WHAT IS MOTIVATION?

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. Motivation concerns those dynamic processes which produce a goal-directed behaviour. This process always begins with the individual feeling certain needs.

NEEDS(motives)

Accomplishment of goals and needreduction

Interpretation of goals/incentives according to ones perception

Goal-director behaviour

INDIVIDUALS DIFFER IN THEIR MOTIVES SOMETIMES THE INDIVIDUAL IS HIMSELF UNAWAREOF HIS MOTIVES. MOTIVES CHANGE MOTIVES ARE EXPRESSED DIFFERENTLY MOTIVES ARE COMPLEX MULTIPLE MOTIVES MAKES CHOICE MAKING DIFFICULT.

 Increased efficiency and output Achievement of goals Development of friendly relationships Stability in workforce Productive use of resources

IMPORTANCE: UNIVERSAL REWARD SIMPLE Attracts employees People feel strongly about it

Motivational Theories

Content

Process

Reinforcement Skinners Behavioral Modification

Maslows Need Hierarchy

Alderfers ERG

Herzbergs Two Factor

Victor Vrooms Expectancy

McClellands Achievement

Adams Equity

Maslows Need Hierarchy Theory

Abraham Harold Maslow (April 1, 1908 June 8, 1970) was an American professor of psychology at Brandeis University, Brooklyn College, New School for Social Research and Columbia
University who created Maslow's hierarchy of needs. He stressed the importance of focusing on the positive qualities in people, as opposed to treating them as a 'bag of symptoms.

Assumptions of AM
Behavior of a person is based on his needs Satisfied need can no longer motivate a person There are a hierarchy of needs in an individual A person moves to a higher need only when the lower level need is satisfied

Maslows need hierarchy theory

Self actualization Basic Physiological need Safety or Security need Belonging and affiliation need Esteem needs

Basic Physiological need

These are primary needs of a person. It includes hunger, thirst, sleep etc. Basic salary and good working condition can satisfy these needs.

Safety or Security need

It is a need for safety and security from physical and emotional danger or harm. These can be satisfied by providing job security, stable income and pension

Belonging or Affiliation need

It is a need for love, affection ,acceptance, friendship, belongingness etc.

Esteem Needs
These are the needs for self respect, anatomy status, recognition and attention

Self Actualization
It is the need to become what he can become in his life. It is the desire to become what a person is capable of becoming

Alderfers ERG Theory

To bring Maslows need hierarchy theory of motivation in synchronization with empirical research, Clayton Alderfer redefined it in his own terms. His rework is called as ERG theory of motivation.

Hygiene factors are based on the need for a business to avoid unpleasantness at work. If these factors are considered inadequate by employees, then they can cause dissatisfaction with work. Hygiene factors include:
- Company policy and administration

- Feelings of job security

- Wages, salaries and other financial remuneration

- Working conditions

- Quality of supervision - Quality of inter-personal relations

Motivator factors are based on an individual's need for personal growth. When they exist, motivator factors actively create job satisfaction. If they are effective, then they can motivate an individual to achieve above-average performance and effort. Motivator factors include:
Status
Sense of personal achievement & personal growth in a job

Opportunity for advancement

Challenging / stimulating work

Gaining recognition

Responsibility

Herzberg analysed the job attitudes of 200 accountants and engineers who were asked to recall when they had felt positive or negative at work and the reasons why.

Mc Clellands Need Theory

Three basic types of motivational needs 1. Need for power 2. Need for affiliation 3. Need for achievement

Need for
Always looking for higher positions in their company Want more influence and control on people They are good conversationalists Argumentative, forceful, outspoken and demanding.

Need for

Derive pleasure from being loved Like to maintain social relations Enjoy sense of understanding and intimacy Very friendly and love to console friends in need

Need for
Intense desire for success Want to be challenged Always take the realistic approach Relentless, work long hours and like to run their own show

Applicability
Businessmen and managers have a very high need for achievement and power, but a very low need for affiliation. This is most extreme in small businesses which are hoping to be big

INTRODUCTION
The theory of Expectancy was proposed by Victor Vroom in 1964 of Yale School of Management. The theory states that the intensity of a tendency to perform in a particular manner is dependent on the intensity of an expectation that the performance will generate a definite outcome and its appeal to the individual.

 Expectancy: Effort Performance (EP) Instrumentality: Performance Outcome (PO) Valence- V(R)

ADAMS THEORY
This theory is based on the thesis that a major factor in job satisfaction, performance, and satisfaction is DISTRIBUTIVE JUSTICE i.e. the individuals evaluation of the equity or fairness of the reward he or she is receiving.

 People compare what they are being paid for their efforts with what others in similar situations receive for theirs. When people feel there that inequity exists, a state of tension develops within them. For managers, equity theory has several implications, the most important of which is that, for many individuals, rewards must be perceived as fair in order to be motivating.

 Proposed by BF Skinner As per the theory Individual's behaviour is a function of its consequences It focusses on what happens to an individual when he takes some action

McGregor Theory X & Theory Y

Mcgregor developed two theories of human behaviour at work : theory X & theory Y. He did not imply that workers would be one type or the other. Rather, he saw the two theories as two extremes - with a whole spectrum of possible behaviours in between.

THEORY X
Theory X workers could be described as follows: Individuals who dislike work and avoid it where possible Individuals who lack ambition, dislike responsibility and prefer to be led Individuals who desire security The management implications for Theory X workers were that, to achieve organisational objectives, a business would need to impose a management system of coercion, control and punishment

THEORY Y
Consider effort at work as just like rest or play Ordinary people who do not dislike work. Depending on the working conditions, work could be considered a source of satisfaction or punishment Individuals who seek responsibility (if they are motivated) The management implications for Theory X workers are that, to achieve organisational objectives, rewards of varying kinds are likely to be the most popular motivator. The challenge for management with Theory Y workers is to create a working environment (or culture) where workers can show and develop their creativity.

System Perspective

Factors of System perspective of Motivation

The Individual

The Organization
Job Characteristics Exogenous Variables

Job enrichment

 Mostly related to herzbergs theory Challenge, achievement, recognition and responsibility are the main driving factors Main idea is to make the job more satisfying

Divided into 2 parts

Job enlargement

Job enrichment

Job enlargement
Refers to spreading out peoples work. Makes the job more varied by giving them related work but not increasing their responsibility

Job enrichment
Tries to increase the job challenges and sense of achievement. Wants the work place and the work to be a place to be.

Limitations
Technology

Need of job enrichment

Apply mainly to low skilled jobs

Making it effective
Understanding what people want (employees) Low skilled jobs should have money incentive's Giving employees a bigger picture Show people their importance feedback

How to Motivate