1. Motivation Organizational Behavior Muhammad Awais Gill @
facebook.com/muhammadawais.jutt
2. What is Motivation? Motivation is derived from the Latin
word movere which means to move or to energize or to activate. ?
Motivation is a set of processes that arouse, direct and maintain
human behavior towards attaining some goal.
3. Motivation is a set of processes that arouse, direct and
maintain human behavior towards attaining some goal. Arouse awaken
(someone) from sleep, evoke or awaken (a feeling, emotion, or
response) direct to cause (someone or something) to turn, move, or
point in a particular way maintain cause or enable (a condition or
situation) to continue. Imagine that you are driving down a road to
your way home. Example
4. What will be the arousal part? Activation The arousal part
of motivation is like the energy created by the cars engine.
5. Direct? The direction component is like the steering wheel,
taken you along your chosen path
6. Maintain? How long a person tries Finally, the maintenance
aspect of the definition is the persistence that keeps you going
until you arrive home, reaching your goal.
7. Another example A student in the class want to get good
grades in examination. But lets suppose that he/she want to get 3.8
GPA in next semester. The arousal part will be the desire to get
3.8 GPA. The awoken wish which is in her mind is the arousal part.
Direction part of the goal is to go library on daily bases. Get
help from the books and make the assignments and present the
presentations on time. One would have to be regular in the class
specially in semester system where the attendance matters a lot in
terms of awarding numbers by the teachers. Maintenance part is to
persistently do the work till the end of the semester. But what if
the continuity could not be followed? Boomerang!! You will be
standing where you have started the things.
8. Motivation is a theoretical construct used to explain
behavior. It represents the reasons for people's actions, desires,
and needs. Motivation can also be defined as one's direction to
behavior or what causes a person to want to repeat a behavior and
vice versa. A motive is what prompts the person to act in a certain
way or at least develop an inclination for specific behavior.
9. A person who is motivated by the desire for achievement or
status may spend many hours studying, apply to graduate school, and
wish to become a college/university professor. A person who is
motivated by money may desire to work more hours for higher pay, or
accept a job as a salesperson in which the pay is based on the
number of products sold. A person who is motivated by the desire
for self-expression may decide to become a writer may spend many
hours writing stories. A person who is motivated by the desire to
help others may become a volunteer for a nonprofit and donate a
significant amount of money to nonprofits. A person who is
motivated by the need to find meaning in life may prefer to have a
job that is higher in meaning and lower in pay than a job that is
higher in pay and lower in meaning.
10. Characteristics of Motivation Motivation and job
performance are not synonymous. Motivation is multifaceted. I.
II.
11. Motivation and job performance are not synonymous. means
that just because someone performs at a task doesnt mean that
he/she is highly motivated. This person actually may be skillful,
but not putting forth much effort at all. Example A task is given
to type 10 pages in Urdu for some official documentation to 2
employees. The one knows the Inpage and have command over it will
likely to complete the task more quicky than that of the other
employee who is not well known to inpage. The results will not
supposed to describe the motivation level among them rather the
results on the bases of their skills.
12. Motivation is multifaceted suggests that the people may
have several different motives operating at once. Sometimes these
may conflict. For example, a word processing operator might be
motivated to please his boss by being a productive as possible.
However, being too productive may antagonize ones co- workers, who
fear that they are being made to look bad. The result is that the
two motive may pull the individual in different directions; the one
that wins out is the one thats strongest in that situation.
13. Types of motivation. There are many frameworks, models, and
theories that focus on employee motivation. A few of the most
common are quickly summarized below. While they are each based on
good research and have some degree of universal applicability, none
are the absolute doctrine on motivation. In fact, few motivation
concepts are universal. However, one idea that is acknowledged by
all frameworks that address motivation is that there are extrinsic
and intrinsic motivational factors. Extrinsic Factors are those
that are external to the subject. In our discussion, the subject is
an employee. Factors like money, vacation time, or awards are all
external to the individual. Intrinsic Factors are those internal to
the individual, since as the drive to excel, fear of failure, or
desire to be acknowledged.
14. Types of Motivation Positive motivation Negative motivation
Monetary motivation Non-Monetary motivation On the bases of
previous two factors, motivation can be classified into four
types.
15. Positive Motivation Positive motivation induces people to
do work in the best possible manner and to improve their
performance. Positive motivation is the type of motivation a person
feels when he expects a certain reward. An example of Positive
motivation : when a Boss tells his subordinate , "if you achieve
the target on the time I will give you promotion"
16. Negative Motivation Negative incentives are those whose
purpose is to correct the mistakes or defaults of employees.
Negative incentive is generally resorted to when positive incentive
does not works and a psychological set back has to be given to
employees. An example of Negative motivation : When a Boss tells
his subordinate , "if you do not achieve the target on the time I
will give you demotion
17. Monetary Motivation Those incentives which satisfy the
subordinates by providing them rewards in terms of rupees. Money
has been recognized as a chief source of satisfying the needs of
people. Money is also helpful to satisfy the social needs by
possessing various material items.
18. Non-monetary Incentives Non-financial incentives which
cannot be measured in terms of money are under the category of Non-
monetary incentives. Whenever a manager has to satisfy the
psychological needs of the subordinates, he makes use of
non-financial incentives. Types of Non- financial incentives :-
Security of service Praise or recognition Job enrichment Promotion
opportunities
19. Financial incentives Pay and allowances Productivity linked
wage incentives Bonus Profit sharing Stock option Retirement
benefits Non financial incentives Career advancement opportunity
Job enrichment Employee recognition program Job security Employee
participation Organizational climate Employee empowerment
20. Fear and Punishment Theory Managers developed a strategy of
forcing people to work by threatening to punish or dismiss them or
cut their rewards if they did not work well. This philosophy is
characterized by thinking of aggressiveness and authorities
managers Their was a tight control and rigid supervision over
workers.
21. Reward Theory This theory tried to establish a direct
relationship between efforts and rewards. Bases of Piece rate
system of wages Based on the standard manager should decide on
degree of rewards and penalties
22. Carrot and Stick Theory This theory suggest a combination
of both rewards and penalties for motivation This is based on the
strategy of putting carrot in the front of the donkey and hitting
it with the stick from behind so it has to run Carrot refers to the
incentives Stick refer to the penalties
23. Maslows Theory of Motivation Abraham Maslow (1908-1970) is
well renowned for proposing the Hierarchy of Needs Theory in 1943.
He considered an individual's motivation behavior as a
predetermined order of needs. Abraham Maslow
24. Hierarchy of Needs Theory Self- Actualization need Esteem
Needs Social needs Safety needs Basic/ Physiological Needs food,
water, air, shelter, sleep, thirst, etc. security of job and need
for a predictable, secure and safe environment reputation,
prestige, power, status, recognition and respect of others. needs
for belongingness, friendship, love, affection, attention and
social acceptance. desire for gaining more knowledge, social-
service, creativity and being aesthetic
25. Physiological Needs Physiological needs are those required
to sustain life, such as: Air Water Food Sleep Salary that could
satisfy all this Sufficient opportunities to rest during work
Exercise facilities What an organization can do?
26. Safety Needs Once physiological needs are met, one's
attention turns to safety and security in order to be free from the
threat of physical and emotional harm. Such needs might be
fulfilled by: Living in a safe area Medical insurance Job security
Financial reserves No lay-off will serve as security blanket
Pension
27. Social Needs Once a person has met the lower level
physiological and safety needs, higher level needs awaken. The
first level of higher level needs are social needs. Social needs
are those related to interaction with others and may include:
Friendship Belonging to a group Giving and receiving love Free Wifi
Social events like concert. Inter/Intra organization
competition
28. Esteem Needs Once a person feels a sense of "belonging",
the need to feel important arises. Esteem needs may be classified
as internal or external. Internal esteem needs are those related to
self-esteem such as self respect and achievement External esteem
needs are those such as social status and recognition. Some esteem
needs are: Self-respect Achievement Attention Recognition
Reputation Monetary or non-monetary Trophies Employee of the
month
29. Self-Actualization Self-actualization is the summit of
Maslow's hierarchy of needs. It is the quest of reaching one's full
potential as a person. Self-actualized people tend to have needs
such as: Truth Justice Wisdom Meaning Need of self-fulfillment By
working at maximum creative potenitial
30. The Criticisms of the theory include the following The
needs may not follow a definite hierarchical order. For example,
even if safety need is not satisfied, the social need may emerge.
There is lack of direct cause and effect relationship between need
and behavior. The need priority model may not apply at all times in
all places. Sometimes people are not aware of their own needs.
Measurement of satisfaction of need is not possible. The level of
motivation may be permanently lower for some people. For example, a
person suffering from chronic unemployment may remain satisfied for
the rest of his life if only he get enough food.
31. Alderfers ERG theory: Alderfers approach, known as ERG
theory, is much simpler than Maslows. He specifies not only that
there are only three types of needs instead of five, but also that
these are not necessarily activated in any specific order.
32. Locke and Lathams Goal-Setting Theory: Goal setting
involves the development of an action plan designed to motivate and
guide a person or group toward a goal. Cecil Alec Mace carried out
the first empirical studies in 1935. Edwin A. Locke began to
examine goal setting in the mid-1960s and continued researching
goal setting for over thirty years. Locke derived the idea for
goal- setting from Aristotle's form of final causality. Aristotle
speculated that purpose can cause action; thus, Locke began
researching the impact goals have on human activity. Locke
developed and refined his goal-setting theory in the 1960s,
publishing his first article on the subject, "Toward a Theory of
Task Motivation and Incentives", in 1968. This article established
the positive relationship between clearly identified goals and
performance.
33. Psychologists have examined the behavioral effects of
goal-setting, concluding in 90% of laboratory and field studies
that specific and challenging goals led to higher performance than
when the goals were easy or did not exists.
34. We all have dreams, but how many of us have goals? Goals,
unlike dreams, identify the specific achievements we want to pursue
in our lives. Goals are: Specific Measurable Achievable Realistic
Timely What Are Goals?
35. Managerial Application I. Assign specific goals Assign
difficult, but acceptable, performance goals Provide feedback
concerning goal attainment
36. Adams Equity Theory Equity theory is purposed by J. Stacy
Adams. It proposes that individuals are motivated to maintain fair,
or equitable, relationships among themselves and to avoid those
relationships that are unfair and inequitable.
37. Variables This concept deals with two variables 1. Outcomes
Outcomes are what we get of our jobs, including pay, fringe, and
prestige. 2. Inputs Inputs are the contributions made, such as the
amount of time worked, the amount of effort expended, the number of
units produced, and the qualifications brought to the job.
38. Expectancy Theory This theory is put forwarded by Vroom,
Porter and Lawler. And according to Wikipedia; This theory
emphasizes the needs for organizations to relate rewards directly
to performance and to ensure that the rewards provided are those
rewards deserved and wanted by the recipients. Expectancy ones
effort will surely results in performance Instrumentality ones
performance will be rewarded Valance Do I found the outcomes
desirable
39. Three levels
40. Job redesigning for Motivation Job Enlargement Job
Enrichment I. II. Job RotationIII.
41. Job Enlargement Job enlargement which is also called the
Horizontal Job loading. It is one of the first modern approaches to
redesigning jobs suggested that such consequences could be
minimized by having people perform an increased number of different
tasks all at the same level. This is known as job enlargement. It
doesnt require extra skills and techniques. For example if a
teacher is asked to take the lecture for the teacher who is absent.
It is also a kind of job enlargement.
42. Job Enrichment Job Enrichment is the addition to a job of
tasks that increase the amount of employee control or
responsibility. It is a vertical expansion of the job In other
words job enrichment is an attempt to motivate employees by giving
them the opportunity to use the range of their abilities.
43. Job Rotation A job design technique in which employees are
moved between two or more jobs in a planned manner. The objective
is to expose the employees to different experiences and wider
variety of skills to enhance job satisfaction and to cross-train
them.
