1. CHAPTER 7 MOTIVATION By- Aastha Tyagi 2.

Motivation A great man is one who can make a small man feel great, and perform great. 3. MOTIVATION ??? it is defined as a driving force that initiates and directs behavior. motivation is a kind of internal energy which drives a person to do something in order to achieve something. It is a temporal or dynamic state within a person which is not concerned with his/her personality 4. MOTIVATION Derived from Latin word movere , which means to move . Stephen P. robbins --- the willingness to exert high levels of effort towards organizational goals, conditioned by the efforts ability to satisfy some individual needs. 5. MOTIVATION PROCESS Physiological/ psychological deficiency (NEED) Individual behaves in certain manner (DRIVE / MOTIVE) Achieves a particular goal (INCENTIVE) 6. NEED:-- a physiological or psychological imbalance leads to creation of need. DRIVES (MOTIVES):-- propel individuals to attain their goals or satisfy their need INCENTIVES:-- anything that can mitigate a need and decrease the intensity of a drive 7. CLASSIFICATION OF MOTIVES 1. Primary Motives :-- Not learned Physiological based. 8. 2. General Motives (Stimulus motives):-- Nether purely primary nor secondary. Not learned and not physiologically based. Stimulate tension within a person Curiosity, manipulation & activity motives Affection motives (love ) 9. 3. Secondary motives:-- Are learned or acquired over time. Power Motive Achievement Motive (TAT) Affiliation Motive Security Motive Status Motive Moderate degree of risk taking - Need for prompt and precise feedback - Satisfaction with achievement than rewards - Dedication towards the task NOTE: STATUS rank a person holds relative to others within a group, organization or society 10. 11. 12. CONTENT THEORY (what) 1. Maslows Need Hierarchy:-- Needs were categorized as five levels of lower- to higher-order needs. Individuals must satisfy lowerorder needs before they can satisfy higher order needs. Satisfied needs will no longer motivate. Motivating a person depends on knowing at what level that person is on the hierarchy. Hierarchy of needs Lower-order (external): physiological, safety Higher-order (internal): social, esteem, self-actualization 13. Maslows Hierarchy of Needs PHYSIOLOGICAL OR SURVIVAL NEEDS Food, drink, shelter, sex, warmth, physical comfort MOST NEEDS HAVE TO DO WITH SURVIVAL PHYSICALLY AND PSYCHOLOGICALLY 14. Maslows Hierarchy of Needs PHYSIOLOGICAL OR SURVIVAL NEEDS SAFETY NEEDS Job security, safety regulations 15. Maslows Hierarchy of Needs PHYSIOLOGICAL OR SURVIVAL NEEDS SAFETY NEEDS SOCIAL NEEDS Friendship, love, affection, belongingness 16. Maslows Hierarchy of Needs PHYSIOLOGICAL OR SURVIVAL NEEDS SAFETY NEEDS LOVE, AFFECTION, AND BELONGINGNESS NEEDS ESTEEM NEEDS Ego, status, respect, prestige, promotion, influence, power, recognition,et. 17. Maslows Hierarchy of Needs SELF- ACTUALIZATION NEED FOR MASLOW EMPHASIZES NEED FOR SELF ACTUALIZATION IS A HEALTHY I

NDIVIDUALS PRIME MOTIVATION It explains why people write poetry, plays, book and music, play music, act in films, take up hobbies, climb mountains, take part in charity activies, etc. 18. Maslows Hierarchy of Needs SELF- ACTUALIZATION NEED FOR MASLOW EMPHASIZES NEED FOR SELF ACTUALIZATION IS A HEALTHY INDIVIDUALS PRIME MOTIVATION SELF-ACTUALIZATION MEANS ACTUALIZING ONES POTENTIAL BECOMING ALL ONE IS CAPABLE OF BECOMING Challenging projects, opportunity for innovation and creativity 19. Maslows Hierarchy of Needs PHYSIOLOGICAL OR SURVIVAL NEEDS SAFETY NEEDS LOVE, AFFECTION, AND BELONGINGNESS NEEDS ESTEEM NEEDS SELF- ACTUALIZATION 20. 2. Herzbergs 2 factor Theory Critical Incident Method. Interviewed 200 accountants When did you feel good about your job? When did you feel exceptionally bad about your job? 21. -- Job satisfaction and job dissatisfaction are created by different factors. Hygiene factors (job context factors): extrinsic ( job environment) factors that create job dissatisfaction. Motivators (job content): intrinsic (psychological factors/job content ) factors that create job satisfaction. Attempted to explain why job satisfaction does not result in increased performance. The opposite of satisfaction is not dissatisfaction, but rather no satisfaction. 22. Satisfaction vs. Dissatisfaction Motivators Achievement Growth Recognition Responsibility Hygiene Compensation Fringes Supervision Work Conditions 23. Exhibit 163 Contrasting Views of Satisfaction-Dissatisfaction 24. 3. Alderfers ERG Theory Existence needs relatedness needs Growth needs 25. Maslows Herzbergs Alderfers motivational hygiene physiological needs safety and security belonginess and social needs esteem and status Self actualisation Working condition pay Company policy Job security relationships Advancement Recognition status Work itself Achievement Growth responsibility existence Relatedness Growth 26. THE PROCESS THEORIES 27. 1. Vrooms Expectancy Theory VIE theory Valence: strength of individuals preference for expected outcome Instrumentality : degree to which a first-level outcome would help in attaining the desired second level. Expectancy: probability that performing a specific action would produce a particular first level outcome. 28. Effort-performance relationship Performance-reward relationship Rewards-personal goals relationship 29. 2. Porter Lawler Model Tried to explore the complex relationship between motivation, satisfaction and performance and pointed out the efforts put in by an employee did not directly result in performance. 30. Performance is dependent on: Employee desire to perform Ability and skills Clear perception of role 31. Important variables: Effort Performance Rewards Satisfaction 32. CONTEMPORARY THEORIES OF WORK MOTIVATION 33. 1. Equity theory The degree of equity or inequity perceived by an employee with reference to his work situation plays a major role in work performance and satisfaction. 34. EQUITY: Persons outcomes = others outcomes persons inputs others inputs INEQUITY:

35. Self-inside Self-outside Other-inside Other-outside 36. Choices in front of an employee: Change in inputs Change in outcomes Distort perceptions of self Distort perceptions of others Choose a different referent leave the field 37. 2. Attribution Theory It identifies attributions made by people as the basis for their motivation. Explains the relationship between personal perception and interpersonal behavior 38. Locus of control Consensus, consistency and distinctiveness have an impact on the type of attributions made by persons 39. Findings: External factors: - Bad-luck attribution Good-luck attribution Internal factors: Challenging goals Desire for achievement 40. OTHER EMERGING THEORIES cognitive phenomenon Control Theory control function (integral part of management process) Agency theory 41. MOTIVATING PERFORMANCE THROUGH JOB DESIGN Job engineering Job enlargement Job rotation Job enrichment Quality of work life Job characteristics - skill variety - task identity - task significance - autonomy - feedback 42. MOTIVATING PERFORMANCE THROUGH GOAL SETTING Goal should be specific goal should be difficult and challenging Goal must be owned and accepted Goals must have a specific time frame Goals should be measurable 43. Barriers to effective goal setting Lack of top management support Lack of communication Content of goal Technical incompetence 44. Application of goal setting to organizational system performance The process Consensus on key goals Plan of action Control behavior Periodic appraisal and reviews