1 Motivation. 2 Basic Concepts Motivation is the consequence of an interaction between the individual and the situation. People who are “motivated” exert

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Motivation

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Basic Concepts

• Motivation is the consequence of an interaction between the individual and the situation. People who are “motivated” exert a greater effort to perform than those who are ‘not motivated’.

• Motivation is the willingness to do something. It is conditioned by this action’s ability to satisfy some need for the individual

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Motivational processUnsatisfied need

Tension

Drives

Search behaviour

Goal achievement

Need satisfaction

Reduction of tension

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Definition

Motivation is a process which begins with a physiological or psychological need or deficiency which triggers behaviour or a drive that is aimed at a goal or an incentive.

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Types of Motives

• Primary Motives

• General Motives

• Secondary Motives

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Primary Motives

• Hunger

• Thirst

• Clothing

• Sleep

• Maternal concern

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General Motives

• Motives which can not be termed primary or secondary

• Primary needs try to reduce the tension or stimulation whereas the general need induces the individual to enhance the amount of stimulation.

• Also called stimulus motives-Love ,concern and affection.

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Secondary Motives

• Learned drives become secondary motives

• IncludesCuriosityManipulation

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Achievement drive

The desire of an individual to perform in terms of a particular standard of excellence or the desire to be successful in competitive situations.

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Specific characteristics of a high achiever

• Takes moderate risks.

• Prefers immediate feedback

• Derives satisfaction on the successful accomplishment of a task

• Has total concentration or preoccupation with the assigned task

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Theories of Motivation

Some important theories:Maslow’s Hierarchy of Needs TheoryMcclelland’s Achievement Motivation

TheoryHerzberg’s Motivation-Hygiene theoryExpectancy Theory

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Maslow’s Hierarchy of Needs Theory

Works on the assumption that the behaviour of individuals at a particular moment is usually determined by their strongest need.

Based on hypothesis that within every human being there exists a hierarchy of five needs.

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Maslow’s Hierarchy of Needs Theory(contd)

Five needs:1. Physiological : Basic needs of hunger, thirst, shelter, sex and

other body needs. 2. Safety: security and protection from physical and emotional

harm 3. Social: affection, belongingness, acceptance and friendship 4. Esteem: Need for both self esteem(self respect, autonomy and

achievement) and external esteem (status, recognition and attention) 5. Self-actualization the drive to become what one is capable of

becoming: includes growth, achieving one’s potential, self fulfillment.

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Mcclelland’s Achievement Motivation Theory

Based on recognition of three needs in work-place situations:

Need for achievement Need for affiliation Need for power

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Herzberg’s Motivation-Hygiene theory

Based on the conclusion that people have two different categories of needs:

• o Hygiene factors•o Motivating factors

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Expectancy Theory

This theory argues that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of the outcome to the individual. It includes three variables:

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Expectancy Theory

• 1. Attractiveness: the importance that the individual places on the potential outcome or reward that can be achieved on the job. This considers the unsatisfied needs of the individual.

• 2. Performance-reward linkage: the degree to which the individual believes that performing at a particular level will lead to the attainment of each job outcome

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Expectancy Theory

• 3. Effort –performance linkage: the perceived probability by the individual that exerting a given amount of effort will lead to performance.

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MBO approach to Motivation

• System of management that emphasizes on a particular set of goals that are tangible, verifiable and measurable.

• It is the method by which managers and employees jointly set goals for work performance and personal development, periodically evaluate the employee’s progress towards achieving these goals and integrating of individual, team, departmental and organizational goals.

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Management by Objective process

• Goal setting

• Subordinate participation

• Implementation

• Performance appraisal and feedback

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Motivation programmes for employees

Monetary Incentives

(Not so relevant for Government employees)

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Motivation programmes for employees

Non Financial Motivation Programmes

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Non Financial Motivation Programmes

• Employee recognition programmes• Employee involvement

programmes• Employee participation• Job enrichment and job excitement• Delegation

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Strategies for Motivating subordinates

Reward risk taking instead of risk avoiding

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How to convert risk avoiders into risk takers?

Teach people that intelligent errors are part of the cost of progress.

Use yourself as an example. Celebrate both successes and

setbacks. Encourage smart risks, not foolish

chances

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Reward creativity instead of mindless conformity

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How to create a climate to encourage new ideas?

• Tolerate failure

• Create a relaxed informal work environment

• Encourage competition

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• Reward decisive action instead of paralysis by analysis

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Helpful tips for taking effective decisions

• Write down the decision you have to make as clearly and simply as you can and set a deadline for making it

• If you need to further analyse alternatives, use the balance-sheet approach

• Obtain the best information you can within the time-limits.

• Take action, or reward those who do

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• Reward smart work instead of busy work

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How to convert actors into producers?

• Make sure to have the right person for the job

• Define each job’s limits.

• Beware of proceduritis

• If people have finished their work, let them go home

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Reward simplification instead of needless complication

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Reward quietly effective behaviour instead of squeaking joints

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How to encourage effective behaviour

• Seek quiet employees and resolve to spend time encouraging and rewarding them.

• Keep alert for squeaking joints and do not oil them

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Qualities of dependable employees

They are rarely, if ever, absent. They work well under pressure They consistently turn out high-quality work on

time They do not constantly pester others for advice and

guidance.

• They are so quiet and unassuming that one hardly knows they are there except for their good work.

They produce many more answers than problems.

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Reward working together instead of working against

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How to build good teams?

Create self managed work teams and ensure that:

Each team is assigned a significant piece of workWork environment is arranged to foster plenty of

communication and interaction between members of the team

Jobs should be made interdependent

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Remember

Six important words are “ I admit I made a mistake”

Five important words are” You did a good job” Four important words are “ What is your

opinion?” Three important words are “Let’s work

together.” Two most important words are “ Thank you” Single most important word is ”WE”.

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Thank you

Be a good motivator

Documents

1 Motivation. 2 Basic Concepts Motivation is the consequence of an interaction between the individual and the situation. People who are “motivated” exert