Motivation

Sunaina Sangwan

CONTENTS
Concept of Motivation Concept of Motives Nature of Motivation Objectives of Motivation Significance of Motivation Role of Motivation Theories of Motivation Maslows Need Hierarchy Theory Herzbergs Two factor Theory Mc Gregors Theory X and Y McClellands Theory ERG Theory Motivational Techniques

CONCEPT & NATURE OF MOTIVATION

Motivation Concept
Motivation is the complex forces starting and keeping a person in work in an organization. Motivation is something that moves the person at work and continues him in the course of action

already initiated.
- Robert Dubin

Motivation Concept
Motivation refers to the way in which urges, drives,

desires, aspirations, strivings or needs direct, control

- E. Mc Farland

NEEDS

Result from physiological or psychological imbalances

MOTIVES

Activated need; action oriented & providing and energizing thrust toward reaching an incentive

INCENTIVES

Anything that will alleviate a need or reduce a drive

Motive
A motive is an inner state that energizes,

activates, or moves (hence motivation), and that

Needs Drives Incentives/Goals

Types of Motives
Primary Motives
Physiological Needs

General Motives
Curiosity, Manipulation & Activity Motives Affection Motives

Secondary Motives
Power Motive Achievement Motive Affiliation Motive Security Motive Status Motive Intrinsic/Extrinsic Motive

Motivation Nature
Based on motives

Affected by motivating
Goal-directed behavior Related to satisfaction Person motivated in totality Complex process

Motivation is Complex
Individuals may not be aware of their needs One need may result in different behaviors from different individuals

Behavior may emerge as a result of multiple

Motivation Objectives
To ensure EMPLOYEE SATISFACTION by providing them opportunities for fulfillment of their physiological and psychological needs. By this workers would cooperate voluntarily with management and would contribute their

maximum towards attainment of the goals of the enterprise.

Motivation Objectives
To provide EFFICIENCY IN OPERATIONS & ENHANCE PRODUCTIVITY. Motivated workforce proves to be more efficient on account of constant improvement of their competencies and hence, they are better able to contribute to

the progress of the organization.

Motivation Objectives
To REDUCE LABOR TURNOVER & ABSENTEEISM. To MAINTAIN CORDIAL HUMAN RELATIONS. To REDUCE GRIEVANCES

Motivation Importance
PUTS HUMAN RESOURCES INTO ACTION Every concern requires physical, financial and human resources to accomplish the goals. It is through motivation that the human resources can be utilized by making full use of it. This can be done by building willingness in employees to work. This will help the enterprise in securing best possible utilization of resources.

Motivation Importance
IMPROVES LEVEL OF EFFICIENCY OF EMPLOYEES
The level of a subordinate or a employee does not only depend upon his qualifications and abilities. For getting best of his work performance, the gap between ability and willingness has to be filled which helps in improving the level of performance of subordinates. This will result into Increase in productivity, Reducing cost of operations, and Improving overall efficiency.

Motivation Importance
LEADS TO ACHIEVEMENT OF ORGANIZATIONAL GOALS
The goals of an enterprise can be achieved only when the following factors take place : There is best possible utilization of resources, There is a co-operative work environment, The employees are goal-directed and they act in a purposive manner, Goals can be achieved if co-ordination and co-operation takes place simultaneously which can be effectively done through motivation.

Motivation Importance
BUILDS FRIENDLY RELATIONSHIP
Motivation is an important factor which brings employees satisfaction. This can be done by keeping into mind and framing an incentive plan for the benefit of the employees. This could initiate the following things: Monetary and non-monetary incentives, Promotion opportunities for employees, Disincentives for inefficient employees.

Motivation Importance
BUILDS FRIENDLY RELATIONSHIP (Contd.)
In order to build a cordial, friendly atmosphere in a concern, the above steps should be taken by a manager. This would help in: Effective co-operation which brings stability, Industrial dispute and unrest in employees will reduce, The employees will be adaptable to the changes and there will be no resistance to the change, This will help in providing a smooth and sound concern in which individual interests will coincide with the organizational interests, This will result in profit maximization through increased productivity.

Motivation Importance
LEADS TO STABILITY OF WORK FORCE
Stability of workforce is very important from the point of view of reputation and goodwill of a concern. The employees can remain loyal to the enterprise only when they have a feeling of participation in the management. The skills and efficiency of employees will always be of advantage to employees as well as employees. This will lead to a good public image in the market which will attract competent and qualified people into a concern. As it is said, Old is gold which suffices with the role of motivation here, the older the people, more the experience and their adjustment into a concern which can be of benefit to the enterprise.

Motivation Importance
Importance to Individual
Motivation will help him achieve his personal goals. If an individual is motivated, he will have job satisfaction. Motivation will help in selfdevelopment of individual. An individual would always gain by working with a dynamic team.

Importance to Business
The more motivated the employees are, the more empowered the team is. The more is the team work and individual employee contribution, more profitable and successful is the business. More adaptability and creativity. Optimistic and challenging attitude at work place.

Maslows Need Hierarchy Theory Herzbergs Two factor Theory Gregors Theory McClelland Theory

THEORIES OF MOTIVATION

MOTIVATION THEORIES

Maslows Need Hierarchy Theory

Maslows Need Hierarchy Theory

Implications
As far as the physiological needs are concerned, the managers should give employees appropriate salaries to purchase the basic necessities of life. Breaks and eating opportunities should be given to employees. As far as the safety needs are concerned, the managers should provide the employees job security, safe and hygienic work environment, and retirement benefits so as to retain them. As far as social needs are concerned, the management should encourage teamwork and organize social events. As far as esteem needs are concerned, the managers can appreciate and reward employees on accomplishing and exceeding their targets. The management can give the deserved employee higher job rank / position in the organization. As far as self-actualization needs are concerned, the managers can give the employees challenging jobs in which the employees skills and competencies are fully utilized. Moreover, growth opportunities can be given to them so that they can reach the peak.

Maslows Need Hierarchy Theory

Limitations
Individual behaviour seems to respond to several needs - not just one The same need (e.g. the need to interact socially at work) may cause quite different behaviour in different individuals There is a problem in deciding when a level has actually been "satisfied The model ignores the often-observed behaviour of individuals who tolerate low-pay for the promise of future benefits

MOTIVATION THEORIES

Herzbergs Two Factor Theory

Given by Fredrick Herzberg

Motivators Satisfaction Hygiene Factors No Dissatisfaction Dissatisfaction No Satisfaction

Herzbergs Two Factor Theory

Hygiene Factors
Dis-satisfiers or maintenance factors Describe the job environment/scenario Include: Pay; Company; Fringe benefits; Physical working conditions; Status; Interpersonal relations; Job security; Quality of Supervision; etc.

Motivational Factors
Yield positive satisfaction Motivate employees for superior performance Include: Recognition; Sense of achievement; Growth and Promotional Opportunities; Responsibility; Meaningfulness of Work & Job Interest

 Implications

Herzbergs Two Factor Theory

The theory implies that the managers must stress upon guaranteeing the adequacy of the hygiene factors to avoid employee dissatisfaction. Also, they must ensure that work is stimulating and rewarding so that the employees are motivated to work and perform better. This theory emphasizes upon jobenrichment so as to motivate the employees. The job must utilize the employees skills and competencies to the maximum. Focusing on the motivational factors can improve work-quality.

Limitations
The two-factor theory overlooks situational variables. Herzberg assumed a correlation between satisfaction and productivity. But the research conducted by Herzberg stressed upon satisfaction and ignored productivity. The two factor theory is not free from bias as it is based on the natural reaction of employees when they are enquired the sources of satisfaction and dissatisfaction at work. They will blame dissatisfaction on the external factors such as salary structure, company policies and peer relationship. Also, the employees will give credit to themselves for the satisfaction factor at work.

MOTIVATION THEORIES
McGregors Theory X and Theory Y

Theory X
An average employee intrinsically does not like work and tries to escape it whenever possible. Since the employee does not want to work, he must be persuaded, compelled, or warned with punishment so as to achieve organizational goals. A close supervision is required on part of managers. The managers adopt a more dictatorial style. Many employees rank job security on top, and they have little or no aspiration/ ambition. Employees generally dislike responsibilities. Employees resist change. An average employee needs formal direction.

MOTIVATION THEORIES
McGregors Theory X and Theory Y

Theory Y
Employees can perceive their job as relaxing and normal. They exercise their physical and mental efforts in an inherent manner in their jobs. Employees may not require only threat, external control and coercion to work, but they can use self-direction and selfcontrol if they are dedicated and sincere to achieve the organizational objectives. If the job is rewarding and satisfying, then it will result in employees loyalty and commitment to organization. An average employee can learn to admit and recognize the responsibility. In fact, he can even learn to obtain responsibility. The employees have skills and capabilities. Their logical capabilities should be fully utilized. In other words, the creativity, resourcefulness and innovative potentiality of the employees can be utilized to solve organizational problems.

McGregors Theory X &Theory Y

Implications
Quite a few organizations use Theory X today. Theory X encourages use of tight control and supervision. It implies that employees are reluctant to organizational changes. Thus, it does not encourage innovation. Many organizations are using Theory Y techniques. Theory Y implies that the managers should create and encourage a work environment which provides opportunities to employees to take initiative and self-direction. Employees should be given opportunities to contribute to organizational well-being. Theory Y encourages decentralization of authority, teamwork and participative decision making in an organization. Theory Y searches and discovers the ways in which an employee can make significant contributions in an organization. It harmonizes and matches employees needs and aspirations with organizational needs and aspirations

McGregors Theory X &Theory Y

THEORY X Assumes workers are inherently distasteful towards work Emphasizes that people have no ambitions and avoid responsibility People have little capacity for creativity Motivating factors are lower level needs People lack self-motivation and require external control

THEORY Y Assumes that for human beings, work is as natural as play Emphasizes that people are ambitious and like taking responsibility Capacity for creativity is widely distributed in the population Motivating factors are high order needs People are self-directed and prefer self-control

Emphasizes centralization of authority Emphasizes decentralization o & participation Emphasizes autocratic leadership Emphasizes democratic leadership

MOTIVATION THEORIES
McClellands Theory

David C. McClelland Three types of needs: Need for power Need for affiliation Need for achievement

MOTIVATION THEORIES
ERG Theory

Clayton P. Alderfer Three Needs: Existence needs- These include need for basic material necessities. In short, it includes an individuals physiological and physical safety needs. Relatedness needs- These include the aspiration individuals have for maintaining significant interpersonal relationships (be it with family, peers or superiors), getting public fame and recognition. Maslows social needs and external component of esteem needs fall under this class of need. Growth needs- These include need for selfdevelopment and personal growth and advancement. Maslows self-actualization needs and intrinsic component of esteem needs fall under this category of need.

Motivation Techniques
Financial Techniques Wages and salaries Bonus Insurance Medical allowance Housing facilities Retirement benefits Non-Financial Techniques Status Job security Performance feedback Praise Growth opportunity Participation and empowerment Career development plan

Job Enrichment
http://www.management-hub.com/hr-enrichment.html http://www.managementstudyguide.com/job-enlargement.htm

Morale
Morale is basically a group phenomenon. It is a concept that describes the level of favourable or unfavourable attitudes of the employees collectively to all aspects of their work- the job, the company, their tasks, working conditions, fellow workers, superiors, and so on. Attitudes express what the individuals think and feel about their jobs. The emphasis is on how employees feel, denoting the strong emotional elements associated with attitudes.

Morale & Productivity

Morale & Productivity

Attitudes
Organizational Factors

Factors affecting Morale

Morale Evaluation
Morale Survey Indices of Morale
Employee turnover Productivity Absenteeism Fatigue and monotony Grievances Need for discipline Quality record Reports of counseling Exit interviews Training records Medical records Suggestion and complaint boxes, etc.

Other Sources of Information

Use of Morale Information

Morale Building/Improving Morale