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8/7/2019 motivation final ppt - Copy
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By- Manu Kanoongo..
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INTRODUCTION
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What Is MOTIVATION?
Direction
PersistenceIntensity
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BAS IC CONCEPT OF MOTIV ATION
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Nature or characteristics
� Energetic force.
� An internal feeling.
� Goal directed behavior.
Either positive or negative.
� Process oriented.
� Individual phenomenon.
� Motivation can ³escape´ over time.
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THEORIE S OF MOTIV ATION �Maslow¶s Theory
�Herzberg¶s Theory
�Theory of X and Y�ERG Theory
�Vroom¶s Expectancy Theory
�Equity Theory
�Goal Setting Theory�MC Clellands
�Reinforcement Theory
�Drive Theory
�16 Basic Needs
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MASLOW·S THEORY
� It is also called as ³Needs Hierarchy Theory´ suggested by
Abraham Maslow
�This model explains human behavior in a dynamic and realistic
manner.
� Out of five needs, first three at the bottom are known as
³deficiency needs´ needed for existence.
� The top two are ³growth needs´ related to growth and
development.
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Maslow·s Hierarchy
Physiological
Safety
Social
Esteem
Self
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�This theory was proposed by psychologist Frederic Herzberg.
�It is the extension of Maslow¶s theory of needs hierarchy.
�It sometimes also called motivation-hygiene theory.
�It¶s two factors are :-
1.Motivational factors
2.Hygeine or Maintenance factors
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Motivational factors
� These factors are related directly to the job itself.
� The presence of such factors creates a highly motivatingsituation, but their absence does not cause dissatisfaction.
� He mentioned six motivational factors as:
� 1.Achievement 2.Recognition
3.Work itself 4.Responsibility5.Advancement 6.Growth
� People always respond positively with the presence of suchfactors.
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Hygiene factors
Herzberg gave 10 hygiene factors. They are as follows:
1.Company policy and administration
2.Supervision
3.Relationship with supervisor
4.Work Conditions
5.Salary
6.Relationship with colleagues
7.Personal life
8.Relationship with subordinates
9.Status
10.Security
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THEORY X AND
THEORY Y- D. McGregor Theory X
�The traditional view of direction and control.
�Behind every managerial decision or action are
assumptions about human nature and humanbehavior.
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Assumptions
1. The average human being has an inherent dislike of work and
will avoid it if he can.
2. Because of this human characteristic of dislike of work, most
people must be coerced, controlled, directed, threatened with
punishment to get them to put forth adequate effort toward the
achievement of organizational objectives.
3. The average human being prefers to be directed, wishes toavoid responsibility, has relatively little ambition, wants security
above all.
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Assumptions1.The expenditure of physical and mental effort in work is asnatural as play or rest.
2. External control and the threat of punishment are not the only
means for bringing about effort toward organizational objectives.
Theory Y
The integration of individual and organizational needs.
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3.Commitment to objectives is a function of the rewards
associated with their achievement.
4. The average human being learns, under proper conditions, not
only to accept but to seek responsibility.
5. The capacity to exercise a relatively high degree of imagination,
ingenuity and creatively in the solution of organizational
problems is widely, not narrowly, distributed in the population.
6. Under the conditions of modern industrial life, the intellectual
potentialities of the average human being are only partially
utilized.
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Comparison
� The central principle which derives from Theory X is that of
direction and control through exercise of authority.
� The central principle which derives from Theory Y is that of
integration; the creation of conditions such that the members of
the organization can achieve their own goals best by directing
their efforts toward the success of the enterprise.
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ERG theory was developed by organizational behavior scholar Clayton
Alderfer.
ERG theory groups human needs into three broad categories:
Existence: It is concerned with providing our basic material existence
requirements
,such as the need for food, shelter, and safe working conditions.
Relatedness: Include a person¶s need to interact with other people, receivepublic
recognition, and feel secure around people (i.e., interpersonal safety).
Growth: It consist of a person¶s self-esteem through personal achievement
as well as the concept of self-actualization presented in Maslow¶s model.
ERG THEORY
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ERG Model
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Expectancy theory or Instrumentality theory or Path-Goal theory or VIE theory
is about the mental processes regarding choice, or choosing.
It explains the processes that an individual undergoes to make choices.
Expectancy theory predicts that employees in an organization will be motivated when
they believe that:
�putting in more effort will yield better job performance
VROOM·S EXPENTANCY
THEORY
�better job performance will lead to organizational rewards
�these predicted organizational rewards are valued by the employee in
question
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Victor H. Vroom introduces four variables within the expectancy theory which
are:
first and second level (O)utcomes,
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(E)xpectancy: The belief that a particular level of effort will be followed by a
particular level of outcomes.
Expectancy can be restated as follows:Effort-to-performance (E P)
(I)nstrumentality: It is the relationship with first level outcomes and second
level outcomes.
Instrumentality can be stated as follows:
Performance-to-outcome (P O)
(V)alence: It is an individual preference for second level outcome.
Motivation = Expectancy * Instrumentality * Valence
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EQUITY THEORY
J.Stacy.AdamsEmployee makes comparisons of their job inputs (i.e., effort,
experience, education, competence, etc.) and outcomes (i.e.,
salary levels, raises, recognition) relative to those of others.
Employees strive for equity between themselves and other
workers.
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Relationship between a person¶s input and outcome in relation to
these of other persons , are of three types. Equity is represented
schematically as:Person¶s Outcomes > Other¶s outcomes
Person¶s Inputs Other¶s Inputs
Person¶s Outcomes < Other¶s outcomesPerson¶s Inputs Other¶s Inputs
Person¶s Outcomes = Other¶s outcomes
Person¶s Inputs Other¶s Inputs
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GOAL-SETTING THEORY
EDWIN-LOCKE
�Individuals have a drive to reach a clearly defined end state.
�A goal¶s efficiency is affected by three features:1. Proximity- time span
2. Level of difficulty
3. Specificity- description of the goal
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MC CLELLANDS THEORY
According to this theory an individual specific needs are acquired
over time and are shaped by one's life experiences.
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DIFFERENT W AYS OF ACHIEVING
MOTIV ATION
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ADV ANT AGE S OF MOTIV ATION
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Few examples of motivation
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Sony training program
� Sony¶s code of conduct.
� Targets new employees to senior
executives.
� Sony offers approximately 200 technical
courses for their personnel.
� Helps employees to fully demonstrate their abilities.
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Compensation system
� Sony has consistently initiated new
� evaluation and compensation systems
� with a forward-looking perspective.
� Work is reflected in compensation.
� This is based on the concept of � Contribution = Compensation (C = C).
� Periodic performance reviews by
managers.
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Various incentives
� Washington mutual, Inc- North America¶s seventh
largest bank, selected an incentive trip to the island of
Kauai in Haveli as the incentive reward for its topachievers.
� Employees were rewarded with a camping trip.
� The site was alive with areas to explore: a road house,
game room, a coffee house, tent, a tattoo parlor, and a
rebel alley featuring a selection of midway games.
� Classic rock music played throughout the meal.
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WHIRLPOOL
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Development of employees
� It offers a series of classroom and project opportunities
to learn ne skills in the area of innovation.
� It provides five levels of training to employees as part of
its ³leading the Whirlpool enterprise´ (LWE) training that
are targeted to the employee¶s management level
� Whirlpool Corporation has an educational
reimbursement program that is designed to reimburse
eligible U.S. employees for costs associated withobtaining undergraduate and graduate degrees. by
� Whirlpool Corporation offers the opportunity for
employees in the United States and Canada to earn an
associate or bachelor¶s degree on-site with no up-frontout-of- ocket ex ense.
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TH ANK Y OU!