Motivation Research Report 2009

8/6/2019 Motivation Research Report 2009

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INSITITUTE OF BUSINESS AND

TECHNOLOGY

BIZTEK

Submitted To:

Institute of Business and TechnologyGulshan Campus, Karachi

Submitted By:

MBA Ist semester

Fahad Abbas Bm-25078

Zohaib Abbas Bm-25081

Asad Mazher Bm-25065Ali Qasim Bm-25048

LETTER OF ACKNOWLEDGEMENT


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Dear Reader,

We would like to thank ALLAH Almighty, for finally making

our efforts worthwhile. We also like to thankDr Rahat Aalam

course instructor, method in business management research,

biztek, Karachi for her amiable support and guidance in

completing this report. It is due to her that, we had the

opportunity of learning how to carry out and conduct a research

report. This report about Motivation, this will help us in

enhancing research and creative skills in the practical scenario.

Sincerely,

Fahad AbbasZohaib Abbas

Asad Mazher

Ali Qasim

LETTER OF TRANSMITTAL


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Institute of Business and Technology

(Biztek)Gulshan-e-Iqbal,Karachi, Pakistan

To Whom It May Concern

Dear Sir,

Presented here is the report on Motivation as a part of the

requirement of the course research report M.B.A (semester One)

This report follows the guidelines given in the course outline

provided by biztek it has been reviewed and duly approved our

course instructor

The research report provides flaws present Motivation Factor

Your feedback is vital for the credibility and worthiness of this

research report. Please do not hesitate to contact us for anyadditional information or question.00923452837521

Thank You

Yours Truly

Fahad AbbasZohaib Abbas

Asad Mazher

Ali Qasim

TABEL OF CONTENT


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1.0 What is motivation ----------------------------01

1.1 Motivation Concept -----------------------02

1.2 Intrinsic & Extrinsic Motivation-----03-04

1.3 Seven Rules of motivation------------05-062.0 Marketing Research---------------------------07

3.1 Method of data collection----------------------08

3.2 Survey Result--------------------------------08

4.0 Motivation Theories------------------------11-154.1 Motivational Speech Techniques----------16

5.0 Herzberg`s Two Facter theory-----------17-205.1 Alderfer`s ERG theory----------------------20

6.0 Theory X Theory Y-------------------------21-23

7.0 Goal setting Theory-------------------------23-24

8.0 Expectancy theory--------------------------24-26

9.0 Equity Theory--------------------------------27-30

10.0 Reinforcement Theory--------------------31-32

11.0 Graphical Presentation-------------------33-34

12.0 Conclusion---------------------------------------

35

13.0 Recommendation------------------------------3614.0 Bibliography------------------------------------37

15.0 Questionnaire-------------------------------38-39


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Motivation is the set of reasons that determines one to engage in a

particular behavior. The term is generally used for human motivation but,

theoretically, it can be used to describe the causes for animal behavior as

well. human motivation. According to various theories, motivation maybe rooted in the basic need to minimize physical pain and maximize

pleasure, or it may include specific needs such as eating and resting, or a

desired object, hobby, goal, state of being, ideal, or it may be attributed to

less-apparent reasons such as altruism, morality, or avoiding mortality.

In Other Words

The Willingness to exert high levels of effort toward Organizational

goals, conditioned by the efforts ability to satisfy some individual need.

Basic Characteristics of Motivation

Effort. This refers to the strength of a person's work-related

behavior.

Persistence. This refers to the persistence that individuals exhibitin applying effort to their work tasks.

Direction. This refers to the quality of a person's work related

behavior.

Goals. This refers to the ends towards which employees direct their

effort.
http://en.wikipedia.org/wiki/Objective_(goal)http://en.wikipedia.org/wiki/Idealhttp://en.wikipedia.org/wiki/Altruismhttp://en.wikipedia.org/wiki/Moralityhttp://en.wikipedia.org/wiki/Deathhttp://en.wikipedia.org/wiki/Objective_(goal)http://en.wikipedia.org/wiki/Idealhttp://en.wikipedia.org/wiki/Altruismhttp://en.wikipedia.org/wiki/Moralityhttp://en.wikipedia.org/wiki/Death


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The Incentive Theory of Motivation

A reward, tangible or intangible, is presented after the occurrence of an

action (i.e. behavior) with the intent to cause the behavior to occur again.

This is done by associating positive meaning to the behavior. Studiesshow that if the person receives the reward immediately, the effect would

be greater, and decreases as duration lengthens. Repetitive action-reward

combination can cause the action to become habit. Motivation comes

from two things: you, and other people. There is extrinsic motivation,

which comes from others, and intrinsic motivation, which comes from

within you.

Rewards can also be organized as extrinsic or intrinsic. Extrinsic rewards

are external to the person; for example, praise or money. Intrinsic rewards

are internal to the person; for example, satisfaction or a feeling ofaccomplishment.

Some authors distinguish between two forms of intrinsic motivation: one

based on enjoyment, the other on obligation. In this context, obligation

refers to motivation based on what an individual thinks ought to be done.

For instance, a feeling of responsibility for a mission may lead to helping

others beyond what is easily observable, rewarded, or fun.
http://en.wikipedia.org/wiki/Reward_systemhttp://en.wikipedia.org/wiki/Association_(psychology)http://en.wikipedia.org/wiki/Habit_(psychology)http://en.wikipedia.org/wiki/Gratificationhttp://en.wikipedia.org/wiki/Enjoymenthttp://en.wikipedia.org/wiki/Obligationhttp://en.wikipedia.org/wiki/Reward_systemhttp://en.wikipedia.org/wiki/Association_(psychology)http://en.wikipedia.org/wiki/Habit_(psychology)http://en.wikipedia.org/wiki/Gratificationhttp://en.wikipedia.org/wiki/Enjoymenthttp://en.wikipedia.org/wiki/Obligation


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Intrinsic Motivation

Intrinsic Motivation: Stems from the direct relationship between the

worker and the task and it is usually self-applied.

Intrinsic motivation occurs when people engage in an activity, such

as a hobby, without obvious external incentives.

In knowledge-sharing communities and organizations, people often cite

altruistic reasons for their participation, including contributing to a

common good, a moral obligation to the group, mentorship or 'giving

back'. In workenvironments, money may provide a more powerful

extrinsic factor than the intrinsic motivation provided by an enjoyable

workplace.

In terms of sports, intrinsic motivation is the motivation that comes from

inside the performer. That is, the athlete competes for the love of the

sport.

Extrinsic M otivation

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 motivation comes from outside of the performer. Money is the

most obvious example, but coercion and threat of punishment are also

common extrinsic motivations.

In sports, the crowd may cheer the performer on, and this motivates him

or her to do well. Trophies are also extrinsic incentives. Competition is

often extrinsic because it encourages the performer to win and beat

others, not to enjoy the intrinsic rewards of the activity.

Social psychological research has indicated that extrinsic rewards can

lead to over justification and a subsequent reduction in intrinsic

motivation.

Self-control

The self-control of motivation is increasingly understood as a subset of

emotional intelligence; a person may be highly intelligent according to a

more conservative definition (as measured by many intelligence tests),yet unmotivated to dedicate this intelligence to certain tasks. Yale School
http://en.wikipedia.org/wiki/Hobbyhttp://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Moneyhttp://en.wikipedia.org/wiki/Coercionhttp://en.wikipedia.org/wiki/Overjustification_effecthttp://en.wikipedia.org/wiki/Emotional_intelligencehttp://en.wikipedia.org/wiki/Intelligence_testhttp://en.wikipedia.org/wiki/Yale_School_of_Managementhttp://en.wikipedia.org/wiki/Hobbyhttp://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Moneyhttp://en.wikipedia.org/wiki/Coercionhttp://en.wikipedia.org/wiki/Overjustification_effecthttp://en.wikipedia.org/wiki/Emotional_intelligencehttp://en.wikipedia.org/wiki/Intelligence_testhttp://en.wikipedia.org/wiki/Yale_School_of_Management


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of Management ProfessorVictor Vroom's "expectancy theory" provides

an account of when people will decide whether to exert self control to

pursue a particular goal.
http://en.wikipedia.org/wiki/Yale_School_of_Managementhttp://en.wikipedia.org/wiki/Victor_Vroomhttp://en.wikipedia.org/wiki/Expectancy_theoryhttp://en.wikipedia.org/wiki/Yale_School_of_Managementhttp://en.wikipedia.org/wiki/Victor_Vroomhttp://en.wikipedia.org/wiki/Expectancy_theory


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Rule #1 Set a major goal, but follows a path. The path has minigoals that go in many directions. When you learn to succeed at mini

goals, you will be motivated to challenge grand goals.

Rule #2 Finish what you start. A half finished project is of no useto anyone. Quitting is a habit. Develop the habit of finishing self-

motivated projects.

Rule # 3 Socialize with others of similar interest.Mutualsupport is motivating. We will develop the attitudes of our five best

friends. If they are losers, we will be a loser. If they are winners, we will

be a winner. To be a cowboy we must associate with cowboys

Rule #4 learns how to learn. Dependency on others for knowledgesupports the habit of procrastination. Man has the ability to learn without


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instructors. In fact, when we learn the art of self-education we will find, if

not create, opportunity to find success beyond our wildest dreams.

Rule #5 Harmonize natural talent with interest that

motivates. Natural talent creates motivation, motivation createspersistence and persistence gets the job done.

Rule #6 Increase knowledge of subjects that inspires.The

more we know about a subject, the more we want to learn about it. A self-propelled upward spiral develops.

Rule #7 Take risk. Failure and bouncing back are elements ofmotivation. Failure is a learning tool. No one has ever succeeded at

anything worthwhile without a string of failures.


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We collect Primary data by questionnaires by observing human behaviorinterest. We collect Secondary data from Internet, Newspaper, and

Books.

We conduct a survey to get or find the Motivation position in firms & and

employee conflicts against employer, or management.

We extracted from possessive survey is that the majority of people

demotivated because of lack of reward system and other opportunities.

We tried to find out the de motivation factor, what is the reason.

We find that employee want reward system, they want to completely full

fill their needs,Our survey result shows that we can easily solve this

problem due to follow of some special technique to managing human

behavior.

Employee Motivation Survey Design

An employee motivation survey is your first step towards employee

retention. Infosurv begins the process by designing a customized

employee motivation survey for your organization,.

Employee Motivation, including:

Overall satisfaction

Corporate culture

Supervisor relations

Training

Pay and benefits

Work environment

Communications


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Our standard employee motivation surveys are comprehensively designed

to identify and isolate key independent and dependent variables.

Independent Variables Dependent Variables

Supervisor relations Overall satisfactionPay & benefits Likelihood to recommend

Work environment Likelihood to stay

Corporate communications Employee loyalty

Our research shows that employee attitudes are a better predictor of

future employee behavior than past behavior. Our employee motivation

surveys are specifically designed to accurately measure attitudes that

affect real business metrics, like employee retention rates and turnover.

Employee Satisfaction Surveys Are Essential For Retention

An employee satisfaction survey is an invaluable tool that can measure

and analyze the satisfaction of employees.

Research shows that employee turnover costs companies big money

every year - as much as 25 - 200% of an employee's annual

compensation. By understanding the concerns of your employees through

tools such as employee satisfaction surveys, companies are better able to

implement policies and procedures that can improve retention. Long-term, employee surveys:

Increase the sense of commitment and loyalty of your employees

Save company money due to fewer turnovers

Increase employee morale

Gain employee trust

In addition to the above, research has shown that employee satisfaction

has a direct relationship to business revenue and customer loyalty.

Satisfied employees perform better at their jobs. Employees with poorattitudes can have a negative affect on their co-workers and their

customers.


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Employee satisfaction surveys are inexpensive, yet will generate results

that are worth many times your small investment. If you choose to do

your employee satisfaction survey online, you'll receive real-time results

in as little a few minutes upon implementation. Employee satisfaction

surveys can assess just about anything that relates to the workenvironment, including:

Overall satisfaction

Management/employee relations

Corporate culture

Career development

Compensation

Benefits

Recognition and rewards Working conditions

Training

Staffing levels

Safety concerns

Policies and procedures


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Maslow's hierarchy of needs

Need Theories

Maslow's hierarchy of needs is a theory inpsychology, proposed by

Abraham Maslow in his 1943 paperA Theory of Human Motivation,[2]

which he subsequently extended to include his observations of humans'

innate curiosity.
http://en.wikipedia.org/wiki/Psychologyhttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs#cite_note-multiple-1%23cite_note-multiple-1http://en.wikipedia.org/wiki/Psychologyhttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs#cite_note-multiple-1%23cite_note-multiple-1


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Maslows Theory

PHSIOLOGICALPHSIOLOGICALPHSIOLOGICALPHSIOLOGICALSAFETYSAFETYSAFETYSAFETY

SOCIALSOCIALSECURITYSECURITY

SOCIALSOCIALSECURITYSECURITY

SELF ESTEEMSELF ESTEEMSELF ESTEEMSELF ESTEEM

SELFSELFACTUALIZATIONACTUALIZATION

SELFSELFACTUALIZATIONACTUALIZATION


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Physiological needs

For the most part, physiological needs are obvious - they are the literal

requirements for human survival. If these requirements are not met (with

the exception ofsex), the human body simply cannot continue tofunction.

Physiological needs include:

Breathing

Homeostasis

Water

Sleep

Food

Excretion Sex

Safety needs

With their physical needs relatively satisfied, the individual's safety needs

take over and dominate their behavior. These needs have to do with

people's yearning for a predictable, orderly world in which injustice and

inconsistency are under control, the familiar frequent and the unfamiliar

rare. In the world of work, these safety needs manifest themselves in suchthings as a preference for job security, grievance procedures for

protecting the individual from unilateral authority, savings accounts,

insurance policies, and the like.

For the most part, physiological and safety needs are reasonably well

satisfied in the "First World." The obvious exceptions, of course, are

people outside the mainstream the poor and the disadvantaged. If

frustration has not led to apathy and weakness, such people still struggle

to satisfy the basic physiological and safety needs. They are primarilyconcerned with survival: obtaining adequate food, clothing, shelter, and

seeking justice from the dominant societal groups.

Safety and Security needs include:

Personal security

Financial security

Health and well-being

Safety net against accidents/illness and the adverse impacts
http://en.wikipedia.org/wiki/Basic_human_needshttp://en.wikipedia.org/wiki/Basic_human_needshttp://en.wikipedia.org/wiki/Sexhttp://en.wikipedia.org/wiki/Breathinghttp://en.wikipedia.org/wiki/Homeostasishttp://en.wikipedia.org/wiki/Waterhttp://en.wikipedia.org/wiki/Sleephttp://en.wikipedia.org/wiki/Foodhttp://en.wikipedia.org/wiki/Excretionhttp://en.wikipedia.org/wiki/Sexhttp://en.wikipedia.org/wiki/Basic_human_needshttp://en.wikipedia.org/wiki/Basic_human_needshttp://en.wikipedia.org/wiki/Sexhttp://en.wikipedia.org/wiki/Breathinghttp://en.wikipedia.org/wiki/Homeostasishttp://en.wikipedia.org/wiki/Waterhttp://en.wikipedia.org/wiki/Sleephttp://en.wikipedia.org/wiki/Foodhttp://en.wikipedia.org/wiki/Excretionhttp://en.wikipedia.org/wiki/Sex


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Social needs

After physiological and safety needs are fulfilled, the third layer of

human needs is social. This psychological aspect of Maslow's hierarchy

involves emotionally-based relationships in general, such as:

Friendship

Intimacy

Having a supportive and communicative family

Humans need to feel a sense of belonging and acceptance, whether it

comes from a large social group, such as clubs, office culture, religious

groups, professional organizations, sports teams, gangs ("Safety in

numbers"), or small social connections (family members, intimate

partners, mentors, close colleagues, confidants). They need to love and beloved (sexually and non-sexually) by others. In the absence of these

elements, many people become susceptible to loneliness, social anxiety,

and Clinical depression. This need for belonging can often overcome the

physiological and security needs, depending on the strength of the peer

pressure; an anorexic, for example, ignores the need to eat and the

security of health for a feeling of control and belonging.

Esteem

All humans have a need to be respected, to have self-esteem, self-respect,

and to respect. Also known as the belonging need, esteem presents the

normal human desire to be accepted and valued by others. People need to

engage themselves to gain recognition and have an activity or activities

that give the person a sense of contribution, to feel accepted and self-

valued, be it in a profession or hobby. Imbalances at this level can result

in low self-esteem or an inferiority complex. People with low self-esteem

need respect from others. They may seek fame or glory, which again

depends on others. It may be noted, however, that many people with lowself-esteem will not be able to improve their view of themselves simply

by receiving fame, respect, and glory externally, but must first accept

themselves internally. Psychological imbalances such as depression can

also prevent one from obtaining self-esteem on both levels.
http://en.wikipedia.org/wiki/Friendshiphttp://en.wikipedia.org/wiki/Intimacyhttp://en.wikipedia.org/wiki/Familyhttp://en.wikipedia.org/wiki/Religionhttp://en.wikipedia.org/wiki/Religionhttp://en.wikipedia.org/wiki/Gangshttp://en.wikipedia.org/wiki/Safety_in_numbershttp://en.wikipedia.org/wiki/Safety_in_numbershttp://en.wikipedia.org/wiki/Lonelinesshttp://en.wikipedia.org/wiki/Social_anxietyhttp://en.wikipedia.org/wiki/Clinical_depressionhttp://en.wikipedia.org/wiki/Inferiority_complexhttp://en.wikipedia.org/wiki/Depression_(mood)http://en.wikipedia.org/wiki/Friendshiphttp://en.wikipedia.org/wiki/Intimacyhttp://en.wikipedia.org/wiki/Familyhttp://en.wikipedia.org/wiki/Religionhttp://en.wikipedia.org/wiki/Religionhttp://en.wikipedia.org/wiki/Gangshttp://en.wikipedia.org/wiki/Safety_in_numbershttp://en.wikipedia.org/wiki/Safety_in_numbershttp://en.wikipedia.org/wiki/Lonelinesshttp://en.wikipedia.org/wiki/Social_anxietyhttp://en.wikipedia.org/wiki/Clinical_depressionhttp://en.wikipedia.org/wiki/Inferiority_complexhttp://en.wikipedia.org/wiki/Depression_(mood)


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Aesthetic needs

The motivation to realize one's own maximum potential and possibilities

is considered to be the master motive or the only real motive, all other

motives being its various forms. In Maslow's hierarchy of needs, the needfor self-actualization is the final need that manifests when lower level

needs have been satisfied.

Self-T ranscendence

Near the end of his life Maslow revealed that there was a level on the

hierarchy that was above self-actualization: self-

transcendence"[Transcenders] may be said to be much more often aware

of the realm of Being (B-realm and B-cognition), to be living at the level

of Being to have unitive consciousness and plateau experience

(serene and contemplative B-cognitions rather than climactic ones)

and to have or to have had peak experience (mystic, sacral, ecstatic) with

illuminations or insights. Analysis of reality or cognitions which changedtheir view of the world and of themselves, perhaps occasionally, perhaps

as a usual thing."


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Five simple strategies to motivate your listeners.One of the most important elements of leadership is the ability to motivatepeople. Without motivation, even the most skilled team of seasonedprofessionals is unlikely to achieve great things. A highly motivated group oftalented people, on the other hand, can move mountains.

While its true that motivating people involves more than just changing theway you speak, there are some simple guidelines you can follow to help buildteam motivation with only your words and your voice:

Be enthusiastic. Enthusiasm is contagious! Before you present yourideas, think about the aspects of the subject that you find most interesting,and dont be afraid to let that interest come through in your voice. Use quotes, stories and anecdotes. Along with their obvious

entertainment value, quotes and stories can lend authority to your topicand provide concrete examples that people can relate to. Speak with confidence. Deliver your message loud and clear.Maintain eye contact with your listeners. Dont mumble or slouch. Say you and we, not Iand me. Instead of telling people what youwant them to do, present ways for them to work together to achieve theirgoals. Involve listeners in the success of the group. Keep it simple. People arent motivated by what you say; theyremotivated by what they understand. The best way to ensure audienceunderstanding is to break down complex ideas into simple components.


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Frederick Herzberg has tried to modify Maslows need Hierarchy theory.His theory is also known as two-factor theory or Hygiene theory.

He devised his theory on the question: What do people want from their

jobs? He asked people to describe in detail, such situations when they

felt exceptionally good or exceptionally bad. From the responses that he

received, he concluded that opposite of satisfaction is not dissatisfaction.

He states that presence of certain factors in the organization is natural and

the presence of the same does not lead to motivation. However, their non-

presence leads to De-motivation. In similar manner there are certain

factors, the absence of which causes no dissatisfaction, but their presence

has motivational impact.

HYGIENE FACTORS

Conditions

Pay

Status

Security

Company policies

MOTIVATIONAL FACTORS

Achievement

Recognition

Growth/Advancement

Interest in the job


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Two Factor Theory

(Also known as Herzberg's Motivation-Hygiene Theory) was

developed by Frederick Herzberg, apsychologist who found that job

satisfaction and job dissatisfaction acted independently of each other.Two Factor Theory states that there are certain factors in the workplace

that causejob satisfaction, while a separate set of factors cause

dissatisfaction

Two Factor Theory Fundamentals

Anna Lustig attitudes and their connection with industrial mental health

are related to Maslow's theory of motivation. His findings have had a

considerable theoretical, as well as a practical, influence on attitudes

toward administration]. According to Herzberg, individuals are not

content with the satisfaction of lower-order needs at work, for example,

those associated with minimum salary levels or safe and pleasant working

conditions. Rather, individuals look for the gratification of higher-level

psychological needs having to do with achievement, recognition,

responsibility, advancement, and the nature of the work itself. So far, this

appears to parallel Maslow's theory of a need hierarchy. However,

Herzberg added a new dimension to this theory by proposing a two-factor

model of motivation, based on the notion that the presence of one set of

job characteristics or incentives lead to workersatisfaction at work,while another and separate set of job characteristics lead to

dissatisfaction at work. Thus, satisfaction and dissatisfaction are not on a

continuum with one increasing as the other diminishes, but are

independent phenomena. This theory suggests that to improve job

attitudes and productivity, administrators must recognize and attend to

both sets of characteristics and not assume that an increase in satisfaction

leads to an decrease in unpleasurable dissatisfaction.

The two-factor, or motivation-hygiene theory, developed from datacollected by Herzberg from interviews with a large number of engineers

and accountants in the Pittsburgh area. From analyzing these interviews,

he found that job characteristics related to what an individual does thatis, to the nature of the work she performs apparently have the capacity

to gratify such needs as achievement, competency, status, personal worth,

and self-realization, thus making her happy and satisfied. However, the

absence of such gratifying job characteristics does not appear to lead tounhappiness and dissatisfaction. Instead, dissatisfaction results from

unfavorable assessments of such job-related factors as company policies,supervision, technical problems, salary, interpersonal relations on the job,
http://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Psychologisthttp://en.wikipedia.org/wiki/Workplacehttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Psychologisthttp://en.wikipedia.org/wiki/Workplacehttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Abraham_Maslow


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and working conditions. Thus, if management wishes to increase

satisfaction on the job, it should be concerned with the nature of the work

itself the opportunities it presents for gaining status, assuming

responsibility, and for achieving self-realization. If, on the other hand,

management wishes to reduce dissatisfaction, then it must focus on thejob environment policies, procedures, supervision, and working

conditions If management is equally concerned with both (as is usually

the case), then managers must give attention to both sets of job factors.

The theory was based around interviews with 203 American accountants

& engineers in Pittsburgh, chosen because of their professions' growing

importance in the business world. The subjects were asked to relate times

when they felt exceptionally good or bad about their present job or any

previous job, and to provide reasons, and a description of the sequence of

events giving rise to that positive or negative feeling.

Here is the description of this interview analysis:

Briefly, we asked our respondents to describe periods in their lives when

they were exceedingly happy and unhappy with their jobs. Each

respondent gave as many "sequences of events" as he could which met

certain criteria including a marked change in feeling, a beginning and an

end, and contained some substantive description other than feelings and

interpretations....

The proposed hypothesis appears verified. The factors on the right that

led to satisfaction (achievement, intrinsic interest in the work,

responsibility, and advancement) are mostly unipolar; that is, they

contribute very little to job dissatisfaction. Conversely, the dis-satisfiers

(company policy and administrative practices, supervision, interpersonal

relationships, working conditions, and salary) contribute very little to job

satisfaction.
http://en.wikipedia.org/wiki/Accountanthttp://en.wikipedia.org/wiki/Engineerhttp://en.wikipedia.org/wiki/Pittsburghhttp://en.wikipedia.org/wiki/Accountanthttp://en.wikipedia.org/wiki/Engineerhttp://en.wikipedia.org/wiki/Pittsburgh


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Two Factor Theory distinguishes between:

Motivators (e.g. challenging work, recognition, responsibility)

which give positive satisfaction, arising from intrinsic conditions of

the job itself, such as recognition, achievement, or personal growth.

Hygiene factors (e.g. status,job security, salary and fringe

benefits) which do not give positive satisfaction, although

dissatisfaction results from their absence. These are extrinsic to the

work itself, and include aspects such as company policies,

supervisory practices, or wages/salary.

Essentially, hygiene factors are needed to ensure an employee is not

dissatisfied. Motivation factors are needed in order to motivate an

employee to higher performance, Herzberg also further classified ouractions and how and why we do them, for example, if you perform a

work related action because you have to then that is classed asmovement, but if you perform a work related action because you wanttothen that is classed as motivation.

Unlike Maslow, who offered little data to support his ideas, Herzberg and

others have presented considerable empirical evidence to confirm the

motivation-hygiene theory. Their work, however, has been criticized on

methodological grounds. Nevertheless, Herzberg and his associates haverendered a valuable service to science and to management through their

efforts to apply scientific methods to understanding complex motivational

problems at work and have stimulated others to continue the search.

Clayton Alderfer, expanding on Maslow's hierarchy of needs, created the

ERG theory (existence, relatedness and growth). Physiological and

safety, the lower order needs, are placed in the existence category, while

love and self esteem needs are placed in the relatedness category. The

growth category contains our self-actualization and self-esteem needs.
http://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Hygiene_factorshttp://en.wikipedia.org/wiki/Job_securityhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Clayton_Alderferhttp://en.wikipedia.org/wiki/Existencehttp://en.wikipedia.org/wiki/Human_development_(biology)http://en.wikipedia.org/wiki/Physiologicalhttp://en.wikipedia.org/wiki/Safetyhttp://en.wikipedia.org/wiki/Lovehttp://en.wikipedia.org/wiki/Self_esteemhttp://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Hygiene_factorshttp://en.wikipedia.org/wiki/Job_securityhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Clayton_Alderferhttp://en.wikipedia.org/wiki/Existencehttp://en.wikipedia.org/wiki/Human_development_(biology)http://en.wikipedia.org/wiki/Physiologicalhttp://en.wikipedia.org/wiki/Safetyhttp://en.wikipedia.org/wiki/Lovehttp://en.wikipedia.org/wiki/Self_esteem


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Theory X and Theory Y are theories of human motivation created and

developed by Douglas McGregorat the MIT Sloan School of

Management in the 1960s that have been used in human resource

management, organizational behavior, organizational communication and

organizational development. They describe two very different attitudes

toward workforce motivation. McGregor felt that companies followed

either one or the other approach. He also thought that the key to

connecting self-actualization with work is determined by the managerial

trust of subordinates.

Theory X

Under the assumptions of theory X:

Employees inherently do not like work and whenever possible, will

attempt to avoid it.

Because employees dislike work, they have to be forced, coerced or

threatened with punishment to achieve goals.Employees avoid responsibilities and do not work fill formal directions

are issued.

Most workers place a greater importance on security over all other factors

and display little ambition.

In this theory, which many managers practice, management assumes

employees are inherently lazy and will avoid work if they can. They

inherently dislike work. Because of this, workers need to be closely

supervised and comprehensive systems of controls developed. A

hierarchical structure is needed with narrow span of control at each andevery level. According to this theory, employees will show little ambition
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without an enticing incentive program and will avoid responsibility

whenever they can. According to Michael J. Papa, if the organizational

goals are to be met, theory X managers rely heavily on threat and

coercion to gain their employee's compliance. Beliefs of this theory lead

to mistrust, highly restrictive supervision, and a punitive atmosphere. TheTheory X manager tends to believe that everything must end in blaming

someone. He or she thinks all prospective employees are only out for

themselves. Usually these managers feel the sole purpose of the

employee's interest in the job is money. They will blame the person first

in most situations, without questioning whether it may be the system,

policy, or lack of training that deserves the blame. A Theory X manager

believes that his or her employees do not really want to work, that they

would rather avoid responsibility and that it is the manager's job to

structure the work and energize the employee. One major flaw of thismanagement style is it is much more likely to cause Diseconomies of

Scale in large businesses.

Theory Y

In contrast under the Assumptions of Theory Y:

Physical and mental effort at work is as natural as rest or play.

People do exercise self-control and self-direction and if they arecommitted to those goals.

Average human beings are willing to take responsibility and

exercise imagination, ingenuity and creativity in solving the

problems of the organization.

That the way the things are organized, the average human beings

brainpower is only partly used.

In this theory, management assumes employees may be ambitious, self-

motivated, and exercise self-control. It is believed that employees enjoy

their mental and physical work duties. According to Papa, to them work

is as natural as play. They possess the ability for creative problem

solving, but their talents are underused in most organizations. Given the

proper conditions, theory Y managers believe that employees will learn to

seek out and accept responsibility and to exercise self-control and self-

direction in accomplishing objectives to which they are committed. A

Theory Y manager believes that, given the right conditions, most people

will want to do well at work. They believe that the satisfaction of doing a

good job is a strong motivation. Many people interpret Theory Y as a

positive set of beliefs about workers. A close reading of The Human Side

of Enterprise reveals that McGregor simply argues for managers to be
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open to a more positive view of workers and the possibilities that this

creates. He thinks that Theory Y managers are more likely than Theory X

managers to develop the climate of trust with an employee that is

required for human resource development. It's here through human

resource development that is a crucial aspect of any organization. Thiswould include managers communicating openly with subordinates,

minimizing the difference between superior-subordinate relationships,

creating a comfortable environment in which subordinates can develop

and use their abilities. This climate would include the sharing of decision

making so that subordinates have say in decisions that influence them.

Goal-setting theory is based on the notion that individuals sometimes

have a drive to reach a clearly defined end state. Often, this end state is a

reward in itself. A goal's efficiency is affected by three features:

proximity, difficulty and specificity. An ideal goal should present a

situation where the time between the initiation of behavior and the end

state is close. This explains why some children are more motivated to

learn how to ride a bike than mastering algebra. A goal should be

moderate, not too hard or too easy to complete. In both cases, most

people are not optimally motivated, as many want a challenge (whichassumes some kind of insecurity of success). At the same time people

want to feel that there is a substantial probability that they will succeed.

Specificity concerns the description of the goal in their class. The goal

should be objectively defined and intelligible for the individual. A classic

example of a poorly specified goal is to get the highest possible grade.

Most children have no idea how much effort they need to reach that goal.
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Douglas Vermeeren, has done extensive research into why many people

fail to get to their goals. The failure is directly attributed to motivating

factors. Vermeeren states that unless an individual can clearly identify

their motivating factor or their significant and meaningful reasons why

they wish to attain the goal, they will never have the power to attain it.

Expectancy theory is about choice. It explains the processes that an

individual undergoes to make choices. In organizational behaviorstudy,

expectancy theory is a motivation theory first proposed by Victor

Vroom of the Yale School of Management.

Expectancy theory predicts that employees in an organization will bemotivated when they believe that:

putting in more effort will yield better job performance

better job performance will lead to organizational rewards, such as

an increase in salary or benefits

These predicted organizational rewards are valued by the employee

in question.
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"This theory emphasizes the need for organizations to relate rewards

directly to performance and to ensure that the rewards provided are those

rewards deserved and wanted by the recipients."

- Emphasizes self interest in the alignment of rewards with employee'swants. - Emphasizes the connections among expected behaviors, rewards

and organizational goals

Vroom's theory assumes that behavior results from conscious choices

among alternatives whose purpose it is to maximize pleasure and to

minimize pain. Together with Edward Lawler and Lyman Porter, Vroom

suggested that the relationship between people's behavior at work and

their goals was not as simple as was first imagined by other scientists.

Vroom realized that an employee's performance is based on individual

factors such as personality, skills, knowledge, experience and abilities.

Victor H. Vroom introduces three variables within the expectancy theory

which are valence (V), expectancy (E) and instrumentality (I). The three

elements are important behind choosing one element over another

because they are clearly defined: effort-performance expectancy (E>P

expectancy), performance-outcome expectancy (P>O expectancy).

E>P expectancy: Our assessment of the probability our efforts will lead to

the required performance level.

P>O expectancy: Our assessment of the probability our successful

performance will lead to certain outcomes.


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Vrooms model is based on three concepts:

1. Valence - Strength of an individuals preference for a particular

outcome. For the valence to be positive, the person must prefer

attaining the outcome to not attaining it.2. Instrumentality Means of the first level outcome in obtaining the

desired second level outcome; the degree to which a first level

outcome will lead to the second level outcome.

3. Expectancy - Probability or strength of belief that a particular

action will lead to a particular first level outcome.

Vroom says the product of these variables is the motivation.

In order to enhance the performance-outcome tie, managers should use

systems that tie rewards very closely to performance. Managers also need

to ensure that the rewards provided are deserved and wanted by the

recipients. In order to improve the effort-performance tie, managers

should engage in training to improve their capabilities and improve their

belief that added effort will in fact lead to better performance.


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Equity Theory attempts to explain relational satisfaction in terms of

perceptions of fair/unfair distributions of resources within interpersonalrelationships. Equity theory is considered as one of the justice theories, It

was first developed in 1962 by John Stacey Adams, a workplace and

behavioral psychologist, who asserted that employees seek to maintain

equity between the inputs that they bring to a job and the outcomes that

they receive from it against the perceived inputs and outcomes of others

(Adams, 1965). The belief is that people value fair treatment in which

causes them to be motivated to keep the fairness maintained within the

relationships of their co-workers and the organization. The structure of

equity in the workplace is based on the ratio of inputs to outcomes. Inputsare the contributions made by the employee for the organization; this

includes the work done by the employees and the behavior brought by the

employee as well as their skills and other useful experiences the

employee may contribute for the good of the company.

Definition of Equity

An individual will consider that he is treated fairly if he perceives the

ratio of his inputs to his outcomes to be equivalent to those around him.

Thus, all else being equal, it would be acceptable for a more seniorcolleague to receive higher compensation, since the value of his
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experience (an input) is higher. The way people base their experience

with satisfaction for their job is the make comparisons with themselves to

the people they work with. If an employee notices that another person is

getting more recognition and rewards for their contributions, even when

both have done the same amount and quality of work, it would persuadethe employee to be dissatisfied. This dissatisfaction would result in the

employee feeling underappreciated and perhaps worthless. This is in

direct contrast with the idea of equity theory, the idea is to have the

rewards (outcomes) be directly related with the quality and quantity of

the employees contributions (inputs). If both employees were perhaps

rewarded the same, it would help the workforce realize that the

organization is fair, observant, and appreciative.

This can be illustrated by the following equation:

Inputs and outcomes

Inputs

Inputs are defined as each participants contributions to the relational

exchange and are viewed as entitling him/her to rewards or costs. The

inputs that a participant contributes to a relationship can be either assets

entitling him/her to rewards or liabilities - entitling him/her to costs.

The entitlement to rewards or costs ascribed to each input vary depending

on the relational setting. In industrial settings, assets such as capital and

manual labor are seen as "relevant inputs" inputs that legitimately

entitle the contributor to rewards. In social settings, assets such as

physical beauty and kindness are generally seen as assets entitling the

possessor to social rewards. Individual traits such as boorishness and

cruelty are seen as liabilities entitling the possessor to costs (Walster,

Traupmann & Walster, 1978). Inputs typically include any of the

following:

Time

Effort

Loyalty

Hard Work

Commitment

Ability

Adaptability

Flexibility Tolerance
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Determination

Enthusiasm

Personal sacrifice

Trust in superiors

Support from co-workers and colleagues Skill

Outcomes

Outputs are defined as the positive and negative consequences that an

individual perceives a participant has incurred as a consequence of his/her

relationship with another. When the ratio of inputs to outcomes is close,

than the employee should have much satisfaction with their job. Outputs

can be both tangible and intangible (Walster, Traupmann & Walster,

1978). Typical outcomes include any of the following:

Job Security

Esteem

Salary

Employee benefit

Expenses

Recognition

Reputation

Responsibility

Sense of achievement

PraiseThanks

Stimuli

Propositions

Equity Theory consists of four propositions:

Individuals seek to maximize their outcomes (where outcomes are

defined as rewards minus costs)

Groups can maximize collective rewards by developing accepted systems

for equitably apportioning rewards and costs among members. Systems

of equity will evolve within groups, and members will attempt to induceother members to accept and adhere to these systems. The only way

groups can induce members to equitably behave is by making it more

profitable to behave equitably than inequitably. Thus, groups will

generally reward members who treat others equitably and generally

punish (increase the cost for) members who treat others inequitably.

When individuals find themselves participating in inequitable

relationships, they become distressed. The more inequitable the

relationship, the more distress individuals feel. According to equity

theory, both the person who gets too much and the person who gets
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too little feel distressed. The person who gets too much may feel guilt

or shame. The person who gets too little may feel angry or humiliated.

Individuals who perceive that they are in an inequitable relationship

attempt to eliminate their distress by restoring equity. The greater the

inequity, the more distress people feel and the more they try to restoreequity. (Walster, Traupmann and Walster, 1978)

Equity Theory in Business

Equity Theory has been widely applied to business settings by Industrial

Psychologists to describe the relationship between an employee's

motivation and his or her perception of equitable or inequitable treatment.

In a business setting, the relevant dyadic relationship is that between

employee and employer. As in marriage and other contractual dyadicrelationships, Equity Theory assumes that employees seek to maintain an

equitable ratio between the inputs they bring to the relationship and the

outcomes they receive from it (Adams, 1965). Equity Theory in business,

however, introduces the concept of social comparison, whereby

employees evaluate their own input/output ratios based on their

comparison with the input/outcome ratios of other employees (Carrell and

Dittrich, 1978). Inputs in this context include the employees time,

expertise, qualifications, experience, intangible personal qualities such as

drive and ambition, and interpersonal skills. Outcomes include monetary

compensation, perquisites (perks), benefits, and flexible work

arrangements. Employees who perceive inequity will seek to reduce it,

either by distorting inputs and/or outcomes in their own minds

("cognitive distortion"), directly altering inputs and/or outcomes, or

leaving the organization (Carrell and Dittrich, 1978). Thus, the theory has

wide-reaching implications for employee morale, efficiency,productivity,

and turnover.
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Reinforcer: Any stimulus that, when contingent on a response, serves toincrease the rate of responding

Reinforcement theory: The main idea that reinforcers can control

behavior. The definition has two main components: Contingency, where

the occurrence of the reinforcer depends on the occurrence of the learner's

response, and Rate of Responding, where the reinforcer serves to increase

the learner's rate of responding.

Schedules of Reinforcement

When the desired behavior is gained as a result of reinforcement,

reinforcing again and again becomes too time-consuming. An abrupt

stoppage of the reinforcement would cause the performance of the desired

behavior to weaken. Therefore, a gradual thinning of reinforcement is

necessary. Schedules of reinforcement are the rules for how a reinforcer

is presented following a behavior. They can be defined in terms of time

(interval) or number of responses (ratio).

Fixed interval


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Reinforces behaviors at a specific time (ex. Every 5 minutes). One

reinforcer would be delivered if at least one correct response was made

during the time interval. The reinforced can become aware of the time

length and, knowing he has to perform just once, will wait for the time

limit to run out before beginning his next task.

Example: Rewarded at the end of every class period for good behavior

Fixed ratio

Reinforces behaviors after a specific number of responses (ex. Every 5th

response). The key here is to seek the right amount of work given the

reward schedule. Normally a ratio schedule produces consistent work.

Example: Rewarded for every homework assignment turned in

Variable interval

Reinforces behaviors at various time intervals randomly. The student's

behavioral performance is is higher and steadier because he cannot

determine the next time interval that will be used to make thereinforcement available.

Example: Rewarded at different times of the day for good behavior

Variable ratio

Reinforces behaviors after various numbers of responses randomly. It is

done in such a manner that the reinforcer is not predictable, so the student

maintains or even increases the pace of his output.

Example: Rewarded for some homework assignments turned in


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http://wik.ed.uiuc.edu/index.php/Image:Ed1.gif


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We would like to conclude on a special note regarding very keen andsharp completive environment in which Motivation is placed in Pakistan.

We conclude that employee motivation is a most sensitive factor in

management, employee wants satisfaction, and reward opportunity, but

major problem is that there is a conflict between employer & employee

empolyee nees job securityand they want to full fill basic needs we can

reduce de motivation facter with providing maximum benefits & good

relationship.


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Motivation in pakistan company now required to full fill employee

need,

Motivation can run an organization successfully.

Employer must be mental association with people.


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Www.yahoo.com

Www.wiki-answer.org

www.motivation123.com
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Q#1) As a manager you know that without motivation we cannot run acompany suecssfully,so tell me what are the problem that you are face

during management.

a) Dis- satisfactiom of employee

b) Employee not listen carefully

c) Confilct between You and empolyee

d) Other.__________________________

Q#2) As a manager what facter that you like to see in your employee

a) Discipline

b) Hard worker

c) Self motvation

Q#3) how can we reduce de-motivation

a) Through Reward System

b) Good relationship

c) Maximum Full fill needs of employee

d) Other.___________________________

Q#4 What do you think about motivation theory ,Which theory is

practical Implication.

_____________________________________


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Q#1) As a Empolyee What are the problem that you face mostly

a) No reward system

b) More working hours

c) Low rate of wagesd) Other.____________________________

Q#2 What would you like to change in your company employement

a) Employer must be co-operative

b) Increase in salary

c) Other._____________________________

Q#3 Whats your major need or problem that you want to solve?

__________________________________

Q11) Personal Information

Name: ____________

Sex: ______________

Age: _____________

Qualification: ____________

HAVE A NICE DAY

Documents

Motivation Research Report 2009