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‡ The term µmotivation¶ has its origin in the Latin
word ³mover´ which means to ³move´. Thus,
motivation stands for movement.

‡ Motivation is defined as an inner state that

activates, energizes or moves behavior towards
goals. The forces inside an individual that inspire
him to continue work are known as wishes,
drives, needs etc.
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=


‡ Intrinsic Motivation

‡ Extrinsic Motivation
 Motivation
‡ x  is internal. It occurs
when people are compelled to do something
out of pleasure, importance, or desire. Eg:
interesting or challenging work, the
opportunity to achieve and grow into greater
responsibility.

‡   occurs when external

factors compel the person to do something.
Eg: Incentives, bribes, rewards etc.
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° THE SATISFYING FACTORS (require intrinsic motivation)

° THE DISSATISFYING FACTORS (require extrinsic motivation)

 Motivation
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‡ Achievement ‡ Working conditions

‡ Recognition ‡ Co-worker relations

‡Responsibilities ‡Policies & Rules

‡Work itself ‡Supervisor quality

‡Personal growth ‡Salary

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‡ An organization without a motivated
workforce is like an engine without fuel ± it
needs the right fuel to perform at it¶s best.
‡ Motivation is an important function performed
by manager to drive the people to work for
the accomplishment of organizational
objectives.
 Motivation
‡ Job performance is considered a
function of ability and motivation.
± Job Performance = f (Ability)(Motivation)

‡ Ability depends on education,

experience and training.
 Motivation
Motivation is a much faster process and can be
improved through:
‡ Trust, respect, recognition and high
expectations.
‡ Removing organizational barriers that
stand in the way of individual/group
performance.
‡ Financial incentives.
‡ Provide opportunities for growth.
‡ Provide regular & timely feedback.
‡ Establish an Individual Development Plan.
 Rewards
‡ Rewards should be quick.
‡ Rewards should be significant.
‡ The goals & rewards must be:
± Known, understandable, & attainable.
‡ Rewards must be directly related to
performance.
‡ Reward should be compatible with job
measurements.
 Conclusion
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