Professional Documents
Culture Documents
A great man is one who can make a small man feel great, and perform great
INTRODUCTION
Motivation is an internal feeling and a psychological phenomenon which generates within an individual. Motivation is next to directing / leading. Managers can motivate their subordinates while guiding them. Motivating means encouraging people to take more
OBJECTIVES
Understand past, present and future concepts / trends. Develop employees desire to strive for excellence. Understand how YOU influence; your leadership style.
Objectives
Learn how to offer criticism in a way which
ensures that it is heard.
DEFINITION OF MOTIVATION
The act or process of stimulating to action,
(Harmer, 2001)
sustained.
Steers and Porter(1991)
MOTIVATION IS
Complex Psychological Physical Unique to each and every person Context sensitive
TYPES OF MOTIVATION
Intrinsic Motivation
Extrinsic Motivation
Intrinsic Motivation
Defined as self-respect of accomplishment and personal growth. That is, the emotional and personal benefits of the job itself are known as intrinsic rewards. -Ellis Intrinsic motivation refers to motivation that comes from
intrinsic motivation.
Social-contextual events such as feedback, communications,
Extrinsic Motivation
Extrinsic Motivation is said to be less effective because it comes from outside the person. External reinforcer's, for instance, are usually in the form of control. is concerned with the performance of an activity to succeed in
"Tangible benefits" related to job such as salary, fringe benefits and job security are known as extrinsic motivation or called extrinsic rewards. ` Latham ( 1998)
3. Internal Motivation Behaviour does not come without its own rewards. the end goal is not a visible or external thing, but more internal and psychological. The achievement of these goals by itself also correctly seen as a reward is in general not visible to other persons. 4. Affiliation Motivation It is a drive to relate to people on a social basis. Persons with affiliation motivation perform work better when they are complimented for their favorable attitudes and co-operation.
5. Competence Motivation Competence motivated people seek job mastery, take pride in developing and using their problem-solving skills and strive to be creative when confronted with obstacles. They learn from their experience. 6. Power Motivation It is the drive to influence people and change situations. Power motivated people wish to create an impact on their organization and are willing to take risks to do so. 7. Attitude Motivation Attitude motivation is how people think and feel. It is their self confidence, their belief in themselves, their attitude to life. It is how they feel about the future and how they react to the past.
THEORIES OF MOTIVATION
Content Theories:
1.ABRAHAM MASLOW'S HIERARCHY OF NEEDS THEORY Mr. Abraham Harold Maslow suggested his Theory of Human Motivation in 1943 Needs were categories as five levels of lower and higher-order needs. Individual must satisfy lower-level needs before they can satisfy higher order needs. Motivating a person depends on knowing at what level that a person is on the hierarchy.
Maslow's theory is based on the following two principles: Deficit principle: A satisfied need no longer motivates behavior because people act to satisfy deprived needs.
To Satisfy, Offer:
Creative and challenging work
Esteem needs
Safety needs
Physiological needs
Rest and refreshment breaks Physical comfort on the job Reasonable work hours
given his theory of motivation called Theory X and Theory Y Theory X:- based on traditional assumptions about employees. Here, the conventional approach of management is used as a base. Theory Y :- based on modern or progressive or professional approach. Here, the assumptions about employees are quite different.
Assumptions of theory x
The average human being is inherently lazy by nature and
desires to work as little as possible. He avoids accepting responsibility and prefers to be led or directed by some other. He is self-centered and indifferent to organizational needs. He has little ambition, dislikes responsibility, prefers to be led but wants security. He is not very intelligent and lacks creativity in solving organizational problems. He by nature resists to change of any type.
Theory X
In the case of such employees, self-motivation is
just not possible. They will work only when there is constant supervision on them. A manager has to persuade, punish or reward such workers in order to achieve organizational goals.
Assumptions of theory Y
Work is as natural as play, provided the work environment is
favorable. People can be self-directed and creative at work if they are motivated properly. Self-control on the part of people is useful for achieving organizational goal. External control and threats of punishment alone do not bring out efforts towards organizational objectives. People are not by nature passive or resistant to organizational needs. An average human being learns under proper conditions. He is also willing to accept responsibility
organizational policies, and technical quality of supervision. Although these factors do not motivate employees, they can cause dissatisfaction if they are missing.
Something as simple as adding music to the office place or
Satisfiers
or motivators include such things as responsibility, achievement, growth opportunities, and feelings of recognition, and are the key to job satisfaction and motivation. For example, managers can find out what people really do in their jobs and make improvements, thus increasing job satisfaction and performance.
to ensure that hygiene factors are adequate and then build satisfiers into jobs.
Satisfaction vs Dissatisfaction
Motivators Achievement Growth Recognition Responsibility Hygiene Compensation Fringes Supervision Work Conditions
theory is built upon Maslow's hierarchy of needs theory. Existence needs are desires for physiological and material well-being. (In terms of Maslow's model, existence needs include physiological and safety needs) Relatedness needs are desires for satisfying interpersonal relationships. (In terms of Maslow's model, relatedness correspondence to social needs) Growth needs are desires for continued psychological growth and development. (In terms of Maslow's model, growth needs include esteem and self-realization needs)
their productivity.
Taylors methods were widely adopted as businesses saw the
design the first ever production line, making Ford cars. This was the start of the era of mass production.
focused on managers taking more of an interest in the workers, treating them as people who have worthwhile opinions and
by: Better communication between managers and workers ( Hawthorne workers were consulted over the experiments and also had the opportunity to give feedback) Greater manager involvement in employees working lives ( Hawthorne workers responded to the increased level of attention they were receiving) Working in groups or teams. ( Hawthorne workers did not previously regularly work in teams)
Maintainers Motivators
Maintainers
Working conditions
Company policies
Job security
A sense of connection with the organisation is more likely to develop a sense of loyalty to and identify with it. So efforts to promote social engagement are essential. Current models of motivation tend to concentrate on cognitive processes, assuming that competence is the primary factor. Social goals are strong predictors of success and the promotion of socially responsive behaviour often results in higher performance. The social climate is a powerful motivator of all aspects of our behaviour.
autonomy. They can be epitomised by an over-protective climate, that in turn encourages restricted workers.
Others can have an autonomy-crushing climate, resulting in no
sense of autonomy. The more accountability is stressed over autonomy, the more managers will download pressure to colleagues through a command climate that emphasises control. Thirdly, an over-competitive prove yourself atmosphere marks the exposing climate where confusion and provocation contribute to the development of a distorted sense of autonomy.
Feedback is an essential ingredient to provide information that lets others know how they are doing. It is the motivation power-tool yet often the least well used. it is about giving information about progress to increase self-efficacy not about encouraging arrogance.
Highly motivating people praise others effort and how they tackle their work and so make colleagues feel responsible for success.