MOTIVATIONMOTIVATION

PRESENTED BY PRESENTED BY

TARUN KUMARTARUN KUMAR

36-MBA-0636-MBA-06

BIBLIOGRAPHYBIBLIOGRAPHY

ESSENTIALS OF MANAGEMENT ESSENTIALS OF MANAGEMENT Harold Koontz&Harold Koontz& heinz weihrich heinz weihrich (Page no 266-283) (Page no 266-283) PRINCIPLE AND PRACTICE OF MANAGEMENTPRINCIPLE AND PRACTICE OF MANAGEMENT L.M PrasadL.M Prasad (Page no 442-488)(Page no 442-488)PRINCIPLES OF MANAGEMENTPRINCIPLES OF MANAGEMENT Terry FranklinTerry Franklin (Page no 297-321)(Page no 297-321)ORGANISATIONAL BEHAVIORORGANISATIONAL BEHAVIOR Stephen p.robbins&Stephen p.robbins& Seema sanghiSeema sanghi (Page no 162-184) (Page no 162-184)

REFERENCESREFERENCES

www.google.comwww.google.comwww.wikipedia.comwww.wikipedia.com

CONTENTSCONTENTS

DEFINITIONSDEFINITIONSNEED OF MOTIVATIONNEED OF MOTIVATIONTHEORIES OF MOTIVATIONTHEORIES OF MOTIVATIONWHAT DO EMPLOYEES WANT?WHAT DO EMPLOYEES WANT?CORPORATE EXAMPLESCORPORATE EXAMPLES

The term motivation has many The term motivation has many definitions as the word definitions as the word

managementmanagementMotivation means a process of Motivation means a process of

stimulating people to action to stimulating people to action to accomplish desired goals. (William accomplish desired goals. (William G.Scot)G.Scot)

It may be defined as state of indiviual’s It may be defined as state of indiviual’s perspective which represents his or perspective which represents his or her propensity to exert effort towards her propensity to exert effort towards some particular behavior.(Gibson)some particular behavior.(Gibson)

It refers to the expediture of effort It refers to the expediture of effort towards a goal. (Dubrin)towards a goal. (Dubrin)

It refers to goal directed It refers to goal directed behavior.goal directed behavior is behavior.goal directed behavior is characterised by the process of characterised by the process of selecting and certain actions among selecting and certain actions among voluntary activities to achieve goals.voluntary activities to achieve goals.(Chung)(Chung)

IMPORTANCE OF MOTIVATIONIMPORTANCE OF MOTIVATION

High performance levelHigh performance levelLow employee turnover and Low employee turnover and

absenteeismabsenteeismAcceptance of organisational Acceptance of organisational

changeschanges

EARLY THEORIES OF EARLY THEORIES OF MOTIVATIONMOTIVATION

Maslow’s Need Hierarchy theoryMaslow’s Need Hierarchy theoryTheory X and Theory YTheory X and Theory YTwo factor TheoryTwo factor TheoryERG TheoryERG TheoryMaClelland’s Theory of NeedsMaClelland’s Theory of NeedsGoal setting TheoryGoal setting TheoryEquity theoryEquity theoryVroom’s Valence Expectancy Theory Vroom’s Valence Expectancy Theory

HIERARCHY OF NEEDS HIERARCHY OF NEEDS THEORYTHEORY

self self

actualizationactualization

EsteemEsteem

SocialSocial

SafetySafety

Physiological Physiological

THEORY X AND THEORY YTHEORY X AND THEORY Y

Under theory X,four assumptions held by Under theory X,four assumptions held by managers are:managers are:

1 Employees inherently dislike work 1 Employees inherently dislike work and ,whenever possible .and ,whenever possible .

2 Since employees dislike work, they must 2 Since employees dislike work, they must be controlled or threatened with be controlled or threatened with punishment to achieve goal.punishment to achieve goal.

3 employees will avoid responsibilities and 3 employees will avoid responsibilities and seek formal direction whenever possible.seek formal direction whenever possible.

4 most workers place security above all 4 most workers place security above all other factors associated with work and will other factors associated with work and will display little ambition. display little ambition.

ASSUMPTIONS OF THEORY YASSUMPTIONS OF THEORY Y

1 Employees can view work as being as 1 Employees can view work as being as natural as rest or play.natural as rest or play.

2 People will exercise self-direction and self-2 People will exercise self-direction and self-control if they are commited to the control if they are commited to the objectives.objectives.

3 The average person can learn to 3 The average person can learn to accept ,even seek,responsibility.accept ,even seek,responsibility.

4 The ability to make innovative is widely 4 The ability to make innovative is widely dispersed throughout the population and is dispersed throughout the population and is not necessarily the sole province of htose not necessarily the sole province of htose in management positions. in management positions.

TWO FACTOR THEORYTWO FACTOR THEORY(MOTIVATION-HYGIENE THEORY(MOTIVATION-HYGIENE THEORY))

MOTIVATORMOTIVATOR AchievementAchievement RecognitionRecognition Work itselfWork itself ResponsibilityResponsibility AdvancementAdvancement GrowthGrowth HYGIENE FACTORHYGIENE FACTOR Company policyCompany policy SupervisionSupervision Work conditionWork condition SalarySalary Personal lifePersonal life Relationship with subordinatesRelationship with subordinates StatusStatus SecuritySecurity

CONTRASTING VIEWS OF CONTRASTING VIEWS OF SATISFACTION & SATISFACTION & DISSATISFACTIONDISSATISFACTION

TRADITIONAL VIEWTRADITIONAL VIEW

Satisfaction dissatisfactionSatisfaction dissatisfaction

HERTZBERG’SVIEWHERTZBERG’SVIEW

MotivatorsMotivators

Satisfaction No satisfactionSatisfaction No satisfaction

Hygiene factorHygiene factor

No satisfaction dissatisfactionNo satisfaction dissatisfaction

ERG THEORYERG THEORY

Existence needsExistence needsRelatedness needsRelatedness needsGrowth needsGrowth needs

MCCLELLAND’S THEORY OF MCCLELLAND’S THEORY OF NEEDSNEEDS

Need for achievementNeed for achievementNeed for powerNeed for powerNeed for affiliationNeed for affiliation

GOAL SETTING THEORYGOAL SETTING THEORY

VROOM’S EXPECTANCY VROOM’S EXPECTANCY THEORYTHEORY

Effort-Performance RelationshipEffort-Performance RelationshipPerformance-Reward RelationshipPerformance-Reward RelationshipRewards-Personal goal RelationshipRewards-Personal goal Relationship

CORPORATE EXAMPLECORPORATE EXAMPLEABA BANKABA BANK

What do employees want?What do employees want?

*A learning activity and choice of *A learning activity and choice of assignmentassignment

*Flexible working hours and time offs*Flexible working hours and time offs

*personal praise *personal praise

*increased autonomy authority in their *increased autonomy authority in their jobjob

WHAT DO ORGANISATION DOWHAT DO ORGANISATION DO

Here is the list of companies that are perceived to follow a Here is the list of companies that are perceived to follow a certain type of reward strategy. Organisations work out a certain type of reward strategy. Organisations work out a strategy of combining intrinsic and extrinsic rewards for strategy of combining intrinsic and extrinsic rewards for individuals and teams.individuals and teams.

PAY BENEFITSPAY BENEFITSBasic pay pensions Basic pay pensions Annual bonuses perksAnnual bonuses perks*Bindustan lever *Hindustan petroleum*Bindustan lever *Hindustan petroleum*Pepsi *ICI*Pepsi *ICI*Citibank *Tata group*Citibank *Tata group*Lehmann brothers *ICICI bank *Lehmann brothers *ICICI bank *Infosys*Infosys*Mckinsey*Mckinsey

LEARNING&DEVELOPMENT WORK ENVIRONMENTLEARNING&DEVELOPMENT WORK ENVIRONMENT

Training on the job Organisation culture Training on the job Organisation culture

Performance management leadership Performance management leadership communication communication

*hindustan lever *taj group *hindustan lever *taj group

*pepsi *satyam*pepsi *satyam

*marico *ICICI bank*marico *ICICI bank

*ICICI bank *unilever*ICICI bank *unilever

*citi bank *mckinsey*citi bank *mckinsey

*smithKline*smithKline

CORPORATE EXAMPLECORPORATE EXAMPLEGENERAL ELECTRICGENERAL ELECTRIC

PARTICIPATIVE MANAGEMENT PARTICIPATIVE MANAGEMENT

THANKSTHANKSANY QUESTIONSANY QUESTIONS