MOTIVATION

Direction

Intensity Persistence
DAYANAND KUMAR-1034 SWATI SHARMA-1032

SHAKEEL KHAN-1039 ROMI RANI-1037

ASHWIN-1035 UJJWAL-1038
 MOTIVATION IS A PROCESS THAT ACCOUNT FOR
AN INDIVIDUAL’S INTENSITY, DIRECTION AND
PERSISTENCE OF EFFORT TOWARD ATTAINING A
GOAL.

 KEY ELEMENTS OF MOTIVATION

(1) INTENSITY - IT IS CONCERN WITH HOW HARD
A PERSON CAN TRY.
(2) DIRECTION - IT LEADS TO FAVORABLE JOB
PERFORMANCE THAT BENEFITS THE
ORGANISATION.
(3) PERSISTENCE - IT REFERS TO HOW LONG A
PERSON CAN MAINTAIN HIS OR HER EFFORT.
 IT LEADS TO HIGH LEVEL PERFORMANCE OF AN
ORGANIZATION.
 A MOTIVATED EMPLOYEE STAYS IN A
ORGANIZATION MORE AND THEIR ABSENTISM IS
QUIET LOW.
 WILLINGNESS OF EMPLOYEE TO WORK HARD
 IMPROVEMENT OF SKILL AND KNOWLEDGE

NATURE OF MOTIVATION
 MOTIVATION IS AN UNENDING PROCESS
 IT MAY BE POSITIVE OR NEGATIVE
 IT MAY BE INTRINSIC OR EXTRINSIC
Maslow’s
Hierarchy Self

of Needs actualization

Esteem

Social

Safety

Physiological
 VROOM’S EXPECTANCY
THEORY
1 2
Individual Individual Organisational
Effort Performance Rewards

1. Effort-Performance relationship = Expectancy

2. Performance-Rewards relationship = Instrumentality Personal

Goals
3. Rewards-Personal goals relationship = Valence
 Your tutor offers you $1 million if you memorise the textbook by tomorrow morning.

Expectancy Instrumentality Valence

Effort - Performance Link Performance - Rewards Link Rewards - Personal Goals Link

No matter how much effort Your tutor does not look There are a lot of wonderful things
you put in, probably not possible like someone who has $1 million you could do with $1 million
to memorise the text in 24 hours

E=0 I=0 V=1

Conclusion: Though you value the reward, you will not be motivated to do this task.
 ERG THEORY
 Proposed by Clayton Alderfer

 Three groups of core needs:

1. EXISTENCE
2. RELATEDNESS
3. GROWTH

 Modification of Maslow’s Need Hierarchy Theory

 He retained the idea of Maslow’s theory but offered its less

rigid version

 Maslow’s Model- Satisfaction Progression

 Alderfer’s Model- Frustration progression

 Theory X & Theory Y
By Douglas McGregor
Theory X
1) EMPLOYEES INHERENTLY DISLIKE WORK AND ATTEMPT TO AVOID IT.
2) SINCE THEY DISLIKE WORK, THEY MUST BE COERCED, CONTROLLED
OR THREATENED WITH PUNISHMENT TO ACHIEVE GOALS.
3) EMPLOYEES WHICH AVOID RESPONSIBILITIES SEEK FORMAL
DIRECTION WHENEVER POSSIBLE.
4) MOST WORKERS PLACE SECURITY ABOVE ALL OTHER FACTORS
ASSOCIATED WITH WORK AND WILL DISPLAY LITTLE AMBITION.

Theory Y
1) EMPLOYEES CAN VIEW WORK AS BEING AS NATURAL AS REST OR PLAY.
2) PEOPLE WILL EXERCISE SELF DIRECTION AND SELF CONTROL IF THEY
ARE COMMITTED TO THE OBJECTIVES.
3) THE AVERAGE PERSON CAN LEARN TO ACCEPT EVEN SEEK
RESPONSIBILITY.
4) INNOVATIVE DECISION MAKING IS NOT ONLY A MANAGERS TOOL. IT IS
COMMON AMONG OTHERS TOO.
5) IT ASSUMES THAT HIGHER ORDER NEEDS DOMINATE INDIVIDUALS.
CRITICISMS OF THEORY X & Y
 NO EVIDENCE TO CONFIRM THAT EITHER SET OF
ASSUMPTION IS VALID.

 THESE ARE THE THEORIES OF ATTITUDE, NOT

MOTIVATION.

 DEFINE EXTREME NATURES ABOUT A PERSON, WHICH

IN GENERAL IS NOT TRUE.
Some Findings Of McClelland’s Theory
High Achiever’s -
 Dislike High Risk Involving Task
 Performs Best When Task Involves 0.5 Probability Of Success
 Dislike Tasks With Low/No Risk Factor

A High Need To Achieve Does Not Necessarily Make someone

a Good Manager.

Need For Affiliation And power- Closely Related To Managerial

Success.
Best Managers:
I.High On nPow
II.Low On nAff

Problems- Despite Being Best Research Support, Less Practical Effect.

Needs are Subconscious- Person Might Not Be Aware Of Them.
Measuring Needs Not Easy, Expensive.
 Equity Theory
-By John Stacy Adams

Employees Compare Their Input Output Ratio With

Input Output Ratio Of Others And Make Following
Deductions:

O < O => Inequity, Being Over Rewarded

IA IB

O = O => Equity
IA IB

O > O => Inequity, Being Under Rewarded

IA IB
Based On Equity Theory, Employee
Take Following Six Decisions:

• Change their inputs.

• Change their outcomes.
• Distort perception of self.
• Distort perception of others.
• Choose different reverent.
• Leave the field.
 CLICK INTERACTIVE INC.IS A CHICAGO BASED SOFTWARE
DESIGN FIRM WHICH PROVIDE SYSTEM THAT ENABLES 24
HOUR WORLD WIDE ELECTRONIC OVERLOADING IN FIELD OF
COMMUNICATION AND MANUFACTURING.

 FERRO C.E.O OF THE FIRM HAS CREATED THE PENALTY BOX

FOR HIS PROGRAMMERS WHO ARE BURNED OUT OR WHO
ACT OVERCONFIDENTLY AND ANNOY OTHER EMPLOYEE.
 PENALTY BOX IS A ASSIGNMENT FROM A WEAK TO FEW
MOTH IN WHICH PROGRAMMERS ARE TRANSFRRED TO SALES
DEPARTMENT.
 ACCORDING TO THIS ASSIGNMENT PROGRAMMERS ARE
REQUIRED TO WEAR PROFESSIONAL BUISNESS ATTIRE AT
ALL TIME WHEREAS USUALLY PROGRAMMERS WEAR TYPICAL
JEANS AND T-SHIRT ON THE JOB.

 INSTEAD OF WRITING SOFTWARE THIS ASSIGNMENT

REQUIRES PROGRAMMERS TO CALL CUSTOMERS WHICH IS A
NEW PROFILE ASSIGNED TO THEM .

 JIM HEISING A CHIEF TECHNOLOGIST SAYS THAT HE HAS

GAINED SOME VALUABLE INSIGHTS INTOCUSTOMER. SOME
CUSTOMERS REQUEST ARE FAR-FETCHED,WHICH HELPS
THEM TO COMEUP WITH GRAET IDEAS THAT CAN ACTUALLY
BE IMPLEMENTED.
 ANS:-
o ACCORDING TO US THIS IDEA IS INNOVATIVE AND HAVE JOB
ROTATION CONCEPT AS ONE GETS BORED BY PERFORMING SAME
JOB CONTINUOSLY.

o THIS IDEA WILL DEVELOUP PROGRAMMERS COMMUNICATION SKILL

AND WILL BROADEN THEIR THINKING ABILITY.

o PROGRAMMERS CAN UNDERSTAND ACTUAL NEED OF CUSTOMER BY

DIRECT INTERACTION AND CAN GET NEW IDEAS WHICH HELP THEM
IN DEVELOPING THEIR CODING.
 ANS:-
 PENALTY BOX ASSIGNMENT IS MOTIVATORY AS IT USES TWO
THEORIES OF MOTIVATION.

 (1).MCGREOR THEORY OF X WHICH HAS ASSUMPTION THAT

EMPLOYEES DISLIKE WORK AVOID RESPONSIBILITIES AND MUST
BE COERCED ,CONTROLLED OR THREATENED WITH
PUNISHMENT TO ACHIVE GOALS.

 (2).SECOND THEORY IT USES IS THEORY OF NEGATIVE

REINFORCEMENT WHICH FOLLOWS A RESPONSE BY
TERMINATION OR WITHDRAWL OF SOMETHING UNPLEASENT.
ANS:-
 WHEN MOST MANAGERS ARE ENCOURAGED TO CODDLE THEIR
EMPLOYEE FERRO MOTIVATION SYSTEM IS VERY INNOVATIVE AS IT
DEVELOUP SKILL,THINKING CAPABILTY AND COMMUNICATION OF
THEIR EMPLOYEE IN OTHER AREAS.
 WHEN A EMPLOYEE IS BURNOUT OR BORED FROM A JOB WE CANNOT
GIVE THEM LONG HOLIDAY OTHER THING WE CAN DO IS ROTATION
IN THEIR JOB DEPARTMENT SO THAT EMPLOYEE CAN DEVELOUP NEW
SKILL AND COMPANY CAN USE THEM WHEN THEY NEED.
 MANAGER SHOULD PRESENT THIS IDEAS AS INNOVATIVE IDEA AND
SHOULD CLEAR THEIR OBJECTIVE AMONG EMPLOYEE SO THAT THEY
TAKE THIS IN POSITIVE SENCE AND AVOID NEGATIVE TENDENCY TO
KEEP INTEREST ALIVE WHILE PERFORMING THE JOB.