Chapter 05 MOTIVATION

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MOTIVATION

CHAPTER-5

AUTHORS:DR. K IRAN NERKARDR. VILAS CHOPDE

© 2011, Dreamtech Press :: Chapter 5

Motivation is the act of stimulating someone or oneself to get a desired course of action, to push the right button to get a desired reaction. --- Michael J. Jucius

Motivation in organizational settings refers to the willingness of an individual to react to organizational requirements in the short run. The greater the magnitude of positive motivation of an individual towards the organization, the more is the likelihood that he will perform effectively in his position, even if it causes some amount of personal deprivation. --- Hodge and Johnson

DEFINE MOTIVATION

© 2011, Dreamtech Press :: Chapter 5 2

Requires different sources of motivation for different people depending on their age, status, and cultural background.

Influences the behavior of individuals positively so that they can give their best to accomplish the organizational objectives.

Reduces absenteeism and employee turnover as employees take more interest in their work.

Encourages employees to fulfill their own unsatisfied personal goals.

Helps the employees to achieve individual, group, and organizational goals.

FEATURES OF MOTIVATION


• Refers to the presumptions of individuals regarding what should be done and what should not.

Value Differences

• Refers to the fact that the performance appraisal system is different in different countries.

Difference in Performance Appraisal System

• Indicates that motivation can be drawn from a feeling of being ethical.

Work Ethics

FACTORS INFLUENCING MOTIVATION


Unsatisfied Needs Tension Drives Search

BehaviorSatisfied Needs

Reduction of

Tension

MOTIVATION PROCESS


Maslow’s Hierarchy of NeedsTheory X and Theory YHerzberg’s Two Factor Theory / Motivation-Hygiene

TheoryMcClelland’s Theory of NeedsGoal Setting TheoryEquity TheoryVroom’s Expectancy TheoryERG TheoryCognitive Evaluation TheoryCognitive Dissonance TheoryBehavior Modification Theory

MOTIVATIONAL THEORIES


Physiological Needs

Safety Needs

Social Needs

Esteem Needs

Self-Actualization Needs


MASLOW’S HIERARCHY OF NEEDS

Theory X Believes that employees basically dislike work and try to avoid it,

whenever possible Involves controlling, threatening, and punishing employees to

achieve goals Presumes that employees are lazy so they avoid responsibilities

and wait for formal directions Presumes that most employees are less ambitious and give more

value to secure working environment Theory Y

Believes that employees like work, and working is as natural to employees as doing other activities

Believes that employees exhibit self-direction and self-control Presumes that a normal person can learn to accept, even take,

responsibility Presumes that employees are creative and ambitious in nature


THEORY X AND THEORY Y

Psychologist Frederick Herzberg proposed the two-factor theory, which investigates about people’s expectations from their jobs. He asked people to describe the situations when they felt good or bad about their jobs.

The following two factors are related with job satisfaction and job dissatisfaction: Intrinsic Factors/motivators Extrinsic Factors/hygiene factors


HERZBERG’S TWO FACTOR THEORY / MOTIVATION-HYGIENE

THEORY

• The individuals with high Need for Achievement (N Ach), get motivated if they are given challenging jobs because they are creative, hard working, and open minded.

Need for Achievement (N Ach)

• The individuals with high Need for Power (N Pow) like to control and affect the behavior of others as they are manipulative in nature.

Need for Power (N Pow)

• The individuals with high Need for Affiliation (N Aff) have an urge to develop interpersonal relationship.

Need for Affiliation (N Aff)


MCCLELLAND’S THEORY OF NEEDS

Clarity Challenge

Commitment Feedback

Task Complexity


GOAL SETTING THEORY

The theory given by J. Stacy Adams , states that individuals compare their job inputs and outcomes with those of others and then the inequities found in the comparisons create negative or positive feelings among them.

There are four referent comparisons that an employee can use, which are as follows: Comparison with employees in other organizations but at the

same position (Other-outside) Comparison with employees inside the organization and at the

same position (Self-inside) Comparison with employees outside the organization at a

different position (Other-inside) Comparison with employees at different positions in the same

organization (Self-outside)


EQUITY THEORY

Individual effort

Individual performanc

e

Organizational rewards

Personal goals


VROOM’S EXPECTANCY THEORY

Effort-Performance Relationship (Expectancy)

Performance-Reward Relationship

(Instrumentality)

Rewards-Personal Goals Relationship (Valence)

Self

actualizationInternal

esteem• Social • Safety • physiologicalExternal esteem factors


ERG THEORY

The theory developed by Deci and Ryan in 1985, relates two basic factors with the performance of an individual: Intrinsic motivation Extrinsic rewards

If an individual is getting intrinsic motivation by performing a work then he/she would perform very efficiently.

If the individual starts receiving some extrinsic rewards for the same work then his/her performance would decrease.


COGNITIVE EVALUATION THEORY

The theory given by L. Festinger, states that there is a tendency among individuals to look for consistency in their attitudes and behaviors.

If there is any dissonance or conflict between the attitude and behavior of an individual or a group of individuals then it must be eliminated


COGNITIVE DISSONANCE THEORY

Edward Thorndike , a famous American psychologist, was the first one to use the term behavior modification in 1911.

Behavior modification is a philosophy based on the fact that any internal or external stimulus, if repeated, can lead to a change in the behavior of individuals.

The characteristics of the theory according to Pear and Martin are: Defining Problem Techniques Briefness Applicability Principle of Learning Scientific Demonstration Accountability


BEHAVIOR MODIFICATION THEORY

Job enrichment

Goal setting

Alternative working schedules

Monetary and non-monetary benefits

Flexi-hours

Upgrading the skills of employees


MOTIVATIONAL TECHNIQUES

Productive use of resources Stability in workforceLow absenteeism and turnover Good corporate imageDevelopment of friendly relationshipsAchievement of goalsHigher efficiency Promotes job satisfaction Loyalty of the workforceGood interpersonal relationships among employees

FACTORS INFLUENCING MOTIVATION LEVEL


The management tries to motivate employees by providing them monetary and non-monetary benefits.

Motivation helps employees to generate a positive work attitude and make sincere efforts for accomplishing organizational goals.

A manager of an organization should be well acquainted with the process and techniques of motivation to encourage employees to excel in their respective work areas and enhance their productivity.

RECAP


Education

Chapter 05 MOTIVATION