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DR. TANUSHREE CHAKRABORTY
MOTIVATION
Faculty at International School of Business and MediaKolkata Campus. EN 22, Sector V. Salt Lake City.
Kolkata 700 091
MOTIVATION IS THE EXTENT TO WHICH PERSISTENT EFFORT IS DIRECTED TOWARD A GOAL.
THE WILLINGNESS TO EXERT HIGH LEVELS OF EFFORT IN
ORDER TO ACHIEVE AN OBJECTIVE
How do we define?
Basic Characteristics
Effort. This refers to the strength of a person's work-related behaviour.
Persistence. This refers to the persistence that individuals exhibit in applying effort to their work tasks.
Direction. This refers to the quality of a person's work related behaviour.
Goals. This refers to the ends towards which employees direct their effort.
Extrinsic and Intrinsic Motivation
Intrinsic motivation stems from the direct relationship between the worker and the task and it is usually self-applied.
Extrinsic motivation stems from the work environment external to the task and it is usually applied by someone other than the person being motivated.
Extrinsic and Intrinsic Motivation
Performance can be defined as the extent to which an organizational member contributes to achieving the objectives of the organization
Influenced by- General Cognitive Ability Emotional Intelligence
Theories of Motivation
Types of Theories
Need theories are concerned with “what” motivates workers (needs and their associated incentives or goals).
Process theories are concerned with exactly “how” various factors motivate people.
Need theories and process theories are complementary rather than contradictory.
Maslow's Hierarchy of Needs
Maslow’s Theory
Everybody has a set of needs that need to be gratified.
Starts with the most basic needs known as deficiency needs
Once the needs on one level have been gratified they can move on to the next level of needs.
The ultimate gratification of all the levels lead to self- actualization
Hygiene Factors Motivators
Quality of supervision
PayCompany PoliciesPhysical Working
ConditionsRelations with othersJob Security
Promotional Opportunities
Personal GrowthRecognitionResponsibilityAchievement
Herzberg’s Two Factor Theory
Vroom’s Expectancy Theory Outcomes are the consequences that may follow certain work
behaviours. First-level outcomes are of interest to the organization, such as productivity. Second-level outcomes are consequences of first-level outcomes and of interest to individual workers, such as pay.
Instrumentality is the probability that a particular first-level outcome (such as high productivity) will be followed by a particular second-level outcome (such as pay).
Valence is the expected value of outcomes; the extent to which they are attractive or unattractive to the individual. The valence of a first-level outcome depends on the extent to which it leads to favourable second-level outcomes.
Expectancy is the probability that a particular first-level outcome can be achieved.
Force is the effort directed toward a first-level outcome and is the end product of the other components of the theory
Alderfer’s ERG Theory
Existence Needs: physiological and safety needs (such as hunger, thirst and sex). The first two levels of Maslow.
Relatedness Needs: social and external esteem (involvement with family, friends, co-workers and employers). The third and fourth levels of Maslow.
Growth Needs: internal esteem and self actualization (the desire to be creative, productive and to complete meaningful tasks). Maslow's fourth and fifth levels.
CONTEMPORARY THEORIES
ADAM’S EQUITY THEORYAs per the equity theory of J. Stacey Adams, people are motivated by their beliefs about the reward structure as being fair or unfair, relative to the inputs.
People have a tendency to use subjective judgment to balance the outcomes and inputs in the relationship for comparisons between different individuals.
Cognitive Evaluation Theory Internal rewards results into motivation. Even after the stoppage of external stimulus,
internal stimulus survives. It relates to the pay structure in the organization.Instead of treating external factors like pay,
incentives, promotion etc and internal factors like interests, drives, responsibility etc, separately, they should be treated more important.
The cognition is to be such that even when external motivators are not there the internal motivation continues. However, practically extrinsic rewards are given much more weightage.
Goal Setting Theory of Edwin Locke :
Tasks should be specific and pronounced
Clear goals leads to better orientation
Higher goals brings higher performance
Self efficacy is emphasized
REINFORCEMENT THEORY
•Proper environmental design.
•Emphasizes on external agents in controlling motivation
•Punishments should frustrate and demotivate
•Internal environment not so important
EQUITY THEORY
Methods for influencing behavior & motivating employee
There are 3 important methods
Motivation inaction
Job Design
Alternative Work Arrangements
Motivation in Action MBO Pay for performance Merit raises Sport rewards Skill-based pay Recognition awards Empower employees Goal setting (MBO) Positive reinforcement Lifelong learning
How to Motivate?
Pay for Performance Using Spot Awards Using Merit Pay Using Skill-Based Pay Using Recognition Using Recognition Using Goal-Setting Methods Using Positive Reinforcement Using Lifelong Learning
Motivation and The Psychological Contract
The extent to which employee expectations of what the organization will give them and what they owe the organization in return matches the organization's expectations of what it will give and receive.
Assuming there is agreement on these expectations, the specific nature of what is exchanged (effort for pay)
Motivation and Job Design
Job Design Job Simplification Job Rotation and Job Enlargement Job Enrichment Job Characteristics Model Core Characteristics of Job Characteristics
Model Alternative Work Arrangements
THANK YOU