Motivation

Motivation
 Motivation

Process that accounts for an individual’s Intensity, Direction

and Persistence of effort towards attaining a goal.

Result of the Interaction between an individual and a situation.

•Individual Differences
•Importance of Personal Dignity
•Multiplicity of Roles
 Motivation
Motives
Behaviour
Goals
Tension Reduction
Intrinsic And Extrinsic Motivation

We are all driven by a combination of intrinsic and

extrinsic factors.
 Intrinsic motivation is the satisfaction we get in the
process of doing something: the enjoyment, the
satisfaction, the challenge, and self-improvement. It is
a feeling within us. Would still do this activity if there
were nobody around to see you or hear about it?
Extrinsic motivation is a desire to reach a valued
outcome. It is result oriented: the social approval, the
trophies and cash rewards, and the success.
Extrinsic Motivation
Extrinsic motivation can also be very helpful.
Having a partner that holds you accountable, whether that is
in the gym, or for your business, can be very motivational.
This provides social support, and that tends to make us happy.
Those who link extrinsic motivation (pay check / weight loss)
to internal factors, such as their work ethic and diligence, can
benefit from extrinsic motivation. I
t can also provide an extra motivational boost.
The dark side: extrinsic motivation is also linked to higher
stress and anxiety. It tends to lower intrinsic motivation,
meaning the more you are motivated by valued outcomes, the
less enjoyment and satisfaction you will receive in the process.
Intrinsic Motivation
 1. Measure your progress When you monitor your progress, you
can watch yourself improve. Make it a habit: if you’re working
out, track how long you exercise or how much weight you lift. If
you’re working on a project, track your productivity.
 2. Set process goals Set goals based around your effort level and
how you want to feel when performing a task. Ex. “I want to feel
relaxed half way through my run,” or “I want to stay focused and
off the Internet while writing up this report.”
 3. Control your routine Whether you are working out on your
own, with a trainer, or in a class, start to add in your own
programming. Decide how many pushups you want to do or how
long you want to run for. Decide to do yoga every morning when
you wake up.
Early Theories
Of
Motivation
Hierarchy Of Needs Theory By Abraham Maslow
Hierarchy Of Needs Theory By Abraham Maslow
Hierarchy Of Needs Theory

Assumes that a person attempts to satisfy the more

basic needs before directing behavior toward
satisfying upper-level needs.

Lower-order needs must be satisfied before a higher-

order need begins to control a person’s behavior.

Physiological Needs
 Safety Needs
Social Needs
 Self-esteem needs
 self-actualization needs
Proposed Theory Of Needs By David McClelland

People acquire needs through their life experiences.

 Need for Achievement (nAch)

 Need for Affiliation (nAff)

 Need for Power (nPow)

Theory X -- Theory Y By Douglas McGregor

Work Most people dislike and Work is as natural as rest and play.
avoid it.

Responsibility Most people Exercise self directed and self control

avoid it and prefer to be directed.
The capacity for creativity in
Most people have little capacity solving organizational problems
for creativity in solving is widely distributed in the
organizational problems. population.
Motivation occurs only at the Motivation occurs at the social,
physiological and safety levels. esteem, and self-actualization
levels, as well as physiological
and security levels.
Two Factor Theory By Frederick Herzberg

Also known as Motivation –Hygiene Theory

Job context (hygiene factors) – needed to be optimal to prevent job

dissatisfaction. These factors (according to Herzberg) did not
motivate.

Job content (motivators) – factors that did lead to motivation

Money (according to Herzberg) could motivate if it was seen as a
reward for accomplishment; but if money was given without regard
for merit, then it was a hygiene factor.
Two Factor Theory By Frederick Herzberg
Two Factor Theory By Frederick Herzberg

Hygiene Factors Motivators

• Policies and Administration • Achievement

• Supervision • Recognition for Accomplishment
• Working Conditions • Challenging Work
• Interpersonal Relations • Increased Responsibility
• Money, Status, Security • Growth and Development
Contemporary
Theories
 Goal Setting Theory

By Edwin Locke

 Specific Goals Increase Performance.

 Difficult goals when accepted result in higher performance.

 Feedback enhances the effect of specific, difficult goals.

 Goal Setting Theory

Directing
one’s attention

Regulating
one’s effort
Goals Task
motivate the performance
individual Increasing
by... one’s perseverance

Encouraging
goal oriented strategies
 MANAGEMENT BY OBJECTIVES (MBO)

By Peter Drucker in 1954 in his book "The Practice of Management."

A management model that aims to improve performance of an

organization by clearly defining objectives that are agreed to by both
management and employees.

Emphasizes Participatively set goals that are tangible, verifiable and

measurable.

Organisational Goals in hierarchy.

Self Efficacy Theory

By Albert Bandura (Social Cognitive Theory or Learning Theory)

 Individual’s belief that he or she is capable of performing a task.

 Higher in self efficacy, more confidence to do a task.

 Negative Feedback is taken Positively.

Self Efficacy Theory

4 ways to increase Self-efficacy :

Enactive Mastery
Vicarious Modelling
Verbal Persuasion
Arousal
 Expectancy Theory

By Victor Vroom.

The strength of a tendency to act in a certain way depends on the

strength of the expectation that the act will produce certain outcome
and the attractiveness of that outcome to the individual.

3 Relationships :
Effort- Performance Relationship

Performance –Reward Relationship

Reward-personal Goals Relationship

 Expectancy Theory

Individual Effort

Effort- Performance
Relationship
Individual
Performance

Performance –Reward Relationship

Organisational
Rewards

Reward-personal Goals Relationship

Personal Goals
Cognitive Evaluation Theory

Intrinsic Rewards Extrinsic Rewards

positive feelings associated Tangible or Intangible
with doing well on a task or Outcomes from a certain
Vs
job. task.
Achievement
 Pay
Increased responsibility
 Status
Recognition
 Working conditions
Satisfaction
Cognitive Evaluation Theory

Introduction of extrinsic rewards for intrinsically

rewarding tasks tends to decrease overall motivation
within an individual.

 Elimination of extrinsic reward can increase intrinsic

motivation within a person.

 Tangible and Intangible Extrinsic rewards.

Cognitive Evaluation Theory

Self-Concordance
Degree to which people’s reasons for pursuing goals are consistent with
their interests and core values.

If externally Motivated – Less successful

Less satisfaction

If internally Motivated -- More Successful

More Satisfaction
Implication & Applications
Of
Motivation
Theories
Techniques of Motivating Employees
Positive Versus Negative Motivation
Rational versus Emotional Motivation
Primary versus Secondary Motivation
Intrinsic versus Extrinsic Motivation
Financial versus Non-Financial Motivation
 Motivating Employees

 Motivating your employees doesn't

have to be a challenge anymore. It's
simple. If you want to motivate your
employees, you have to make them
feel excited to come to work every
day, and to spend time with you and
each other.
 So how do you do it?
• Create a pleasant atmosphere
• Give employees what they want and need
• Communicate well and often.
Job Design

Job design is the process of deciding

content of the job, methods to carry out
the job and relationship exists in the
organization.

Skill variety
Task identity
Task significance
Autonomy
Feedback
 Employee Involvement

Employee involvement is creating an

environment in which people have an
impact on decisions and actions that affect
their jobs.

Tell
Sell
Consult
Join
Delegate
 Rewards

Give something to (someone) in recognition of their

services, efforts, or achievements.

Bonuses
Skill Based Pay
Piece Rate Pay
Merit Based Pay
Alternative Work Arrangements

Recognizing that some people are interested in more flexible work

arrangements and shorter hours, some employers have either initiated
or negotiated alternative work-time arrangements with employees

Flextime
Job sharing
Telecommuting
Ability and Opportunity
 Summary

Recognize Individual Differences.

Use Goals And Feedback.
All Employees To Participate In Decisions That Affect Them.
Link Reward To Performance.
Check The System For Equality.