Motivation

Presented by Arsalan Ali Khawaja Bilal karim baloch Aftab akash Shujha

Learning Objective of this topic

Define motivation. Where does motivation come from? Theories of motivation Implication of theories Importance of motivated people

Motivation
Motivation is an inner state (either a need or desire) that energizes & directs us and keeps us moving toward our goals OR Motivation is Intensity of desire/willingness to achieve a goal

 Are all people in this world equally motivated? If not, is it true that some people are motivated in their lives and some are not? NO, again??????? Why? Motives vary, situations vary, needs vary

What motivates a person?

Motive: Motives are inner needs or desires. We can be driven forwards by more than one motive at a time.

Where does motivation come from?

Intrinsic: is evident when people engage in an activity for its own sake, without some obvious external incentive present. A hobby is a typical example.
Extrinsic: Extrinsic motivation refers to motivation that comes from outside an individual. The motivating factors are external, or outside, rewards such as money or grades. These rewards provide satisfaction and pleasure that the task itself may not provide.

 Why do we need to understand the difference between intrinsic and extrinsic motivation?

Motivational Theories
Maslows Hierarchy of Needs Expectancy Theory Two-Factor Theory Expectancy theory Reinforcement theory Equity theory Self-Determination Theory Goal Setting Theory McClelland's theory of needs

Maslows Hierarchy of Needs

Description Five Basic Needs

Physiological needs

- Required to sustain life - chemical needs of the body hunger, thirst, sleeplessness, sexual desire
Safety needs:

- security from threatening events or surroundings - living in safe environment, medical insurance, job security, financial reserves
Social / affiliation needs:

- friendship, belonging to a group, giving and receiving love

Description Five Basic Needs

Esteem needs: falls into two categories: i. Internal esteem needs: - desires for such feelings as power, achievement, confidence, freedom, independence ii. External esteem needs: - derived from reputation, prestige, recognition. Attention and importance Both group of needs leads to more self confidence Self-actualization needs - realize or actualize ones self potential - includes needs such as truth, justice, wisdom \, meaning

Maslows Hierarchy of Needs

Motivation is a result of inner programme of needs When one of these sets of needs is met we move onto the next level Once a need is met it is not a motivator anymore This theory may be used by managers but they must understand that individuals are different

Ways to fulfill the five needs

Physiological Needs: - lunch breaks, rest breaks, wages that are sufficient to purchase the essentials of life Safety needs: - safe work environment, job security, medical benefits, retirement benefits Social / affiliation needs: - create feeling of acceptance, belonging and community by reinforcing team dynamics Esteem needs: - recognize achievements, assign important projects, provide status to make employees feel important and valued Self actualization need : - provide challenging and meaningful work which enables innovation, creativity, and progress in the long term

Two-Factor Theory
Theory of motivation holding that job satisfaction depends on two types of factors: hygiene and motivation This theory suggests that managers should follow a two-step approach to enhancing motivationfirst, ensure that hygiene factors (working conditions, policies) are acceptable, and then offer motivation factors such as recognition and added responsibility

Contrasting Views Of SatisfactionDissatisfaction

Traditional View
Satisfaction Dissatisfaction

Herzbergs View
Motivators
Satisfaction No Satisfaction

Hygienes
No Dissatisfaction Dissatisfaction

Prentice Hall, 2002

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Two-Factor Theory of Motivation

Expectancy theory
Suggests that motivation depends upon individuals expectations about their ability to perform tasks and receive desired rewards Expectancy theory is based on individuals effort, the individuals performance, and the desirability of outcomes associated with high performance.

Major elements of expectancy theory

E-P Expectancy Probability that effort will lead to desired performance

Valence value of outcomes

Effort

Performance

Outcomes

P-O Expectancy Probability that performance Will produce desired outcome

Expectancy Theory Relationships

EffortPerformance Relationship The probability that exerting a given amount of effort will lead to performance. PerformanceReward Relationship The belief that performing at a particular level will lead to the attainment of a desired outcome. RewardsPersonal Goals Relationship The degree to which organizational rewards satisfy an individuals goals or needs and the attractiveness of potential rewards for the individual.

Theory X and Theory Y

Douglas McGregor proposed two distinct views of human beings:
Theory X (basically negative)

Theory Y (basically positive)

Theory X
Managers believe employees inherently dislike work and must therefore be directed or even coerced into performing it.

Theory Y
Managers assume employees can view work as being as natural as rest or play, and therefore the average person can learn to accept, and even seek, responsibility.

Self-Determination Theory
A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effect of extrinsic motivation. People prefer to feel they have control over their actions, so anything that makes a previously enjoyed task feel more like an obligation than a freely chosen activity will undermine motivation.

Cognitive Evaluation Theory

A version of self determination theory which holds that allocating extrinsic reward for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the reward are seen as controlling.

Self Concordance
The recent outgrowth of self-determination theory. The degree to which peoples reasons for pursuing goals are consistent with their interests and core values.

REINFORCEMENT THEORY
A theory that says that behavior is the function of its consequences.

OPERANT CONDITIONING

SOCIAL LEARNING THEORY

The view tat we can learn through both observation and direct experience. FOUR VIEW POINTS 1. 2. 3. 4. Attention processes. Retention processes. Motor reproduction processes. Reinforcement processes.

EQUITY THEORY
A theory that say that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

 SELF INSIDE : an employees experiences in a different

position inside the employees current organization.

EQUITY THEORY : REFERENT COMPARISONS

SELF OUTSIDE : an employees experiences in a situation or

position outside the employees current organization.

OTER INSIDE : another individual or group of individuals

inside the employees organization.

OTHER OUTSIDE : another individual or group of individuals

outside the employees organization.

REACTIONS TO INEQUITY
Change inputs Change outputs Distort perception of self Distort perception of others Choose different referent person Leave the field.

MODEL OF ORGANIZATIONAL JUSTICE

DISTRIBUTIVE JUSTICE
Fairness of outcome

PROCEDURAL JUSTICE
Fairness of outcome process

ORGANIZATIONAL JUSTICE

INTERACTIONAL JUSTICE
Being treated wit dignity and respect

McClelland's theory of needs

A persons motivation and effectiveness in certain tasks are influenced by needs for achievement, affiliation and power.
1. Need for achievement: people with a high
(nAch) strive to achieve rather than for rewards and they avoid both very high or very low risk situations 1. Need for power: the desire to have impact, and to be influential. 2. Need for affiliation: the need for friendly and close relationships

Goal-Setting Theory
intention to work toward a goal is a major source of job motivation specific goals increase performance specific goals produce a higher level of output than does the generalized goal of do your best Difficult goals difficult goal, when accepted, results in higher performance than does an easy goal

Goal-Setting Theory (cont.)

Participation in goal setting is useful
reduces resistance to accepting difficult goals increases goal acceptance

Feedback is useful
helps identify discrepancies between what has been accomplished and what needs to be done self-generated feedback is a powerful motivator

self-efficacy
- an individuals belief that s/he is capable of

performing a task higher self-efficacy, greater motivation to attain goals

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Guidelines for Job Redesign

Implications
Maslows Hierarchy of needs
Helps understanding the level of people to motivate them

Expectancy Theory
Help managers to identify reward that are attractive or unattractive for employees Do employees know what is being expected from them Helps on focusing what abilities and skills are required to perform

Implications (Cont...)
Goal setting theory
Encourages managers to set specific and challenging goals Forces managers to understand that challenging goals can be met only if employees are willing to accept them Understand culture

McClelland's theory of needs

Focuses on different needs of people

From Theory To Practice

Recognize individual differences Match people to jobs

Dont ignore money

Check the system for equity

Suggestions for Motivating Employees

Use goals

Ensure that goals are perceived as attainable

Link rewards to performance

Individualize rewards

Importance and benefits of Motivation

Motivated people are always looking for better ways to do task. Motivated people are more quality oriented. Highly motivated people are more productive. Motivated students score good marks Motivated students learn more Motivated employees are more productive