Unit 2 motivation m.com

1. Unit – 1: Motivation
By RADHIKA
Visiting Faculty
J H B W C

2. What is motivation?

3. Introduction
 Motivation is the word derived from the word
’motive’ which means needs, desires, wants or
drives within the individuals. It is the process of
stimulating people to actions to accomplish the
goals. In the work goal context the psychological
factors stimulating the people’s behavior can be-
• desire for money
• success
• recognition
• job-satisfaction
• team work, etc

4. Cont.
 An individual performs business tasks, not because he
wants the organizational goal to be achieved but
because that work will give him financial rewards
through which he can satisfy his personal needs and
desires. The need is, there the driving force that
motivates human behavior.
 Motivation is a complex task because the factors that
motivate people to work are complex and complicated.

5. Meaning
 Motivation is a force that drives a person to
action. Motivation creates willingness to perform
tasks that lead to accomplishment of goals.

6. Definition
“Motivation may be defined as the state of
individual's perspective which represents the
strength of his or her propensity to exert effort
toward some particular behavior.”
“Motivation is the force that energizes the
behavior, gives direction to behavior and
underlies the tendency to persist.”

7. Model of Motivation
Often, people confuse the idea of 'happy'
employees with 'motivated' employees. These may be
related, but motivation actually describes the level of
desire employees feel to perform, regardless of the
level of happiness. Employees who are adequately
motivated to perform will be more productive, more
engaged and feel more invested in their work. When
employees feel these things, it helps them, and thereby
their managers, be more successful.

8. Cont.
 It is a manager's job to motivate employees
to do their jobs well. So how do managers do
this? The answer is motivation in management,
the process through which managers encourage
employees to be productive and effective.
 A model of motivation helps managers enforce
the right motivators to prompt workers to action;
suitable for the organization to achieve its
broader goals.

9. Cont.
 According to the model if employees’ behavior
is acceptable to managers, it is followed by
rewards. Rewards satisfy their needs, reinforce
their behavior towards organizational activities
and perpetuate further needs in them.
NEEDS BEHAVIOR
GOALS
(REWARDS)

10. Process of Motivation

11. Nature of Motivation
1. It is an internal force
2. Effect of environmental factors
3. It is an on going process
4. It is a pervasive function
5. It is a complicated process
6. Skilled managers
7. Positive and negative motivation

12. Importance of motivation
1. Increase in work efficiency
2. Communication
3. Need-based motivation
4. Combines ability with willingness
5. Reduction in rate of labour absenteeism and
turnover
6. Development of leaders

13. Effective Motivation
1. Development of Self
2. Worker’s Participation
3. Job enrichment & Job rotation
4. Management by results
5. Realize human behavior – Their motives &
abilities
6. Create a suitable work environment
7. Healthy criticism

14. Theories of motivation
1. Need Hierarchy theory of Motivation
 Maslow's hierarchy of needs. Maslow's hierarchy of
needs is a theory in psychology proposed by
Abraham Harold Maslow in his 1943 paper
"A Theory of Human Motivation" in Psychological
Review.
 Theory is summarized in…
a) People are wanting beings whose needs can influence
their behaviour. Only unsatisfied needs can influence
behaviour, satisfied need do not act as motivator.

15. Cont.
b) Since needs are many, they are arranged in an order
of importance or hierarchy from the basics to the
complex.
c) The person advances to the next level of hierarchy or
from the basic to the complex, only when the lower
level need is at least minimally satisfied.
d) Further up the hierarchy the person is able to go, the
more individuality, humanness and psychological
health he will display.

18. Theory X & Theory y
 Douglas McGregor proposed two theories by
which to view employee motivation. He avoided
descriptive labels and simply called the theories
Theory X and Theory Y. Both of these theories
begin with the premise that management's role is
to assemble the factors of production, including
people, for the economic benefit of the firm.
Beyond this point, the two theories of
management diverge.

19. Cont.
Theory X assumes that the average person:
 Dislikes work and attempts to avoid it.
 Has no ambition, wants no responsibility, and would rather
follow than lead.
 Is self-centered and therefore does not care about
organizational goals.
 Resists change.
 Is gullible and not particularly intelligent.
 Essentially, Theory X assumes that people work only for
money and security.

20. Cont.
Theory Y assumes that the average person:
Theory Y makes the following general assumptions:
 Work can be as natural as play and rest.
 People will be self-directed to meet their work
objectives if they are committed to them.
 People will be committed to their objectives if
rewards are in place that address higher needs such
as self-fulfillment.
 Under these conditions, people will seek
responsibility.
 Most people can handle responsibility because
creativity and ingenuity are common in the
population.

22. Herzberg’s two factor theory
 The two-factor theory (also known as Herzberg's
motivation-hygiene theory and dualfactor
theory) states that there are certain factors in the
workplace that cause job satisfaction, while a
separate set of factors cause dissatisfaction.
 What do people want from their jobs?
 Do they want just a higher salary?
Or do they want security, good relationships with
co-workers, opportunities for growth and
advancement – or something else altogether?

23. Cont.
 The purpose of the study is to develop the Herzberg
theory and its possible application to an organization
as a means of increasing worker’s productivity.
 The study was conducted by means of a systematic
research of a representative sample of the literature
available on Herzberg's Two-Factor Theory.
 The Two-Factor Theory is one of the best known and
most widely accepted job enrichment approaches
today, however, it has caused considerable controversy
among behaviorists.

24. Cont.
 Motivators: A sense of achievement meaning
employees will know that because of their hard
work the business is going forward. Recognition
of workers contribution meaning the owner will
give credit to the workers, making them feel
good about themselves
 Hygiene: This factor has the affect to demotivate
workers. The hygiene factors affect the
conditions of the workplace. If the hygiene in the
area is not adequate then workers might not want
to work.

27. Alderfer – ERG theory: Existence needs, relatedness needs and
growth needs
 Alderfer (Furnham, 2008) distinguished three steps or
classes of needs: existence, relatedness and growth.
Maslow’s physiological and safety needs belong
together to existence needs. Relatedness can be
harmonised to belongingness and esteem of others.
Growth is the same as Maslow’s self-esteem plus self-
actualization. Both Maslow and Alderfer tried to
describe how these needs, these stages of needs
become more or less important to individuals.

28. Cont.
 Existence needs: These include needs for basic material
necessities. In short, it includes an individual’s
physiological and physical safety needs.
 Relatedness needs: Individuals need significant
relationships (be with family, peers or superiors), love
and belongingness, they strive toward reaching public
fame and recognition. This class of needs contain
Maslow’s social needs and external component of
esteem needs.
 Growth needs: Need for self-development, personal
growth and advancement form together this class of
need. This class of needs contain Maslow’s self-
actualization needs and intrinsic component of esteem
needs.

29. McClelland – Need for achievement, affiliation and power
 In the early 1960s McClelland – built on Maslow’s work
– described three human motivators. McClelland (Arnold
et al., 2005) claimed that humans acquire, learn their
motivators over time that is the reason why this theory is
sometimes called the ‘Learned Needs Theory’. He
affirms that we all have three motivating drivers, and it
does not depend on our gender or age. One of these
drives or needs will be dominant in our behaviour.

30. Cont.
 McClelland’s theory differs from Maslow’s and
Alderfer’s, which focus on satisfying existing needs
rather than creating or developing needs. This
dominant motivator depends on our culture and life
experiences, of course (but the three motivators are
permanent). The three motivators are:
• achievement: a need to accomplish and demonstrate
competence or mastery
• affiliation: a need for love, belonging and relatedness
• power: a need for control over one’s own work or the
work of others

31. Cont.
 Achievement motivation – a need to
accomplish and demonstrate competence or
mastery. It pertains to a person’s need for
significant success, mastering of skills, control
or high standards. It is associated with a range of
actions. Individual seek achievement, attainment
of challenging (and also realistic) goals, and
advancement in the school or job.

32. Cont.
Affiliation motivation – a need for love, belonging
and relatedness. These people have a strong need for
friendships and want to belong within a social group,
need to be liked and held in popular regard. They are
team players, and they may be less effective in
leadership positions. High-need-for-affiliation persons
have support from those with whom they have regular
contact and mostly are involved in warm interpersonal
relationships.

33. Cont.
 Authority/power motivation – a need to control
over one’s own work or the work of others.
These persons are authority motivated. There is a
strong need to lead and to succeed in their ideas.
It is also needed to increase personal status and
prestige. This person would like to control and
influence others.

34. Vroom's expectancy theory
 The expectancy theory places an emphasis on the process
and on the content of motivation as well, and it integrates
needs, equity and reinforcement theories.
 Victor Vroom's (1964) expectancy theory aims to explain
how people choose from the available actions. Vroom
defines motivation as a process that governs our choices
among alternative forms of voluntary behaviour. The basic
rationale of this theory is that motivation stems from the
belief that decisions will have their desired outcomes.
 The motivation to engage in an activity is determined by
appraising three factors.

35. Cont.
 Expectancy – a person’s belief that more effort
will result in success. If you work harder, it will
result in better performance.
 Instrumentality – the person’s belief that there is
a connection between activity and goal. If you
perform well, you will get reward.
 Valence – the degree to which a person values
the reward, the results of success.

36. Stacy Adams' equity theory
 The equity theory states that people are motivated if they are
treated equitably, and receive what they consider fair for
their effort and costs.
 The theory was suggested by Adams (1965) and is based on
Social Exchange theory.
 According to this theory, people compare their contribution
to work, costs of their actions and the benefits that will result
to the contribution and benefits of the reference person. If
people perceive that the ratio of their inputs-outputs to the
ratio of referent other's input-output is inequitable, then they
will be motivated to reduce the inequity.

37. Cont.