A great man is one who can make a small man feel great, and perform great.

Motivational Video

Motivational Video

Motivation
Definition
Comes from the latin word movere, which

means to move. It is the work of a manager performs to inspired, encourage, and impel people to take required action. by Lewis Allen The act of stimulating someone or oneself to get a desired course of action Michael J

Importance of Motivation
With proper motivation there can be

maximum utilization of the factors of production like men, money, material etc. If employees are motivated it will reduce employee turnover and absenteeism. Motivation fosters a sense of belongingness among employees towards the organization and also improve their morale.

Importance of Motivation
Motivation helps in reducing the number of

complaints and grievances. The wastage and accident rate also come down. With proper motivational techniques management can attract competent and best quality employees.

Nature and Characteristics of Motivation

Motivation is an internal feeling.

Motivation is related to needs.

Motivation lead to goal oriented behavior. Motivation can be positive or negative.

How To Motivate ?
What should be done to motivate employees?
Actually there is no hard and fast rule of

motivating individuals in a specified way. Not all individuals are motivated in the same way. It varies from individual to individual. Because everyone has its own needs.

Guide on how to motivate?

Allow them to develop their job, to continually

improve. Set targets for them to get a sense of achievement. Give them variety & interest. Show trust. Be open. Keep them in the picture. Empower. Allow them control over what they do.

Guide on how to motivate?

Tell them: a work ill-done must be done twice.
Give regular feedback to prevent misdirection. Give praise. Show appreciation. Encourage teamwork, sense of belonging,

synergy. Ensure conducive work environment.

What is a need ?
It is a feeling of lack of something and every

person tries to take care of that feeling by satisfying /fulfilling what he lacks.
It is important to remember that the needs

and desires of people change. Managers should understand the needs and desires of subordinates and decide how to motivate them.

What is an emotion ?
Is a mental state that arises spontaneously

within a person based on interaction with the environment rather than through conscious effort and is often accompanied by physiological changes or sensations.

Two Types of Rewards

Intrinsic Rewards
Are the satisfactions a person receives in the

process of performing a particular action. Extrinsic Rewards Are given by another person, typically a manager, and includes promotions, pay increases, and bonuses.

Various Theories of Motivation

Content Theories
Stress the analysis of underlying human

needs and how needs can be satisfied in the workplace.

Process Theories
Concern the thought processes that

influence behavior.

Various Theories of Motivation

They focus on how people seek rewards in

work circumstances.
Reinforcement Theories and Social Learning
It focus on employee learning of desired

work behaviors.

Different Content Theories of Motivation

Hierarchy of Needs Theory
The most famous theory was developed by

Abraham Maslow. It proposes that people are motivated by multiple needs that are in hierarchical order.

Hierarchy of needs theory

Physiological Needs
Most basic human physical needs include

food, water, and oxygen. In organizational setting, it reflected in the needs for adequate air, heat, and base salary to ensure survival. Safety Needs Needs include a safe and secure physical and emotional environment and freedom from threats. In workplace, it reflect the needs for safe jobs, fringe benefits, and job security.

Hierarchy of Needs Theory

Belongingness Needs
Needs reflect to be accepted by everyone. In

organization, these needs influence the desire for good relationship with coworkers, participation in a work group, and a positive relationship with supervisors. Esteem Needs Needs relate to the desire for a positive selfimage and to receive attention, recognition and appreciation for others.

Hierarchy of Needs Theory

In organizations, it reflects a motivation for

recognition , and increase in responsibility, high status, and credit for contribution to the organization. Self-Actualization Needs It includes the need for self-fulfillment, which is the highest need category. In organization, it provides people with opportunities to grow and acquire training for assignments and advancement.

ERG Theory
Was developed by Clayton Aldefer Is a modification of Maslows theory in an

effort to simplify it and respond to criticisms of its lack of empirical verification. Three Categories of Needs: 1. Existence Needs the needs for physical well being. 2. Relatedness needs the needs for satisfactory relationship with others.

ERG Theory
3. Growth Needs the needs that focus on

the development of human potential and the desire for personal growth and increased competence. Two Factor Theory Another popular theory develop by Frederick Herzberg. Interview based in the hundreds of workers.

Two-Factor Theory
about times when they were highly motivated to work and other times when they were dissatisfied and unmotivated. Two types of factor: 1. Hygiene factor involves the presence or absence of job dissatisfiers and works only in the area of dissatisfaction. 2. Motivators focus on high level needs.

Motivators
Believe that when motivators are absent,

workers are neutral towards work. But when present, workers are highly motivated and satisfied. Acquired-Needs Theory Developed by David McClelland, proposes that certain types of needs are acquired during the individuals lifetime. People are not born with this needs but may learn them through their life experiences.

Three needs most frequently studied;

1. Need for achievement the desire to

accomplish something difficult, attain a high standard of success, master complex tasks, and surpass others. 2. Need for affiliation the desire to form close personal relationships, avoid conflict, and establish warm friendships. 3. Need for power the desire to influence or control others, be responsible for others, and have authority over others.

Process Theories of motivation

Goal-setting theory
Described by Edwin Locke and Gary Latham,

proposes that managers can increase motivation and enhance performance by setting specific, challenging goals, then helping people track their progress toward goal achievement by providing timely feedback.

Key component of goal-setting theory

Goal specificity refers to the degree to

which goals are concrete and unambiguous. Goal difficulty - hard goals are more motivating than easy one. Goal acceptance means that employees have to buy into the goals and be committed to them.

Key component of goal-setting theory

Feedback component means that people

get information about how well they are doing in progressing towards goal achievement. Equity Theory - It focuses on individuals perceptions of how fairly they are treated compared with others.

Equity Theory
Was developed by J. Stacy Adams. This theory proposes that people are

motivated to seek social equity in the rewards they receive for performance. A state of equity exists whenever the ratio of one persons outcomes to inputs equals the ratio of anothers outcomes to inputs. Inequity occurs when the input-to-outcome ratios are out of balance.

Equity Theory
Most common methods for reducing a

perceived inequity are the followings: Change work effort a person may choose to increase or decrease his or her inputs to the organization. Change outcomes A person may change his or her outcomes. An underpaid person may request a salary increase or a bigger office. A union may try to improve wages and working conditions to be consistent and members make more money.

Equity Theory
Change perceptions Research suggests that

people may change perceptions of equity if they are unable to change inputs or outcomes. They may artificially increase the status attached to their jobs or distort others perceived rewards to bring equity into balance. Leave the job People who feel inequitably treated may decide to leave their jobs rather than suffer the inequity of being under or overpaid.

Equity Theory
In their new jobs, they expect to find a more

favorable balance of rewards.

The implication of equity theory for managers is that employees indeed evaluate the perceived equity of their rewards compared to others. Inequitable pay puts pressure on employees that is sometimes almost too great to bear.

Expectancy Theory
It suggests that motivation depends on

individuals expectations about their ability to perform tasks and receive desired awards. This theory was associated with the work of Victor Vroom, although a number of scholars have made contributions in this area. Expectancy theory is not concerned with identifying type of needs but with the thinking process that individuals use to achieve awards.

Expectancy Theory
It is based on the relationship among the

individuals effort, performance and the desirability of outcomes.

Keys to expectancy theory for the various expectancies; 1. E P expectancy involves determining whether putting effort into a task will lead to high performance.

Expectancy Theory
2. P

O expectancy involves determining whether successful performance will lead to the desired outcome or reward.

Expectancy theory attempts not to define specific types of needs or rewards but only to established that they exist and may be different for every individual.

Reinforcement Perspective on Motivation

Reinforcement Theory -Simply looks at the relationship between behavior and its consequences. It focuses on changing or modifying employees on the job behavior through the appropriate use of immediate rewards and punishment.

Behavior Modification Is the name given to the set of techniques by which reinforcement theory is used to modify human behavior. Law of Effect Basic assumption underlying behavior modification, w/c states that behavior that is positively reinforced tends to be repeated, and behavior that is not reinforced tends not to be repeated.

Reinforcement Is defined as anything that causes a certain behavior to be repeated or inhibited. Four types of reinforcement tools: 1. Positive reinforcement an administration of a pleasant and rewarding consequence following a desired behavior. 2. Avoidance learning - the removal of an unpleasant consequence once a behavior is improved, thereby encouraging and strengthening the desired behavior. It is sometimes called negative reinforcement.

3. Punishment is the imposition of unpleasant

outcomes on an employee. It typically occurs following undesirable behavior. 4. Extinction is the withholding of a positive reward. Whereas with punishment, the supervisor imposes an unpleasant outcome such as a reprimand, extinction involves withholding praise or other positive outcomes. With extinction, undesirable behavior is essentially ignored.

Social learning theory It proposes that an individuals motivation can result not just from direct experience of rewards and punishment but also from the persons thoughts and beliefs and his or her observations of other peoples behavior.
Three elements of social learning theory: 1. Vicarious or observational learning - occurs when an individual sees others perform certain behaviors and get rewarded for them.

2. Self-reinforcement or self-control refers to an individual motivating him or herself by setting goals and ways of reaching them and then providing positive reinforcement to him or herself when goals are achieved. 3. Self-efficacy is an individuals belief about his or her ability to successfully accomplish a specific task or outcome. It relates to the idea that our beliefs can shape our motivation.

Job Design for Motivation

Job design Is the application of motivational

theories to the structure of work for improving productivity and satisfaction. Job enrichment means incorporating highlevel motivators into the work, including responsibility, recognition, and opportunities for growth, learning and achievement.

Job Characteristic Model

Was developed by Richard Hackman and Greg

Oldham. It is a model of job design that considers core job dimensions, individuals critical psychological states, and employee growthneed strength. Core Job Dimensions 5 Potential Motivations: 1. Skill variety number of diverse activities that compose a job and the number of

Skills used to perform it. 2. Task identity the degree to which an employee performs a total job with a recognizable beginning and ending. 3. Task significance the degree to which the job is perceived as important and having impact on the company or consumers. 4. Autonomy the degree to which the worker has freedom, discretion, and selfdetermination in planning and carrying out tasks.

5. Feedback the extent to which doing a job

provides information back to the employee about his or her performance. Critical Psychological States - states that core job dimensions are more rewarding when individuals experience three psychological states in response to job design, to wit; 1. Experienced meaningfulness of work the work itself is satisfying and provides intrinsic rewards for the worker.

2. Experienced responsibility the job

characteristic of autonomy influences the workers responsibility. 3. Knowledge of actual results -

Simple tips in dealing with different personality types

Understand your own personality and how you

react to others. Treat everyone with respect. When leading a team or group, make sure everyone has an equal chance to participate. Remember that everyone wants to fit in.

Praise in public. Criticize in private.

Difference Between Motivation and leadership

While motivation is the process through which employees are made to contribute voluntarily to work, leadership is the ability to persuade and motivate others to work in a desired way for achieving the goal.

How to Motivate employees