MOTIVATING OTHERS

DEFINITIONS
Motivation is a process that starts with a physiological or psychological
deficiency or need that activates a behaviour or a drive that is aimed at a
goal or incentive
Motivation is what ma!es people to do things
In Industrial setting" it means#
To ma!e the subordinate act in a desired manner
Needs are created whenever there is a physiological or psychological
imbalance
Drives are usually set up to alleviate needs
Incentives will tend to restore physiological or psychological balance and
will reduce or cut off drive
$%SI& MOTI'%TION ()O&ESS
Needs Drives Incentives
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T+(ES OF MOTI'ES
(rimary Motives, -nlearned and (hysiologically based eg" .unger" Thirst"
Se/ etc
Secondary Motives, Social and (sychological eg" need for achievement"
need for power
0eneral Motives, -nlearned but not physiologically based " eg" curiosity"
activity" affection
&.%)%&TE)ISTI&S OF SE&OND%)+ MOTI'ES
Secondary needs are strongly conditioned by e/perience
'ary in type and intensity among people
%re sub1ect to change within any individual
2or! in groups rather than alone
%re often hidden from conscious recognition
%re vague feelings instead of specific physical needs
Influence behaviour
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&OMMON INDI&%TO)S OF DEMOTI'%TION
%bsenteeism
4abour Turnover
%ccident
2astage of Materials
Indiscipline" Frustration" -nrest
Defiant or violent behaviour
Non#cooperation" stri!e" gherao" abusive and violent demonstration
DI%0NOSIN0 2O)5 (E)FO)M%N&E ()O$4EMS
(erformance 6 %bility 7 Motivation 8Effort9
2here"
%bility 6 %ptitude 7 Training 7 )esources
Motivation 6 Desire 7 &ommitment
%ptitude refers to the native s!ills and abilities a person brings to a 1ob
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T.EO)IES OF MOTI'%TION
&ontent Theories, %ttempt to determine what it is that motivates people"
concerned with types of incentives or goals that people strive to attain
(rocess Theories, E/plain how and why wor!ers select behaviours and how
they determine whether their choices were successful
M%S4O2;S NEED .IE))&.+ T.EO)+ OF MOTI'%TION
Five Groups of Needs
(hysiological< $odily Needs, .unger" thirst" sleep" se/" comfortable
temperature
(hysiological needs are preeminent in importance" when they are thwarted
Safety needs, Security and protection from physiological and emotional
harm# protection from danger" threat = deprivation
Social Needs, Need for belonging" for association" foe acceptance" by one;s
fellows" for giving = receiving friendship and love
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Esteem<Ego Need,
1. E/ternal Esteem Factors, Need for status" recognition" appreciation"
%ttention" )espect
3Internal Esteem Factors, Need for self respect" self confidence" autonomy"
achievement" ade?uacy" !nowledge" independence and freedom
Need for Self#%ctualisation, Need for self#fulfillment" realising one;s own
potentialities" for continued self#development@ becomes everything what one
is capable of being

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NEED .IE))&.+ T.EO)+ OF MOTI'%TION
.uman needs arrange themselves in a hierarchy of prepotency
%s soon as one of his needs are satisfied" another appears in its place
%s the lower order needs are satisfied" higher order needs emerge
.igher order needs cannot be satisfied unless lower order needs are fulfilled
% satisfied need is not a motivator of behaviour
%4DE)FE);S E)0 T.EO)+
E# E/istence needs are concerned with survival and psychological well#
being
)# The relatedness needs stress the importance of interpersonal relationships
0# The growth needs are concerned with the individual;s intrinsic desire for
personal development
Needs are lying on a continuum
More than one need may be operative at the same time
% lower level need may not be fulfilled before a higher level need become
motivating
Deprivation is not the only way to activate a need
Frustration in attempting to satisfy a higher level need can lead in regression
to a lower level need
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.E)C$E)0;S T2O# F%&TO) T.O)+
(sychologist Frederic! .erDberg developed the theory in the *EAFs
$ased on research on engineers and accountants
Sub1ects were as!ed two ?uestions#
#2hen did you feel particularly good about your 1ob#2hat turned you onG
#2hen did you feel e/ceptionally bad about your 1ob H 2hat turn you offG
Employees named different types of conditions for good and bad feelings
Opposite of satisfaction is not dissatisfaction" it is INo SatisfactionJ
Different factors related to 1ob satisfaction and 1ob dissatisfaction
E/trinsic and Intrinsic factors are the two !inds of motivators
K
MOTI'%TO)S
)eported good feelings were generally associated with 1ob e/periences and
1ob content
Motivators# %chievement" )ecognition" 2or! itself" )esponsibility"
%dvancement
.+0IENE F%&TO)S
)eported bad feelings were generally associated with the surroundings or
peripheral aspects of the 1ob# the 1ob conte/t
&ompany (olicy = %dministration" Supervision" Salary" 2or!ing &ondition"
1ob security
(revent 1ob dissatisfaction" but do not lead to satisfaction
Lob enrichment is an outgrowth of .erDberg;s theory
It is vertically e/panding 1obs to allow wor!er;s greater responsibility in
planning and controlling their wor!
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Mc&4E44%ND;S T.EO)+ OF NEEDS
David Mc&lelland = his associates focus on three needs H %chievement"
(ower = %ffiliation
Need for %chievement# %n internal impetus to e/cel
Need for %ffiliation# % drive to relate with people
Need for (ower# % drive to influence people and situation
&.%)%&TE)ISTI&S OF T.E .I0. n#ach (E)SONS
Moderate ris! ta!ing
Need for immediate feedbac!
Satisfaction with accomplishment
(reoccupation with tas!
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DE'E4O(IN0 %&.#MOT
(eriodic Feedbac!
(rovide good models of achievement
Moderate challenge and difficulty
E7(E&T%N&+ T.EO)+ 8'IE T.EO)+9
Developed by 'ictor 'room
Motivation is a function of anticipated values from an activity and the
probability of it being accomplished
Motivation is a product of three factors 'alence 7 E/pectancy 7
Instrumentality
'#'alence# %mount of one;s desire for a goal
I# Instrumentality# One;s estimate of probability that performance will result
in receiving the reward
E# E/pectancy# One;s estimate of probability that effort will result in
successful performance" probability of connection between effort and
performance
It is possible to foster connection between wor! and outcome through
improved communication
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(O)TE) %ND 4%24E);S (E)FO)M%N&E# S%TISF%&TION MODE4
(orter and 4awler refined and e/tended 'room;s model
Satisfaction leads to performance and vice versa
Effort e/erted on a tas! determined by the value of reward" and effort#
reward probability
(erformance is determined by effort" abilities and role perception
Satisfaction is a function of perceived and actual rewards
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EN-IT+ T.EO)+
Developed by L Stacy %dams
Ma1or input into 1ob performance = satisfaction is the degree of e?uity 8or
ine?uity9 that people perceives in the wor! situation
Ine?uity occurs when a person perceives that the ratio of his output to input
and the ratio of a relevant other;s outcomes to inputs are une?ual
(erson;s Outcomes Other;s Outcomes
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(erson;s Inputs Other;s Inputs
Input variables# %ge" Se/" Education" social status" how hard the person
wor!s
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Outcome variable# (ay"status" promotion and intrinsic interest in 1obs
If the person;s perceived ratio is not e?ual to other;s" he will strive to restore
the e?uity
2hen employees perceive an ine?uity" they can ma!e one of si/ choices,
&hange their input
&hange their outcome
Distort perception of self
Distort perception of others
&hoose a different referent
4eave the field
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EN-IT+ T.EO)+
Deals with#
Distributive 1ustice, (erceived fairness of the amount of allocation of
rewards among individuals
(rocedural 1ustice, The perceived fairness of the process used to determine
the distribution of rewards
IM()O'IN0 EM(4O+EE MOTI'%TION
0oal Setting# 0oals must be SM%)T ie" Specific" Measurable" %chievable
but &hallenging" )ealistic" Time#bound = Timely feedbac! about progress
Establish moderately difficult goals that are understood and accepted
)ecognise individual difference
)eward Management
4in! reward to performance
-se reward and discipline appropriately to e/tinguish acceptable behaviour
and encourage e/ceptional performance
Distribute rewards e?uitably
(rovide timely reward and honest feedbac! on performance
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DESI0NIN0 .I0.4+ EFFE&TI'E LO$S
Enrich Lobs through Lob enlargement and Lob enrichment
Motivating (otential Score 8M(S9 6
8S!ill 'arietyO Tas! IdentityO Tas! Significance9<: / %utonomy / Feedbac!
S!ill 'ariety# The degree to which the 1ob re?uires the person to do different
things and involves the use of a number of different s!ills" abilities and
talents
Identity of the tas!, This involves a complete module of wor!@ the person
can do the 1ob from the beginning to the end with a visible outcome
Significance of the tas!, Importance of the 1ob" impact on others# both
internal and e/ternal to the organisation
%utonomy, %mount of Freedom
Feedbac!, The degree to which the 1ob provides the person with clear and
direct information about 1ob outcomes and performance
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