Motivation
Motivation
Motivation
Process that accounts for an individual’s Intensity, Direction
and Persistence of effort towards attaining a goal.
Result of the Interaction between an individual and a situation.
•Individual Differences
•Importance of Personal Dignity
•Multiplicity of Roles
Motivation
Motives
Behaviour
Goals
Tension Reduction
Intrinsic And Extrinsic Motivation
We are all driven by a combination of intrinsic and
extrinsic factors.
Intrinsic motivation is the satisfaction we get in the
process of doing something: the enjoyment, the
satisfaction, the challenge, and self-improvement. It is
a feeling within us. Would still do this activity if there
were nobody around to see you or hear about it?
Extrinsic motivation is a desire to reach a valued
outcome. It is result oriented: the social approval, the
trophies and cash rewards, and the success.
Extrinsic Motivation
Extrinsic motivation can also be very helpful.
Having a partner that holds you accountable, whether that is
in the gym, or for your business, can be very motivational.
This provides social support, and that tends to make us happy.
Those who link extrinsic motivation (pay check / weight loss)
to internal factors, such as their work ethic and diligence, can
benefit from extrinsic motivation. I
t can also provide an extra motivational boost.
The dark side: extrinsic motivation is also linked to higher
stress and anxiety. It tends to lower intrinsic motivation,
meaning the more you are motivated by valued outcomes, the
less enjoyment and satisfaction you will receive in the process.
Intrinsic Motivation
1. Measure your progress When you monitor your progress, you
can watch yourself improve. Make it a habit: if you’re working
out, track how long you exercise or how much weight you lift. If
you’re working on a project, track your productivity.
2. Set process goals Set goals based around your effort level and
how you want to feel when performing a task. Ex. “I want to feel
relaxed half way through my run,” or “I want to stay focused and
off the Internet while writing up this report.”
3. Control your routine Whether you are working out on your
own, with a trainer, or in a class, start to add in your own
programming. Decide how many pushups you want to do or how
long you want to run for. Decide to do yoga every morning when
you wake up.
Early Theories
Of
Motivation
Hierarchy Of Needs Theory By Abraham Maslow
Hierarchy Of Needs Theory By Abraham Maslow
Hierarchy Of Needs Theory
Assumes that a person attempts to satisfy the more
basic needs before directing behavior toward
satisfying upper-level needs.
Lower-order needs must be satisfied before a higher-
order need begins to control a person’s behavior.
Physiological Needs
Safety Needs
Social Needs
Self-esteem needs
self-actualization needs
Proposed Theory Of Needs By David McClelland
People acquire needs through their life experiences.
Need for Achievement (nAch)
Need for Affiliation (nAff)
Need for Power (nPow)
Theory X -- Theory Y By Douglas McGregor
Work Most people dislike and Work is as natural as rest and play.
avoid it.
Responsibility Most people Exercise self directed and self control
avoid it and prefer to be directed.
The capacity for creativity in
Most people have little capacity solving organizational problems
for creativity in solving is widely distributed in the
organizational problems. population.
Motivation occurs only at the Motivation occurs at the social,
physiological and safety levels. esteem, and self-actualization
levels, as well as physiological
and security levels.
Two Factor Theory By Frederick Herzberg
Also known as Motivation –Hygiene Theory
Job context (hygiene factors) – needed to be optimal to prevent job
dissatisfaction. These factors (according to Herzberg) did not
motivate.
Job content (motivators) – factors that did lead to motivation
Money (according to Herzberg) could motivate if it was seen as a
reward for accomplishment; but if money was given without regard
for merit, then it was a hygiene factor.
Two Factor Theory By Frederick Herzberg
Two Factor Theory By Frederick Herzberg
Hygiene Factors Motivators
• Policies and Administration • Achievement
• Supervision • Recognition for Accomplishment
• Working Conditions • Challenging Work
• Interpersonal Relations • Increased Responsibility
• Money, Status, Security • Growth and Development
Contemporary
Theories
Goal Setting Theory
By Edwin Locke
Specific Goals Increase Performance.
Difficult goals when accepted result in higher performance.
Feedback enhances the effect of specific, difficult goals.
Goal Setting Theory
Directing
one’s attention
Regulating
one’s effort
Goals Task
motivate the performance
individual Increasing
by... one’s perseverance
Encouraging
goal oriented strategies
MANAGEMENT BY OBJECTIVES (MBO)
By Peter Drucker in 1954 in his book "The Practice of Management."
A management model that aims to improve performance of an
organization by clearly defining objectives that are agreed to by both
management and employees.
Emphasizes Participatively set goals that are tangible, verifiable and
measurable.
Organisational Goals in hierarchy.
Self Efficacy Theory
By Albert Bandura (Social Cognitive Theory or Learning Theory)
Individual’s belief that he or she is capable of performing a task.
Higher in self efficacy, more confidence to do a task.
Negative Feedback is taken Positively.
Self Efficacy Theory
4 ways to increase Self-efficacy :
Enactive Mastery
Vicarious Modelling
Verbal Persuasion
Arousal
Expectancy Theory
By Victor Vroom.
The strength of a tendency to act in a certain way depends on the
strength of the expectation that the act will produce certain outcome
and the attractiveness of that outcome to the individual.
3 Relationships :
Effort- Performance Relationship
Performance –Reward Relationship
Reward-personal Goals Relationship
Expectancy Theory
Individual Effort
Effort- Performance
Relationship
Individual
Performance
Performance –Reward Relationship
Organisational
Rewards
Reward-personal Goals Relationship
Personal Goals
Cognitive Evaluation Theory
Intrinsic Rewards Extrinsic Rewards
positive feelings associated Tangible or Intangible
with doing well on a task or Outcomes from a certain
Vs
job. task.
Achievement
Pay
Increased responsibility
Status
Recognition
Working conditions
Satisfaction
Cognitive Evaluation Theory
Introduction of extrinsic rewards for intrinsically
rewarding tasks tends to decrease overall motivation
within an individual.
Elimination of extrinsic reward can increase intrinsic
motivation within a person.
Tangible and Intangible Extrinsic rewards.
Cognitive Evaluation Theory
Self-Concordance
Degree to which people’s reasons for pursuing goals are consistent with
their interests and core values.
If externally Motivated – Less successful
Less satisfaction
If internally Motivated -- More Successful
More Satisfaction
Implication & Applications
Of
Motivation
Theories
Techniques of Motivating Employees
Positive Versus Negative Motivation
Rational versus Emotional Motivation
Primary versus Secondary Motivation
Intrinsic versus Extrinsic Motivation
Financial versus Non-Financial Motivation
Motivating Employees
Motivating your employees doesn't
have to be a challenge anymore. It's
simple. If you want to motivate your
employees, you have to make them
feel excited to come to work every
day, and to spend time with you and
each other.
So how do you do it?
• Create a pleasant atmosphere
• Give employees what they want and need
• Communicate well and often.
Job Design
Job design is the process of deciding
content of the job, methods to carry out
the job and relationship exists in the
organization.
Skill variety
Task identity
Task significance
Autonomy
Feedback
Employee Involvement
Employee involvement is creating an
environment in which people have an
impact on decisions and actions that affect
their jobs.
Tell
Sell
Consult
Join
Delegate
Rewards
Give something to (someone) in recognition of their
services, efforts, or achievements.
Bonuses
Skill Based Pay
Piece Rate Pay
Merit Based Pay
Alternative Work Arrangements
Recognizing that some people are interested in more flexible work
arrangements and shorter hours, some employers have either initiated
or negotiated alternative work-time arrangements with employees
Flextime
Job sharing
Telecommuting
Ability and Opportunity
Summary
Recognize Individual Differences.
Use Goals And Feedback.
All Employees To Participate In Decisions That Affect Them.
Link Reward To Performance.
Check The System For Equality.
