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- 1. MOTIVATION (Organizational Behaviour) DR. ANUSHREESINGH ASSISTANT PROFESSOR IMCE, SRMU
- 2. Learning Objectives After thelecture we will be able to understand: What is motivation and its various components What are the types of motivation Various theories of Motivation Application of Motivation Theories in Organizations
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- 4. Concept of Motivation MotiveMotivating Motivation
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- 6. Defining Motivation Motivation Persistence Direction Intensity Processes thataccount for an individual’s intensity, direction, and persistence of effort toward attaining a goal.
- 7. Why Employee Motivationis Important? Increased employee commitment Improved employee satisfaction Ongoing employee development Improved employee efficiency
- 8. How to increaseEmployee Motivation Improve communication Value individual contributions Positive workplace environment
- 9. Early Theories ofMotivation Hierarchy of Needs Theory • Abraham Maslow Theory X and Theory Y • Douglas McGregor Two-Factor Theory • Fredrick Herzberg McClelland’s Theory of Needs • David McClelland
- 10. Hierarchy of NeedsTheory
- 11. Theory X andTheory Y
- 12. Understanding Theory Xand Theory Y Theory X and Theory Y were first explained by McGregor in his book, "The Human Side of Enterprise," and they refer to two styles of management – authoritarian (Theory X) and participative (Theory Y). If you believe that your team members dislike their work and have little motivation, then, according to McGregor, you'll likely use an authoritarian style of management. This approach is very "hands-on" and usually involves micromanaging people's work to ensure that it gets done properly. McGregor called this Theory X. On the other hand, if you believe that your people take pride in their work and see it as a challenge , then you'll more likely adopt a participative management style. Managers who use this approach trust their people to take ownership of their work and do it effectively by themselves. McGregor called this Theory Y.
- 13. Theory X This styleof management assumes that workers: Dislike their work. Avoid responsibility and need constant direction. Have to be controlled, forced and threatened to deliver work. Need to be supervised at every step. Have no incentive to work or ambition, and therefore need to be enticed by rewards to achieve goals.
- 14. Theory Y This styleof management assumes that workers are: Happy to work on their own initiative. More involved in decision making. Self-motivated to complete their tasks. Enjoy taking ownership of their work. Seek and accept responsibility, and need little direction. View work as fulfilling and challenging. Solve problems creatively and imaginatively.
- 15. Theory X andTheory Y in the Workplace Most managers will likely use a mixture of Theory X and Theory Y. You may, however, find that you naturally favor one over the other. You might, for instance, have a tendency to micromanage or, conversely, you may prefer to take a more hands-off approach . Although both styles of management can motivate people, the success of each will largely depend on your team's needs and wants and your organizational objectives. You may use a Theory X style of management for new starters who will likely need a lot of guidance, or in a situation that requires you to take control such as a crisis .
- 16. Theory X andTheory Y in the Workplace But you wouldn't use it when managing a team of experts , who are used to working under their own initiative, and need little direction. If you did, it would likely have a demotivating effect and may even damage your relationship with them. However, both theories have their challenges. The restrictive nature of Theory X, for instance, could cause people to become demotivated and non-cooperative if your approach is too strict. This may lead to high staff turnover and could damage your reputation in the long term. Conversely, if you adopt a Theory Y approach that gives people too much freedom, it may allow them to stray from their key objectives or lose focus. Less- motivated individuals may also take advantage of this more relaxed working environment by shirking their work.
- 17. Theory X andTheory Y in the Workplace Circumstance can also affect your management style. Theory X, for instance, is generally more prevalent in larger organizations, or in teams where work can be repetitive and target-driven. In these cases, people are unlikely to find reward or fulfillment in their work, so a "carrot and stick " approach will tend to be more successful in motivating them than a Theory Y approach. In contrast, Theory Y tends to be favored by organizations that have a flatter structure, and where people at the lower levels are involved in decision making and have some responsibility.
- 18. Two-Factor Theory Herzberg’sMotivation Theory model goes by a number of different names, including Two Factor Theory, Herzberg’s Motivation-Hygiene Theory, and Duel Structure Theory. We will use these terms interchangeably in this article. Frederick Herzberg developed the model in 1959. He did this by interviewing over 200 professionals. The interviews delved into when the interviewees were at their most and least happiest with their jobs.
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- 20. Hygiene factors Hygienefactors in Herzberg’s model have the power to make people dissatisfied and are prerequisites for satisfaction at work, but their presence alone will never make people satisfied at work. In other words, the absence of hygiene factors will prevent satisfaction, but the presence of hygiene factors is not in itself enough to lead to high levels of work satisfaction. Examples of hygiene factors include: salary, safety, security, working environment, working conditions and other things with the power to make an individual unhappy in work.
- 21. Motivating factors Motivatingfactors in Herzberg’s model have the power to make moderately satisfied people highly satisfied, but have no impact on satisfaction if hygiene factors aren’t already in place. Examples of motivating factors include: achievement, recognition, advancement, empowerment, responsibility and intrinsically interesting work.
- 23. What this modelmeans for organizations and leaders
- 24. How to UseThe Model There is a two-step process to use the Two Factor Theory model to increase the motivation of your team. 1. Eliminate job hygiene stressors. 2. Boost job satisfaction.
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- 26. McClelland’s Theory ofNeeds In the early 1940s, Abraham Maslow created his theory of needs . This identified the basic needs that human beings have, in order of their importance: physiological needs, safety needs, and the needs for belonging, self-esteem and "self-actualization". Later, David McClelland built on this work in his 1961 book, "The Achieving Society." He identified three motivators that he believed we all have: a need for achievement, a need for affiliation, and a need for power. People will have different characteristics depending on their dominant motivator. In the early 1940s, Abraham Maslow created his theory of needs . This identified the basic needs that human beings have, in order of their importance: physiological needs, safety needs, and the needs for belonging, self-esteem and "self-actualization". Later, David McClelland built on this work in his 1961 book, "The Achieving Society." He identified three motivators that he believed we all have: a need for achievement, a need for affiliation, and a need for power. People will have different characteristics depending on their dominant motivator.
- 27. Dominant Motivator Characteristics of ThisPerson Achievement •Has a strong need to set and accomplish challenging goals. •Takes calculated risks to accomplish their goals. •Likes to receive regular feedback on their progress and achievements. •Often likes to work alone. Affiliation •Wants to belong to the group. •Wants to be liked, and will often go along with whatever the rest of the group wants to do. •Favors collaboration over competition. •Doesn't like high risk or uncertainty. Power •Wants to control and influence others. •Likes to win arguments. •Enjoys competition and winning. •Enjoys status and recognition.
- 28. Using the Theory McClelland's theory can help you to identify the dominant motivators of people on your team. You can then use this information to influence how you set goals and provide feedback , and how you motivate and reward team members. You can also use these motivators to craft, or design, the job around your team members, ensuring a better fit.
- 29. Step 1: IdentifyDrivers Examine your team to determine which of the three motivators is dominant for each person. You can probably identify drivers based on personality and past actions. For instance, perhaps one of your team members always takes charge of the group when you assign a project. They speak up in meetings to persuade people, and delegate responsibilities to others to meet the goals of the group. They like to be in control of the final deliverables. This team member is likely primarily driven by power. You might have another team member who never speaks during meetings. They always agree with the group, work hard to manage conflict when it occurs, and visibly become uncomfortable when you talk about doing high-risk, high-reward projects. This person is likely to have a strong need for affiliation.
- 30. Step 2: StructureYour Approach Based on the driving motivators of your workers, structure your leadership style and project assignments around each individual team member. This will help ensure that they all stay engaged , motivated, and happy with the work they're doing.
- 31. Examples of Usingthe Theory Achievement People motivated by achievement need challenging, but not impossible, projects. They thrive on overcoming difficult problems or situations, so make sure you keep them engaged this way. People motivated by achievement work very effectively either alone or with other high achievers. When providing feedback, give achievers a fair and balanced appraisal. They want to know what they're doing right – and wrong – so that they can improve.
- 32. Affiliation Peoplemotivated by affiliation work best in a group environment, so try to integrate them with a team (versus working alone) whenever possible. They also don't like uncertainty and risk. Therefore, when assigning projects or tasks, save the risky ones for other people. When providing feedback to these people, be personal. It's still important to give balanced feedback, but if you start your appraisal by emphasizing their good working relationship and your trust in them, they'll likely be more open to what you say. Remember that these people often don't want to stand out, so it might be best to praise them in private rather than in front of others.
- 33. Power Thosewith a high need for power work best when they're in charge. Because they enjoy competition, they do well with goal-oriented projects or tasks. They may also be very effective in negotiations or in situations in which another party must be convinced of an idea or goal. When providing feedback, be direct with these team members. And keep them motivated by helping them further their career goals .
- 34. Need for Achievement(nACH): Personal responsibility, Feedback, Moderate risk Typical behaviors: High: Must win at any cost, must be on top, and receive credit. Low: Fears failure, avoids responsibility.
- 35. Need for Power(nPOW): Influence, Competitive • Typical behaviors: • High: Demands blind loyalty and harmony, does not tolerate disagreement. • Low: Remains aloof, maintains social distance.
- 36. Need for Affiliation(nAFF): Acceptance and friendship, Cooperative • Typical behaviors: • High: Desires control of everyone and everything, exaggerates own position and resources. • Low: Dependent/subordinate, minimizes own position and resources.
- 37. Contemporary Theories ofMotivation Goal-Setting Theory • Edwin Locke Equity Theory • John Stacey Adams Expectancy Theory • Victor Vroom Reinforcement Theory • B.F. Skinner
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- 39. Goal-Setting Theory Inthe late 1960s, Locke's pioneering research into goal setting and motivation gave us our modern understanding of goal setting. In his 1968 article "Toward a Theory of Task Motivation and Incentives," he showed that clear goals and appropriate feedback motivate employees. He went on to highlight that working toward a goal is also a major source of motivation – which, in turn, improves performance. Locke's research showed that the more difficult and specific a goal is, the harder people tend to work to achieve it. In one study, Locke reviewed a decade's worth of laboratory and field studies on the effects of goal setting and performance. He found that, for 90 percent of the time, specific and challenging (but not too challenging) goals led to higher performance than easy, or "do your best," goals. For example, telling someone to "try hard" or "do your best" is less effective than saying "try to get more than 80 percent correct," or "concentrate on beating your best time." Likewise, having a goal that's too easy is not motivating. Hard goals are more motivating than easy ones, because it feels more of an accomplishment to achieve something you've worked hard for.
- 40. Goal-Setting Theory Afew years after Locke published his article, Dr Gary Latham studied the effects of goal setting in the workplace. His results supported Locke's findings – that there is an inseparable link between goal setting and workplace performance. In 1990, Locke and Latham published their seminal work, "A Theory of Goal Setting & Task Performance." In this book, they repeated the need to set specific and difficult goals, while outlining five other characteristics for successful goal setting.
- 41. Locke and Latham'sFive Principles According to Locke and Latham, there are five goal setting principles that can improve our chances of success: 1. Clarity. 2. Challenge. 3. Commitment. 4. Feedback. 5. Task complexity.
- 42. 1. Setting ClearGoals When your goals are clear, you know what you're trying to achieve. You can also measure results accurately, and you know which behaviors to reward. This is why SMART is such a useful mnemonic. However, when a goal is vague – or when you express it as a general instruction like "take initiative" – it isn't easy to measure, and it isn't motivating. You may not even know you've achieved it!
- 43. How to SetClear Goals Personal Goal Setting Team Goal Setting •Write your goal down and be as detailed as possible. Use SMART, and consider putting your goal into the form of a personal mission statement for added clarity. •Think about how you'll measure your success toward this goal. What specific metrics will you use? •Once you've set your goal, examine how it makes you feel. Are you excited? Does the challenge motivate you? If you don't feel strongly about the goal, you might need to clarify it or change it entirely. •Set clear goals that use specific and measurable standards. For example, "reduce job turnover by 15 percent." •Write down the metrics that you'll use to measure your team members' success. Be as specific as possible, and make sure that everyone on your team understands how you'll measure success.
- 44. 2. Setting ChallengingGoals People are often motivated by challenging goals, however it's important not to set a goal that is so challenging it can't be achieved.
- 45. How to SetChallenging Goals Personal Goal Setting Team Goal Setting •Look at your goal. Is it challenging enough to spark your interest? •Develop self-discipline , so that you have the persistence to work through problems. •Identify ways that you can reward yourself when you make progress. Incremental rewards for reaching specific milestones will motivate you to work through challenging tasks. •Before taking on a major goal, research it thoroughly. This will help you be realistic. •Use the Inverted-U model to find the best balance between pressure and performance when you set goals. •Think about how you'll reward team members when they achieve challenging goals. •If possible, create some friendly competition between team members or departments. Competition can encourage people to work harder.
- 46. 3. Securing TeamCommitment To be effective, your team must understand and agree to the goals – team members are more likely to "buy into" a goal if they have been involved in setting it. This doesn't mean that you have to negotiate every goal with your team members and secure their approval. They're likely to commit to it as long as they believe that the goal is achievable, it is consistent with the company's ambitions, and the person assigning it is credible.
- 47. How to SecureCommitment to Goals Personal Goal Setting Team Goal Setting •Stay committed by using visualization techniques to imagine how your life will look once you've achieved your goal. •Create a treasure map to remind yourself why you should work hard. Visual representations of your goal can help you stay committed, even when the going gets tough. •Allow team members to set their own goals. This will increase their sense of commitment and empowerment. •Use Management by Objectives to ensure that your team's goals align with the organization's goals. •Use Amabile and Kramer's Progress Theory to enhance your team's motivation and commitment with small wins.
- 48. 4. Gaining Feedback In addition to selecting the right goals, you should also listen to feedback, so that you can gauge how well you and your team are progressing. Feedback gives you the opportunity to clarify people's expectations and adjust the difficulty of their goals. Keep in mind that feedback doesn't have to come from other people. You can check how well you're doing by simply measuring your own progress.
- 49. How to GiveFeedback on Goals Personal Goal Setting Team Goal Setting •Schedule time once a week to analyze your progress and accomplishments. Look at what has and hasn't worked, and make adjustments along the way. •Learn how to ask for feedback on your progress from others. •Use technology to track and measure your progress. Apps like Lift are a good place to start. •Measure progress by breaking difficult or large goals down into smaller chunks, and seek feedback when you reach each milestone. •Learn how to give your team members feedback that's objective, useful and positive. •Create a timetable to schedule regular feedback for your team. •Use the Stop – Keep Doing – Start model for quick feedback sessions.
- 50. 5. Considering TaskComplexity Take special care to ensure that work doesn't become too overwhelming when goals or assignments are highly complex. People who work in complicated and demanding roles can often push themselves too hard, if they don't take account of the complexity of the task.
- 51. How to SetComplex and Challenging Goals Personal Goal Setting Team Goal Setting •Give yourself plenty of time to accomplish complex goals. Set deadlines that apply an appropriate amount of pressure, while still being achievable. •If you start to feel stressed about meeting your goals, they might be too complex or unrealistic. Reassess both of these areas and modify your goals if necessary. •Break large, complex goals down into smaller sub-goals. This will stop you feeling overwhelmed, and it will make it easier to stay motivated. •Your team members might need additional training before they work toward their goal. Give everyone a training needs assessment to identify any knowledge or skills gaps. •If you notice that any team members are overwhelmed, consider putting them into a coaching or mentoring relationship with a more experienced colleague.
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- 53. Balancing Employee Inputsand Outputs Adams' Equity Theory calls for a fair balance to be struck between an employee's inputs (hard work, skill level, acceptance, enthusiasm, and so on) and an employee's outputs (salary, benefits, intangibles such as recognition, and so on).
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- 55. Expectancy Theory VictorVroom’s expectancy theory of motivation is a process theory of motivation. It says that an individual’s motivation is affected by their expectations about the future. Specifically, Vroom says that an individual’s motivation is affected by how much they value any reward associated with an action (Valence), how much they believe that by putting effort into something they will be able to generate good results (Expectancy) and how much they believe that generating good results will result in a reward (Instrumentality). It’s important to note that rewards could be intrinsic or extrinsic. Extrinsic motivations are external things such as money and promotion. Intrinsic motivations are internal things such as a sense of fulfillment and achievement.
- 56. Expectancy Theory Motivation isa function of valence, instrumentality and expectancy.
- 57. What Vroom’s modelmeans for individuals Vroom says that an individual’s motivation is product of several factors: • Valence: How much they value the potential rewards associated with the specific results or behaviors, • Expectancy: How much they believe that their additional effort will help them achieve the target results of behaviors, and • Instrumentality: How much they believe the rewards will actually appear should they achieve the desired outcomes or behaviors. • From an individual perspective this means that if any of these factors are lacking, you may lack motivation.
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