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8/8/2019 38627633 Motivation Ppt
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MOTIVATION
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MEANING OF MOTIVATION
Motivation refers to way in which urges,
desires, aspirations, needs of individuals
direct, control or explain his behaviour.Motivation tries to find to something inside
or outside a person which propels him to do
or not to something. Motivation is getting
people do what you want them to dobecause they want to do it.
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Definition of Motivation
Motivation - the process of arousing and
sustaining goal-directed behavior
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NATURE OF MOTIVATION
Motivation
The set of forces that cause people to behave incertain ways.
The goal of managers is to maximize desiredbehaviors and minimize undesirable behaviors.
The Importance of Motivation in the Workplace
Determinants of Individual Performance
Motivationthe desire to do the job. Abilitythe capability to do the job.
Work environmentthe resources needed to do thejob.
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TYPES OF MOTIVATION
Positive Motivation: It is based on rewards.
The workers are offered incentives for
achieving the desired goals. The incentives
can be in the shape of more pay, promotion,recognition of work etc.
Negative Motivation: It is based on force or
fear. Fear causes employees to act in a
certain way. In case, they do not act
accordingly they may be punished with
demotions or layoffs.
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TECHNIQUES TO INCREASE
MOTIVATION Financial Motivators:
Financial motivators may be in the form of:
More wages and salaries
Bonuses
Profit sharing
Leave with pay
Medical reimbursements
Company paid insurance or
Any of the other thing that may be given to employees for
performance.
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Non Financial Motivators:
Non financial motivators may be in the form of:
Recognition Participation
Status
Competition
Job Enrichment
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THEORIES OFMOTIVATION
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Maslows Hierarchy of Needs
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McGregors Assumptions
About People Based on Theory X
Naturally indolent (lazy)
Lack ambition, dislike
responsibility, and prefer to be
led Inherently self-centered and
indifferent to organizational
needs
Naturally resistant to change
Gullible, not bright, ready dupes
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McGregors Assumptions
About People Based on Theory Y
Experiences in organizations result in passiveand resistant behaviors; they are not inherent
Motivation, development potential, capacity
for assuming responsibility, readiness todirect behavior toward organizational goalsare present in people
Managements taskarrange conditions and
operational methods so people can achievetheir own goals by directing efforts toorganizational goals
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ERG Theory (Clayton Alderfer)
Core Needs
Existence: provisionofbasic materialrequirements.
Relatedness:desireforrelationships.
Growth:desireforpersonal development.
Core Needs
Existence: provisionofbasic materialrequirements.
Relatedness:desireforrelationships.
Growth:desireforpersonal development.
Concepts:
Morethanoneneedcan
beoperative atthesametime.
Ifa higher-level needcannot befulfilled,thedesiretosatisfy a lower-level need increases.
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McClellands Need Theory:
Need for Affiliation
NeedforAffiliation- a
manifest (easily
perceived) need that
concerns an
individuals need to
establish and maintain
warm, close, intimaterelationships with
other people
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McClellands Need Theory:
Need for Power
NeedforPower- amanifest (easilyperceived) need that
concerns anindividuals need tomake an impact onothers, influenceothers, change peopleor events, and make adifference in life
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McClellands Need Theory:
Need for Achievement
NeedforAchievement
- a manifest (easily
perceived) need that
concerns individualsissues of excellence,
competition, challenging
goals, persistence, and
overcoming difficulties
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Herzbergs Two-Factor Theory
Hygiene Factor- work condition related to
dissatisfaction caused by discomfort or pain
maintenance factor
contributes to employees feeling not dissatisfied contributes to absence of complaints
Motivation Factor- work condition related to the
satisfaction of the need for psychological growth
job enrichment
leads to superior performance & effort
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Motivation-Hygiene Theory of
Motivation
Hygiene factors avoid
job dissatisfaction
Company policy &
administration
Supervision
Interpersonal relations Working conditions
Salary
Status
Security
Motivation-Hygiene Theory of
Motivation
Achievement
Achievement recognition
Work itself
Responsibility Advancement
Growth
Salary?
Motivation factorsincrease job satisfaction
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Equity Theory
People are motivated to seek social equity in the
rewards they receive for performance.
Equity is an individuals belief that the treatment
he or she receives is fair relative to the treatment
received by others.
Individuals view the value of rewards (outcomes)
and inputs of effort as ratios and make subjective
comparisons of themselves to other people:
Outcomes (self)
Inputs (self)=
Outcomes (other)
Inputs (other)
Outcomes (self)
Inputs (self)=
Outcomes (other)
Inputs (other)
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Motivational Theory of Social
Exchange
Negative Outcomes < Outcomes
Inequity Inputs Inputs
Positive Outcomes > Outcomes
Inequity Inputs Inputs
Person Comparison
other
Equity Outcomes = Outcomes
Inputs Inputs
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Strategies for Resolution of Inequity
Alter the persons outcomes
Alter the persons inputs
Alter the comparison others outputs
Alter the comparison others inputs
Change who is used as a comparison other
Rationalize the inequity
Leave the organizational situation
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Expectancy Theory of Motivation:
Key Constructs
Valence- value or importance placed on a
particular reward
Expectancy- belief that effort leads toperformance
Instrumentality- belief that performance is
related to rewards
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Expectancy Model of Motivation
Effort Performance Reward
Perceived
performance -
reward probability
Perceived effort -
performance
probability
Perceived
value of reward
If I work hard,
will I get the job
done?
What rewards
will I get when
the job is well
done?
What rewards
do I value?
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Porter-Lawler Extension of
Expectancy Theory
Assumptions:
If performance in an organization results in equitable
and fair rewards, people will be more satisfied.
High performance can lead to rewards and highsatisfaction.
Types of rewards:
Extrinsic rewardsoutcomes set and awarded by
external parties (e.g., pay and promotions). Intrinsic rewardsoutcomes that are internal to the
individual (e.g., self-esteem and feelings of
accomplishment).
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Porter-Lawler Extension of
Expectancy Theory
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Assumptions
Behavior is a result of conscious goals and intentions.
Setting goals influences the behavior of people in
organizations. Characteristics of Goals
Goal difficulty
Extent to which a goal is challenging and requires
effort.
People work harder to achieve more difficult goals.
Goals should be difficult but attainable.
Goal-Setting Theory
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Characteristics of Goals (contd)
Goal specificity
Clarity and precision of thegoal.
Goals vary in their ability to
be
stated specifically.
Acceptance The extent to which persons
accept a goal as their own.
Commitment
The extent to which an
individual is
personally interested in
reaching a goal.
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Reinforcement Theory
Reinforcement Theory
The role of rewards as they cause behavior to
change or remain the same over time.
Assumes that: Behavior that results in
rewarding consequences
is likely to be repeated,
whereas behavior thatresults in punishing
consequences is less likely
to be repeated.