Motivation - “an individual’s willingness to exert

effort toward some goals or objectives.”

 Herzberg’s Two-Factor Theory

Motivators Hygiene Factors

• Responsibility • Working Conditions
• Achievement • Supervision
• Advancement or Growth • Interpersonal Relations
• Challenge • Salary
• Recognition • Job Security
• The Work Itself • Policies and Administration
 J. S. Adam’s Equity Theory

Output Output
Equity P’ --------- = O’ ---------
Input Input

Output Output
(+) Inequity P’ --------- > O’ -------
Input Input

Output Output
(-) Inequity P’ -------- < O’ ------
Input Input
P = Person
O = Relevant Other
Ways to reduce Inequity
BEHAVIROAL STRATEGIES
Change the inputs

 Change the outputs

Act against the other person

Change the referent

 Leave the situation

COGNITIVE STRATEGIES
Distorting perception of self’s input and output

Distorting perception of the other’s input and output

 Vroom’s Expectancy/Valence Theory

Determinants of Motivation:
• The expectancy that effort will result in performance
• The expectancy that performance will result in reward/outcomes
• The valence of rewards/outcomes

Person will be highly motivated if (s)he perceives a strong relationship

between:
• Effort and performance
• Performance and rewards/outcomes
• Rewards and satisfaction of personal goals
Task-Oriented Leadership

• Communicates expectations

• Encourages uniform procedures

• Assigns tasks to people

• Schedules work to be done

• Decides what and how

People-Oriented Leadership

• Friendly, approachable

• Concern about personal welfare

• Does small things to show concern

• Consults members

• Explains his/her actions

• Tries to understand others

 Hersey & Blanchard’s Situational Leadership Model
High High Relationship Low Task High Task High Relationship
R 3. Share ideas and 2. Explain your decisions
E facilitate in making and provide
L decisions opportunity for
A clarification
T Participating S3 S2 Selling
I
O Low Relationship Low Task High Task Low Relationship
N 4. Turn over 1. Provide specific
S responsibility for instructions and closely
H decisions and supervise performance
I implementation
P Delegating S4 S1 Telling
Low
Low TASK BEHAVIOUR High
Delegation is the process of entrusting responsibility
and authority to others.

• Responsibility involves the obligation by the subordinate to

perform certain duties or make certain decisions, and accept
possible reprimand from the delegator for unsatisfactory
performance
• Authority is the right to take action or make decision that
the delegator would otherwise have done. It legitimizes the
exercise of power. It enables the subordinate to issue valid
instructions for others to follow
• Ultimate Responsibility lies with the delegator
STRESS is the general term applied to the pressures people feel in
life or work.

Physiological changes: Increase in pulse rate, heart-rate,

respiration, excessive sweating, shivering, headache, body
pains, nausea, etc.
Psychological changes: Feelings of tension, anxiety,
nervousness, depression, irritation, aggression, etc.
 Stressors
• Self-Role Distance
• Inter-Role Conflict
• Inter-Sender Conflict
• Role Ambiguity
• Role Overload
• Role Underload
• Job Insecurity
• Lack of Participation
• Working Conditions
• Inter-personal Relations
• Poor Supervision
• Nature of Job
Personal Strategies for Coping

• Health Assessment and Exercises

• Relaxation Techniques
• Delegation
• Time Management
• Planning Ahead
• Social Support
• Taking a Vacation