MOTIVATION

Motivation: The processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal. _ _ _ _ _ _ _ _ _ _ _ Stephen P Robbins

The driving force within individuals by which they attempt to achieve some goal in order to fulfill some needs or expectation. The degree to which an individual wants to choose in certain behavior. Elements:

1. Intensity: How hard a person tries

2. Direction: Toward beneficial goal

3. Persistence: How long a person tries

CHARACTERISITCS
Complex Psychological Physical Unique to each and every person Not fully understood Energizes behavior Directs behavior Enable persistence towards a goal

Maslows Hierarchy of Needs

Higher-Order Needs
Needs that are satisfied internally; social, esteem, and self-actualization needs.

Lower-Order Needs
Needs that are satisfied Externally ; physiological and safety needs.

Physiological needs Hunger, thirst etc., Safety needs To feel secure & safe, out of danger Social Needs Affiliate with others, be accepted & belong Esteem needs To achieve, be component, To gain approval Self-actualization needs Self fulfillment & realize ones potential

Types of Motivation
1. Intrinsic Motivation A motivation to engage in activities that enhance or maintain a person's self-concept. Intrinsic Motivation is what people will do without external inducement. Internal desire to perform a particular task You are involved in doing something because you get satisfaction from doing it. When you are intrinsically motivated, you do not need incentives or punishments, because the activity itself is rewarding

Signs of Intrinsic Motivation:

Less Absenteeism Group member Happy to be Here Attitude Takes Charge(Sense of Ownership) Dependable Seeking out challenges Striving to meet those challenges at a high level

2. Extrinsic Motivation Motivated by external Factors Engaging in an activity to receive awards or rewards When you do something in order to earn a reward, incentive, recognition, monetary gains, benefits, profits or for some other reason that have very little to do with the task itself, we experience extrinsic motivation.

Intrinsic

Extrinsic

Sense of Self Worth

Proving Yourself Enjoyment of the work

Money
Benefits Being Accepted

Application of Motivation in an Organisation: Job Redesign & Work Incentives

Job Design/Redesign and Motivation
1.Job enlargement 2. Job enrichment 3. Job Rotation 4. Team Working 5. Empowerment 6. Quality control cycles

1. Job enlargement : Giving employees more work to do of the same nature so that they can remain more enthusiastic about work. Job design that expands an employees responsibilities by increasing the number and variety of tasks they entail. Advantages: Preventing or reducing job dissatisfaction Disadvantages: Simply giving a worker more of the same (horizontal loading) may not reduce boredom.
2. Job enrichment : Giving employees greater responsibility by vertical extending their role in the production process. Change in job duties to increase employees authority in planning their work, deciding how it should be done, and learning new skills. Advantages: giving employees a challenge for developing unused skills, encouraging them to be more productive, etc. Disadvantages: those who are unable to do extra tasks may feel forced to do or unhappy

3. Job rotation: Changes of jobs or tasks from time to time Advantages: Reducing boredom, Developing various skills, and gaining more experience Disadvantages: Those who dislike the certainty of job changes may not be happy. Lack of experience and skills may affect productivity. 4. Team Working: Highly-skilled people working in small groups with a common aim. Advantages: Pooled talents, Brainstorming new ideas, Improved productivity, Problem-solving Disadvantages: Too much emphasis on harmony, Arguments and conflicts, Too many meetings and time-wasting

5. Empowerment: Giving official power to employees to make decisions and to control their own activities Advantages: Feeling of trust, Self-confident and interested in work , Improving decision-making skills of employees Disadvantages: Managers may feel insecure or unsatisfied, More costs of training for employees required

6. Quality Control Cycles: Small groups of workers in the same area of production meeting regularly to study and solve production problems Advantages: Workers are involved in decisions and thus motivated Disadvantages: Requiring strong support from both management and employees.

Work Incentives as Motivational Force

Money/ Pay Money or Pay is the means to survival and livelihood. Serves as means to Social position, prestige, status, power, security, likings and recreational and outdoor activities. So money is connected with needs and motives of all sorts.

Important Elements in work life are: 1. Self respect, 2. Fairness and Justice, 3. Human treatment. When these are violated all other aspects are ignored. No incentive can bring out motivation and often bring discontent and apathy.
Satisfaction: When needs are fulfilled with the given incentives and motives are given full expression. Frustration: When needs are not fulfilled by given incentives, then motivation will produce frustration and there will be apathetic behaviour.

Types of Incentives
Monetary (i) Direct: Base pay, Bonus, PF, Gratuity, Dearness allowance, Wage Incentives, etc. (ii) Indirect: Medical care, Insurances, Subsidized housing, Paid leaves, show tickets, tour and travel packages, etc Non monetary or Psychological Can not be measured in terms of money like, Job security, old age pension, praise, welfare services, recognition and appreciation, membership of clubs and groups, physical work conditions, work culture, etc.

Physical Working Conditions

Poor working conditions can undermine all other good intentions (selection techniques, performance appraisal, management) Uncomfortable and/or dangerous environments reduce productivity.

1. Noise Brief noise can cause permanent hearing loss Continuous noise is associated with high blood pressure and muscle tension.
Even though we psychologically adjust, physiology remains elevated

Loss of information in noisy environments?

2. Illumination
Intensity
Optimal level varies with the nature of the task and the age of the worker

Distribution
Indirect lighting provides uniform illumination. Reduces eye strain

Glare
Reduces visual efficiency, increases eyestrain Darker paints, non-glossy paints and monitors

3. Colour

Color coding useful for safety and navigation. Used to reduce glare and eyestrain. Influences temperature perception. Some scientists claim that room colour influences mood, attitude, behaviour in some conditions.

4. Temperature & Humidity

Higher temperatures lead to a greater need for rest. More so for extreme physical exertion Automated office equipment produces heat and reduces humidity which may make the work environment uncomfortable
Heat and cold can impact workers
Effectiveness Safety (Heat exhaustion) Health

Heat can come from:

The outdoor work environment in summer time High temperatures of lack of ventilation indoors, Radiant heat from work
(Blast furnace, glass furnace, kitchen oven in restaurant)

5. Office Design
Office Design can influence behaviour of the employees : Issues such as heating, AC, bathrooms, elevators. Especially crucial for individuals with disabilities. Proximity of managers offices influences spontaneous interactions. Building size can influence formality of relations and morale. Type of office designs: Contain no walls, cubicles. Supposed to facilitate communication between workers. Linked to job dissatisfaction. Complaints include lack of privacy, noise, and individualism

Miscellaneous Factors
Radiations Vibration Cafeteria Coffee Machine Drinking Fountain Rest Rooms Conditions

WORK SCHEDULES
Working Hours Traditional Work Week: 6days/10 hrs a day 1938- Introduction of 5 day, 40 hour week Nominal working hours: prescribe number of hours one is supposed to work. Not the actual amount of time spent working
As you increase nominal you decrease actual Working overtime decreases overall productivity

Permanent/Part-Time Employment
On the increase of Part-time employment
Companies save money. Do not have to provide full benefits to part-time workers. Companies receive increased production (nominal time vs. actual) Workers (some) prefer the increased flexibility.

Flexible work schedules

4 Day Work Week leads to reduced absenteeism, easier to schedule workers
e.g: Some companies allow every other Friday off

Flextime combines core mandatory work periods with elective periods at the beginning and end of the day
e.g: Work between 6.5-9.5 hours e.g: Helps with traffic congestion

Shift Work
Shift work: working at times other than daytime hours. People on shift work never truly adjust. The sun keeps their body set on a day schedule even when they have to work at night. (Jet lag, Circadian rhythms) Work periods for 24 hrs a day operations Usually there are three shifts. e.g:7am-3pm, 3-11, 11-7am Impact on workers?
Less productive on the night shift More serious accidents on the night shift More mistakes are made on the night shift

Reduce problems by reducing frequency of shift changes or assigning permanent shifts

Psychological and Social Working Conditions

Psychological aspects:

Control excessive physical load Avoid physical and muscular fatigue Adequate rest pauses to reduce stress Arrangement of static and dynamic work To avoid physical and psychological effects on workers Appropriate design of displays and control Appropriate conditions for Vigilance tasks Avoid human error and stress Job motivation and satisfaction

Social psychology
Practice good relationship among employees and between employer and employee

Job simplification: the reduction of manufacturing jobs to the simplest components that can be mastered.
Simplified jobs are narrow in job scope and low in job depth.

The development of techniques for increasing production per unit time, consequently reducing the unit cost The analysis of a specific job, restructuring that job to eliminate unnecessary movements

 Potential advantages of job simplification: Easier and quicker training of workers. Workers are less difficult to supervise. Workers are easier to replace. Development of expertise in doing repetitive tasks.

Fatigue
Feelings: Tired (sleepy), apathetic (dont care),
lethargic (cant be bothered), irritable (grouchy)

Performance: Forgetful, slower reactions, harder

to pay attention Causes of fatigue: 1. Human Biology: Sleep, health, age, Circadian rhythm, Nutrition 2. Job: Work load, Shifts, Schedules 3. Social life: Family, friends, Lifestyle 4. Work Environment: Noise, lightning, Humidity and Temperature, Vibrations, etc.

Psychological Tests to check fatigue levels:

1. Speed of Tapping 2. Coordination time 3. Simple reaction time 4. Manual Steadiness 5. Driving Vigilance 6. Ability to distinguish flicker

Factors linked to fatigue include:

Low job challenge Poor supervision Low job control Low ratings by supervisor Low pay Low information processing demands***

Boredom and Monotony

Boredom: A state in which the level of stimulation is perceived as unsatisfactorily low (Hebb 1996) A distinct emotional state: Boredom is an unpleasant, transient affective state in which the individual feels a pervasive lack of interest in and difficulty concentrating on the current activity such that it takes conscious effort to maintain or return attention to that activity (Fisher 1993)

 Contrary to popular wisdom, boredom is not the result of having nothing to do. Rather, boredom stems from a situation where none of the possible things that a person can realistically do appeal to the person in question. MONOTONY It indicates psychologically undesirable effects of repetitive work found in the factories and offices of industrial and business organisations today. It adversely affects the motivation, morale and productivity of employees. It is related to personality factor.

Reasons for Boredom and Monotony: Lack of job challenge Not using skills/knowledge Routine Task Effects Work environment Personal effects

Consequences:
Poor performance Anger at work Absenteeism Stress Accidents Sleepiness Job dissatisfaction Property Damage

Telecommuting
Telecommuting is the use of computers and telephones to enable an employee to work offsite and outside the traditional workplace. This could include working partially, like one to three days a week from home, or working entirely at home corresponding when necessary with the employer Types: Day extender Part-time teleworker Full-time teleworker

Advantages:
More time at home with family Money Savings Decreased sick time Increases pool of possible employers (not confined to small geographic area) Improved morale Improves quality of life to spent with family, personal growth activities, sleep, happier Lowers stress Care for people at home (kids, elderly)

Disadvantages:
Lack of social contact Do not participate in group projects Work hours become longer Difficulties balancing work and personal life Difficulties drawing a line between work and home Distractions Lack of assistance

THE END