for an individual’s willingness to apply
high levels of effort to reach organizational goals, conditioned
by the effort’s ability to satisfy some individual need.
 Effort: a measure of intensity or drive.
 Direction: toward organizational goals
 Need: personalized reason to exert effort
▫ Motivation works best when individual needs will match with
compatible with organizational goals.
▫ Intrinsic Rewards : Satisfaction received from performing an action.
▫ Extrinsic Rewards: Rewards given by other people.

3. EARLY THEORIES OF MOTIVATION
NEEDS THEORIES
• Maslow’s hierarchy
• Herzberg’s two factor theory
• McGregor's XY theory
• McClelland’s
• PROCESS THEORIES
• Expectancy Theory
• Goal Setting Theory

4. Maslow’s Hierarchy of Needs Theory
▫ Needs were categorized as five levels of lower-
to higher-order needs.
 Individuals must satisfy lower-order needs before
they can satisfy higher order needs.
 Satisfied needs will no longer motivate.
 Motivating a person depends on knowing at what
level that person is on the hierarchy.
▫ Hierarchy of needs
 Lower-order (external): physiological, safety
 Higher-order (internal): social, esteem, self-
actualization

5. Physiological needs
(air, water, food, rest, exercise,etc)
Safety needs
(shelter, job security,
retirement plan, insurance)
Love and belonging
(children, friends,
partners)
Self esteem
(fame, recognition,
reputation, dignity)
Self
actualization
(Confidence,
achievements,
freedom)
MASLOW’S HIERARCHY

6. Herzberg’s two factor theory

7. McGregor's XY theory

8. ACHIEVEMENT AFFILIATION POWER
McClelland’s Theory

9. McClelland’s Theory
• Three-Needs Theory
▫ There are three major acquired needs that are
major motives in work.
▫ Need for achievement (nAch)
 The drive to excel and succeed
▫ Need for power (nPow)
 The need to influence the behavior of others
▫ Need of affiliation (nAff)
 The desire for interpersonal relationships

10. PROCESS THEORIES

11. EXPECTANCY THEORY
1. Effort-Performance relationship = Expectancy
2. Performance-Rewards relationship = Instrumentality
3. Rewards-Personal goals relationship = Valence

12. How Expectancy Theory Works
Your tutor offers you £1 million if you memorize the textbook by
tomorrow morning.
Conclusion: Though you value the reward, you will not be
motivated to do this task.

13. GOAL SETTING THEORY

14. HOW YOU CAN
MOTIVATE
PEOPLE

15.  TRUST Respect, communication, credibility
 PRIDE Work related to the person
 CAMARADERIE Team building exercises, promoting
team work, contests, create
communities
MOTIVATING PEOPLE

16. How to evaluate your people?
Performance Appraisal Systems contain two basic systems:
EVALUATION SYSTEM FEEDBACK SYSTEM
• To identify the performance gap (if
any).
• This gap is the shortfall that occurs
when performance does not meet the
standard set by the organization as
acceptable.
• To inform the employee about the
quality of his or her performance.
• The appraisers also receives feedback
from the employee about job
problems, etc.
PERFORMANCE APPRAISAL

17. • Positive reinforcement
• Effective discipline
• Treating people fairly
• Satisfying employees needs
• Setting work related goals
• Restructuring jobs
• Rewards on job performance
• Partnering
• Involvement
• Respect
STRATEGIES FOR MOTIVATION

18. • Customized training programs
• Help people build trust, pride and camaraderie
• Develop high degrees of credibility in everything that we say and do
• Play hard, party hard
• Encourage community building
• Follow a good feedback and appraisal system
• Give everyone clear goals
• Maintain mentor-mentee relationships
• Follow shared responsibilities towards each other, client and the franchisee
EMPLOYEE ENGAGEMENT

19. Why is employee engagement important?
• Engaged Employees  Loyal Customers  Bigger Profits.
• If the staff are motivated then the customers will be happy
• The shareholders will then benefit through the company's
success.
EMPLOYEE ENGAGEMENT

20. Current Issues in Motivation
• Motivating Professionals
▫ Characteristics of professionals
 Strong and long-term commitment to their field of expertise.
 Loyalty is to their profession, not to the employer
 Have the need to regularly update their knowledge
 Don’t define their workweek as 8:00 am to 5:00 pm.
▫ Motivators for professionals
 Job challenge
 Organizational support of their work

21. Current Issues in Motivation (cont’d)
• Motivating Contingent Workers
▫ Opportunity to become a permanent employee.
▫ Opportunity for training
▫ Equity in compensation and benefits
• Motivating Low-Skilled, Minimum-Wage Employees
▫ Employee recognition programs
▫ Providing sincere praise

22. From Theory to Practice:
Guidelines for Motivating Employees
• Recognize individual
differences
• Match people to jobs
• Use goals
• Ensure that goals are
perceived as
attainable
• Individualize
rewards
• Link rewards to
performance
• Check the system for
equity
• Use recognition
• Don’t ignore money

23. TIPS
• Notice each individual
• Say Thank-you, even a smile can make a big difference.
• Make staff feel respected and valued
• Share your experience and knowledge
• Be confidence about people.
• Be honest and trustworthy
• Don’t take personal credit for their success
• Create a blame-free culture
• Set developmental goals
• Make work fun!!

24. ANY QUESTION