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Motivation
- 1. MOTIVATION MAIBAM ROMESHKUMAR MEITEI DIMBARJIT KONSAM ORGANISATIONAL BEHAVIOUR Dr. W.C. Singh
- 2. Motivation Objective Physical and Mental energy Needs, wants, desire Inner burning passion
- 4. Approach to work motivation Intrinsic & Extrinsic Motivators Job Characteristics Theory Goal setting Theory Equity Theory
- 5. Content & Process • Rational Cognitive Process • Victor Vroom’s Expectancy Theory, Adams Equity Theory, etc Process Theory • Need Satisfaction • Maslow’s Hierarchy of needs theory, ERG Theory Content Theory
- 6. Motivation Theories Maslow, Abraham – “hierarchy of needs” Herzberg, Frederick – “two-factors” Alderfer, Clayton – “ERG Theory” McClelland, David – “achievement theory” McGregor, Douglas – “Theory X and Theory Y” Porter and Lawler Model of Motivation Vroom, Victor – “Expectancy Theory” 4
- 7. Self actualisation Esteem needs Social needs Safety needs Physiological needs Maslow Theory of Need Hierarchy
- 8. Analysis
- 11. McClelland’s Achievement Theory N-Ach set personal goals N-Affill concerned about relationships N-Pow influence and control others 8
- 13. McGregor’s Theory X and Theory Y • that people dislike work, • that people need control, • that motivation occurs through threats about job security Theory X Assumptions • that working is natural, • that work effort is related to employees wanting to meet objectives and goals, • that managers have faith in subordinates as people Theory Y Assumptions 9
Editor's Notes
- Many motivation theories have been established and identified through the decades that may be more related to how a company’s management philosophies can motivate employees as opposed to how one individual manager can influence an employee.
- Herzberg believed two factors explained motivation. Hygiene factors were situations such as fringe benefits or positive working conditions which, if absent, would result in employees being dissatisfied with their jobs. On the other hand, there were Motivators such as challenging work and a feeling of accomplishment which, if present, resulted in higher job satisfaction.
- McClelland believed that employees are motivated by three basic needs. The need for achievement meant that employees would set their own personal goals. They also had a need for affiliation which meant that they were concerned about interpersonal relationships. And finally, people have a power need which refers to the desire to influence and guide other people, in other words, taking on more responsibility in their jobs.
- McGregor identified two very distinct ways of motivating employees. If a manager assumes employees dislike working, they are motivated by threats and controlling behavior. If, however, employees believe that work is a natural part of life, they can be motivated by meeting goals and achieving higher levels of responsibility on their jobs.