Saiesh Digitally signed

by Saiesh Prabhu
Prabhu Verlekar
Date: 2022.06.08
Verlekar 10:54:57 +05'30'

THE ROLE OF INDIVIDUAL IN THE

ORGANIZATION
1 Saiesh N. Prabhu Verlekar
Department of Information Technology
SRIEIT, Shiroda - Goa
 - The individuals play an important role in the functioning of
the organization.
- People participate in the organizations when they are going
to gain something out of them.
- The success of an organization depends not only on the
proper coordination and cooperation of its members but also
on the cooperation of others.
- The others must also be made to contribute to the smooth
functioning of the organization.

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 - Attitudes are evaluative statements either favourable or
unfavourable concerning objects, people, or events.
- Components of Attitudes involves cognitive, affective, and
behavioural components.
- Cognitive components of attitude relate to what a person
knows.
- Affective components relate to how people feel.
- behavioural components relate how people behave or intend
to behave.
- Cognitive dissonance occurs when an individual has two
or more attitudes that are inconsistent.
- Three types of attitudes in organizational behaviour
research are job satisfaction, job involvement, and 3
organizational commitment.
BARRIERS TO CHANGE ATTITUDES

- Barriers to Change Attitudes are;

- Prior Commitment.
- Insufficient Information.
- Balance and Consistency.
- Lack of Resources.
- Improper Reward System.
- Resistance to Change.

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 Prior Commitment
- When people feel a commitment towards a particular course
of action that has already been agreed upon, it becomes
difficult for them to change or accept the new ways of
functioning.
 Insufficient Information

- It also acts as a major barrier to change attitudes.

- Sometimes people do not see why they should change their
attitude due to the unavailability of adequate information.
 Balance and Consistency

- Human beings prefer their attitudes about people and

things to be in line with their behaviors towards each other
and objects. 5
 Lack of Resources
- If plans become excessively ambitious, they can sometimes
be obstructed by the lack of resources on a company or
organization.

 Improper Reward System

- Sometimes, an improper reward system acts as a barrier to
change attitude.
- If this reward system is introduced in the organization,
employees are not motivated to change their attitude.

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 Resistance to Change
- When the authority changes a plan of the organization, the
employees have to change themselves.
- But some of them do not like this. If their attitude
regarding the change of plan cannot be changed, the
organization will not be successful.

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ATTITUDE SURVEY
 Employee attitude surveys measure the employee’s
opinions on most of the aspects of a workplace, including:
- Overall satisfaction.
- Management/employee relations.
- Corporate culture.
- Career development.
- Compensation.
- Benefits.
- Recognition and rewards.
- Working conditions.
- Training.
- Staffing levels. 8
- Safety concerns.
- Policies and procedures.
 - Organizations are increasingly interested in retaining the
right talents while targeting new talents.

 Uses of Employee Attitude Survey

- Employee opinion surveys are about improvement and
providing the authority with the information they need to be
successful.
- Regular attitude surveys can alert management to potential
problems and employees’ intentions early so that action can
be taken to prevent repercussions.

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 Uses for Employee Attitude Surveys include;
- Focusing on employee development programs.
- Enhancing management/employee relations.
- Training needs assessment.
- Evaluation of training.
- Organizational climate survey.
- Facilitating the development and organizational change.
- Getting employee feedback on the internal health of the
organization.
- Measuring the impact of current programs, policies, and
procedures.
- Motivating employees and improve job satisfaction. 10
- Customer satisfaction survey.
- Increase employee retention.
TYPES OF ATTITUDE

- Job satisfaction is a positive feeling about one’s job

resulting from an evaluation of its characteristics.
- A related attitude is job involvement, which measures the
degree to which a person identifies psychologically with his or
her job.
- The third attitude is organizational commitment, an
employee’s desire to maintain continued membership within
his or her organization.
- When employees dislike their jobs, they may exhibit a
variety of behaviours.
- The behaviours may be categorized as constructive or
destructive and active or passive.
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 - Responses to dissatisfaction include exit (looking for a new
position), voice (actively and constructively attempting to
improve conditions), loyalty (passively waiting for conditions
to improve), or neglect (passively allowing conditions to
worsen).
- The satisfied employees increase customer satisfaction and
loyalty, particularly in service organizations.
- Managers can positively impact satisfaction levels through
providing mentally challenging work, equitable rewards, and
through providing supportive working conditions.
- Although high pay is effective in attracting employees, high
pay alone is unlikely to create a satisfying work environment.

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TYPES OF ORGANISATIONAL COMMITMENT

 Affective commitment
- The first type of organizational commitment, Affective
commitment, relates to how much employees want to stay at
their organization.
- If an employee is affectively committed to their
organization, it means that they want to stay at their
organization. They typically identify with the organizational
goals, feel that they fit into the organization and are satisfied
with their work.
- Employees who are affectively committed feel valued, act as
ambassadors for their organization and are generally great
assets for organizations.

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 Continuance commitment
- Continuance commitment relates to how much employees feel
the need to stay at their organization.
- In employees that are continuance committed, the underlying
reason for their commitment lies in their need to stay with the
organization.
- Possible reasons for needing to stay with organizations vary,
but the main reasons relate to a lack of work alternatives, and
remuneration.
- A good example of continuance commitment is when
employees feel the need to stay with their organization because
their salary and benefits won’t improve if they move to another
organization.
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 Normative commitment
- Normative commitment relates to how much employees feel
they should stay at their organization.
- Employees that are normatively committed generally feel
that they should stay at their organizations.
- Normatively committed employees feel that leaving their
organization would have disastrous consequences, and feel a
sense of guilt about the possibility of leaving.
- Reasons for such guilt vary, but are often concerned with
employees feeling that in leaving the organization they would
create a void in knowledge/skills, which would subsequently
increase the pressure on their colleagues.
- Such feelings can, and do, negatively influence the 15
performance of employees working in organizations.
KEY BENEFITS AND ADVANTAGES OF
ORGANIZATIONAL COMMITMENT

 1. High employee productivity

- Committed employees are highly productive.
- They believe in the organization, its goals, vision, mission,
and the leadership team.
- These employees not only demonstrate high levels of
productivity, but they also ensure their colleagues and team
members too display the same.

 2. Reduced absenteeism
- A committed and motivated staff will report much lesser
absenteeism than their peers.
- Committed employees look forward to going to work,
completing their work, helping out projects, and contributing 16
toward organizational goals.
 3. Excellent team players
- Since dedicated employees are heavily invested in the
organization, and it’s success, they are great at collaborating
with, and working in teams.
- They contribute significantly to boosting the team’s
productivity.

 4. Strong advocates
- Dedicated and committed employees believe in their
organization, and hence, are effective and positive advocates
of their employers.
- They are strong believers and supporters of their
employer’s products, services, and policies. 17
DEVELOPING ORGANIZATIONAL
COMMITMENT
 1. Create a strong teamwork culture
- Building a strong teamwork culture facilitates a healthy
work environment.
- No two employees in an organization can be exactly the
same.
- When people come from different backgrounds, there will be
differences in the way they see and perceive things and the
same holds true when people work in a team.
- But, if an organization promotes a culture of team building,
employees will be motivated to work together and achieve
more.
- This will help boost their commitment levels and create a
long-term work culture harmony. 18
 2. Communicate clear goals and expectation to the
employees
- Most employees want to know what is most important in
their job and how can they achieve excellence in their job.
- For objectives to have meaning and be effective, employees
should be communicated clearly the goals and expectations of
the management.
- Employees, when they feel a sense of ownership tend to
stay longer with an organization.

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 3. Be transparent and encourage open communication
- Let employees be participative in what is happening within
the organization, as well as how they can contribute more
towards the development of the organization.
- When an organization is transparent with its employees
and shares numbers and figures with them, they are greater
chances that employees feel valued and increased sense of
belonging.
- Thus, improving the performance of employees through
transparency.

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 4. Maintain work ethics
- Employees would want to feel good about the organization
they are working with.
- Having high standards of work ethics makes employees
feel motivated and respectful towards the organization.
- When employees know that an organization has high
morals, they stay associated with the organization.
- Good work ethics assures any employee, that they have an
equal playing field in the organization to perform and to grow
their careers.

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 5. Foster a positive work culture
- Positive work culture is where employees feel happy to be a
part of the organization, where they feel motivated and
encouraged to share new ideas and facilitate communication
with the management without having the fear of being
misunderstood.
- Encourage employees to find a personal fit with the
organization’s culture.

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 6. Develop trust
- When employees start developing trust among themselves
as well as leadership, it is a positive sign of organizational
development.
- Employees constantly watch the organization’s leadership
for motivation and example, learn decision-making skills, and
how it helps strategic changes within the organization.

 7. Encourage innovation
- Innovation is one of the bests ways of encouraging
employees.
- When an employee has an idea of doing things differently
and in a better way, do not discourage them, on the contrary, 23
motivate them to come up with more good ideas.
 8. Provide constructive feedback and not criticism
- Employees should be provided with constructive feedback
whenever needed.
- They should be appreciated for what they are doing good
which will help them raise their morale.
- Tell employees when they are wrong, but do more tell them
why it’s wrong and above all how to do better.
- There is a difference between criticism and constructive
feedback.
- Criticism only tells what’s wrong, constructive feedback
tells you what is wrong, why is it wrong, and how to get it
right.
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 9. Efficiently delegate tasks
- An organization that functions efficiently knows the art of
delegating tasks.
- One should understand not all work can be done by one
single person, there are dedicated resources in an
organization to carry out particular tasks.
- When the work has efficiently distributed no one, in
particular, is burdened.

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 10. Offer incentives
- When an employee performs exceptionally well,
organizations need to value his/her contribution.
- In such cases, it is a good idea to offer incentives to the
employee to recognize his/her good work and dedication.
- If the organization wants employees to have sufficient work
commitments it is essential that management rewards them
appropriately as different things motivate different people.
- Satisfied and engaged employees are an asset to any
organization.
- It is important to value people who show dedication and
commitment to the organization.
- Organizations need to dig deeper and find the root cause of 26
issues faced by their employees and take timely actions to
reduce employee turnover.
JOB SATISFACTION
- Job satisfaction, an unquantifiable metric, is defined as a
positive emotional response you experience when doing your
job or when you are present at work.
- It’s important to remember that job satisfaction varies from
employee to employee.
- In the same workplace under the same conditions, the
factors that help one employee feel good about their job may
not apply to another employee.

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10 FACTORS THAT DETERMINE YOUR
EMPLOYEES’ SATISFACTION LEVELS
1. Does your company care about its employees?
- it’s not enough to only care communicate this care regularly
to employees through newsletters, rewards, informal
recognition, paid incentives, and other forms of
communication.
- Companies with a high job satisfaction level, such as Google
and Starbucks, also feature employee happiness and
satisfaction stories as part of their communication strategy.
2. Does the workplace have room for employees to
engage in their hobbies?
- Today, most of us spend a significant part of the week at
work, but this doesn’t mean we want to ignore our hobbies or
personal interests.
- A workplace where employees have enough free time to 28
read a book, catch up on the news, have a pleasant meal, will
better enable job satisfaction.
3. What is the average interval between promotions?
- The current business environment is fast-paced, and
employees will switch to greener pastures if promotions aren’t
forthcoming.
- A good rule of thumb is to keep the interval between
employee promotions below the average employee tenure.
- For example, if employees stay with your company for five
years and two months on average, promotions should be
scheduled at least at two-year intervals.
- If such transitions aren’t possible, provide cross-training
programs to give every employee a chance to explore new
roles in the organization.
- More importantly, inform your employees about the 29
promotion policies in your organization so they know what to
expect and when to expect it.
4. Do employees feel respected by their peers?
- A workplace where employees feel regularly criticized or
under some type of scrutiny is ripe for dissatisfaction.
- Employees dissatisfaction can be detected via one-on-one
conversations with employees, or through anonymized data
collected via employee satisfaction surveys and then take
appropriate measures to improve their experience in this
area.
5. Is there a culture of two-way feedback?
- Employees need regular feedback (both positive and
constructive) to know that they are on the right track.
- they want to share their opinions with managers/HR/senior
management to guide the future of the company. 30
- This culture of two-way feedback is essential to maintaining
employee satisfaction.
6. Where do you stand on the issue of work-life
balance?
- Companies must try to build a non-toxic culture of high
performance, where productivity isn’t prioritized over well-
being. Positive work-life balance is integral to this.
- work-life balance adds meaning to the job for 37% of
professionals.
- Mandatory work-from-home days, paid time off, and flexible
working benefits are great ways to help employees achieve
this.
7. How do employees rate their relationships with
their reporting heads?
- employees don’t quit jobs, they quit bosses. 31
- targeted job satisfaction surveys (implemented on a team-
by-team basis) can help root this out.
8. Does your organization follow fair and inclusive
policies?
- Diversity and inclusion in the workplace have a positive
impact on the business bottom line, while also improving a
company’s culture and work environment.
- By ensuring fairness toward all your employees, regardless
of age, gender, or disability, you can increase the average
level of satisfaction across the company.
- In other words, job satisfaction shouldn’t be limited to a
select few, everyone, across the company, should experience
the same level of well-being.

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9. Can employees nurture their creative instincts in
their jobs?
- this depends on your specific industry of operation.
- learning and development programs can be deployed to
strengthen creative skills, making your company more
innovation-friendly.
- Otherwise, you risk having a workforce that feels unheard,
with the same rules imposed upon them over and over again.

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10. Do employees feel secure about their role?
- Job security is now a major concern as technology and
automation threatens legacy models of working.
- As a future-focused employer, you must clearly explain how
an employee’s role will transform over the years and equip
them for this change.
- Employees shouldn’t feel insecure about their jobs you can
ensure this by maintaining a consistent line of
communication between frontline employees and senior
leadership.

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5 REASONS WHY JOB SATISFACTION IS
SO IMPORTANT
1. Satisfied employees translate into satisfied
customers
- If employees are unhappy at work, the chances are that this
will reflect in their interactions with the customer. Contact
centers, specifically, cannot afford to have dissatisfied
employees.
- Even in non-customer-facing jobs, low satisfaction can
cause errors in the workflow
- for example, a higher defect rate in manufacturing and bad
code in software development. This is why employee
satisfaction is vital for customer-centric companies.

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2. Voluntary turnover will come down
- Sometimes, turnover can be good for business, as it brings
fresh talent into the organization.
- But voluntary turnover looks different.
- you risk losing top talent you have carefully trained over
the years.
- this talent takes with it knowledge once it leaves the
company, which could toughen up the competition for your
products and service offerings.
- On the other hand, a satisfied workforce is less likely to
quit.

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3. You increase the chances of referrals
- Employee referrals are the most effective method of
recruitment, bar none.
- An employee satisfied with the work conditions and the pay
scale is far more likely to recommend their friends than a
dissatisfied employee.
- Non-compensation related factors make up a big part of this
benefit, as employees will assess multiple factors before
recommending someone else.

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4. Satisfaction is directly linked to your productivity
- In a positive work environment, employees are more likely
to bring their best to work every day.
- high-satisfaction workplaces prioritize employee wellness.
Therefore, they are more likely to look after themselves, and
address stress/burnout/health issues, before it impacts work.

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5. In the long term, you can dramatically reduce HR
costs
- you need to plan for both fixed and variable costs as part of
your HR budget.
- dissatisfied employees require targeted surveys, specialized
learning and development, additional career assistance, and
ultimately may lead to rehiring and retraining costs in the
case of turnover.
- All of this needs you to invest more than you had expected.
- By making job satisfaction a priority at your company, you
can stay ahead of the curve and ensure that there are no
unprecedented issues arising due to low satisfaction.
- Driven by these benefits, more and more organizations are 39
investing in job satisfaction initiatives.
PERSONALITY
- Personality encompasses a person’s relatively stable
feelings, thoughts, and behavioral patterns.
- Each of us has a unique personality that differentiates us
from other people, and understanding someone’s personality
gives us clues about how that person is likely to act and feel
in a variety of situations.

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DETERMINANTS OF PERSONALITY

 Biological Factors
- The study of the biological contributions to personality may
be studied under three heads:
 Heredity

- Heredity refers to those factors that were determined at

conception. characteristics that are considered to be inherent
from one’s parents.
 Brain

- The second biological approach is to concentrate on the role

that the brain plays in personality.
- Preliminary results give an indication that a better
understanding of human personality and behaviour might
come from the study of the brain. 41
 Biofeedback
- In BFT, the individual learns the internal rhythms of a
particular body process through electronic signals that are
feedback from equipment that is wired to the body.

 Physical Features
- A vital ingredient of the personality, an individual’s
external appearance, is biologically determined. The fact that
a person is tall or short, fat or skinny, black or white will
influence the person’s effect on others and this in turn, will
affect the self-concept.

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 Cultural Factors
- Among the factors that influence personality formation is
the culture in which we are raised, early conditioning, norms
prevailing within the family, friends and social groups and
other miscellaneous experiences that impact us.

 Family Factors
- Whereas the culture generally prescribes and limits what a
person can be taught, it is the family, and later the social
group, which selects, interprets and dispenses the culture.
Thus, the family probably has the most significant impact on
early personality development.
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 Social Factors
- There is increasing recognition given to the role of other
relevant persons, groups and especially organizations, which
greatly influence an individual’s personality. This is
commonly called the socialization process.
- Socialization involves the process by which a person
acquires, from the enormously wide range of behavioural
potentialities that are open to him or her, those that are
ultimately synthesized and absorbed.

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 Situational Factors
- Human personality is also influenced by situational factors.
- The effect of the environment is quite strong.
- Knowledge, skill and language are obviously acquired
and represent important modifications of behavior.
- An individual’s personality, while generally stable and
consistent, does change in different situations.

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PERSONALITY CHARACTERISTICS

 Locus of Control
- The degree to which individuals perceive control over a
situation being internal or external is called locus of control.

 Self-Efficacy
- self-efficacy refers to a belief about one’s own ability to deal
with events and challenges.

- High self-efficacy results in greater confidence in one’s job-

related abilities to function effectively on the job.
- Success in previous situations leads to increased self-
efficacy for present and future challenges.
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 Self-Esteem
- An individual’s self-worth is referred to as self-esteem.
- Individuals with high self-esteem have positive feelings
about themselves.
- Low self-esteem individuals are strongly affected by what
others think of them, and view themselves negatively.

 Self-Monitoring
- The extent to which people base their behavior on cues from
other people and situations is self-monitoring.

- Individuals high in self-monitoring pay attention to what

behavior is appropriate in certain situations by watching
others and behaving accordingly.

- Low self-monitoring individuals prefer that their behavior 47

reflects their attitudes, and are not as flexible in adapting

their behavior to situational cues.
 Positive/Negative Affect
- Individuals exhibit attitudes about situations in a positive
or negative fashion.
- Employees with positive affect are absent from work less
often. Negative affect individuals report higher levels of job
stress.

 Risk-Taking
- People differ in their willingness to take chances.
- High-risk-taking managers made more rapid decisions and
used less information in making their choices than low risk-
taking managers.
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 Type A and Type B Personality
- Type A personality individual are highly competitive,
self-critical.
- They continuously strive for goals without paying much
attention to efforts and accomplishments.
- They move, walk and eat fast.
- Great at multitasking.
- Feels impatient with the pace of things, dislikes waiting.
- They have a busy schedule and does not have time to enjoy
life.
- They are high-achievers, perform beyond par.
- They do not easily accept failure.
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- Type B personality individuals are usually more tolerant,
relaxed, reflective than Type A.
- less stressful, easy going.
- They are not concerned about time.
- They compete for fun, not to win.
- Mild-mannered.
- Never in a hurry and has no pressing deadlines.
- Focus on quality rather than quantity.
- lives a stress-less life.

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THEORIES OF PERSONALITY

 Psychoanalytic Theory
- It attends to emphasizes three main issues i.e.
the id, the ego and the superego.
- Psychoanalysts say that all human personality is comprised
of these closely integrated functions.
- Psychoanalysis is based on the belief that all humans have
deep, unconscious beliefs, thoughts, memories, and desires.

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 Trait Theories
- we must break down behaviour patterns into a series of
observable traits.
- A personality trait can be defined as an “attribute of a
person that appears consistently in a variety of situations”.
 Gordon Allport’s Personality Traits: Claims that
personality traits are real entities, physically located
somewhere in the brain. We inherit each own unique set of
raw material for given traits, which are then shaped by our
experiences.
 Raymond Cattell’s 16 Personality Factors: Raymond
Cattell considered personality to be a pattern of traits
providing the key to understanding and predicting a
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person’s behaviour.
 Self-theory
- According to Rogers basic ingredients of personality are:

 Self Actualization: Carl Rogers believed that humans have

one basic motive that is the tendency to self-actualize
– i.e. to fulfil one’s potential.

 Self-concept: Self-concept is defined as “the organized,

consistent set of perceptions and beliefs about oneself”.

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BIG FIVE PERSONALITY TRAITS

Trait Description
Being curious, original,
Openness intellectual, creative, and open to
new ideas.
Being organized, systematic,
Conscientiousness punctual, achievement oriented,
and dependable.
Being outgoing, talkative,
Extraversion sociable, and enjoying social
situations.
Being affable, tolerant, sensitive,
Agreeableness
trusting, kind, and warm.
Being anxious, irritable,
Neuroticism 54
temperamental, and moody.
55
 Openness: how willing and eager an individual is to try
new experiences and consider new ideas.

 Conscientiousness: how concerned an individual is to be

organized, punctual, reliable, and dependable.

 Extraversion: how eager an individual is to be outgoing and

have social interaction.

 Agreeableness: how desirous an individual is to please

others and be friendly, sensitive, and kind.

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 Neuroticism: how negative, moody, and emotionally
unstable an individual is.
MYERS-BRIGGS TYPE INDICATOR

Dimension Explanation
Extraversion: Those
Introversion: Those
who derive their
EI who derive their
energy from other
energy from inside.
people and objects.

Sensing: Those who Intuition: Those who

rely on their five rely on their
SN senses to perceive intuition to perceive
the external the external
environment. environment.

Feeling: Those who

Thinking: Those who use their values and
TF use their logic to ideas about what is
arrive at solutions. right an wrong to
arrive at solutions.
Judgment: Those Perception: Those
who are organized, who are curious,
JP systematic, and open minded, and 57
would like to have prefer to have some
clarity and closure. ambiguity.
OTHER PERSONALITY DIMENSIONS

- Self-monitoring refers to the extent to which a person is

capable of monitoring his or her actions and appearance in
social situations.
- People who are social monitors are social chameleons who
understand what the situation demands and act accordingly,
while low social monitors tend to act the way they feel.
- High social monitors are sensitive to the types of behaviors
the social environment expects from them.
- Their ability to modify their behavior according to the
demands of the situation they are in and to manage their
impressions effectively are great advantages for them.
- They are rated as higher performers and emerge as leaders.
- They are effective in influencing other people and are able to 58
get things done by managing their impressions.
 - Proactive personality refers to a person’s inclination to fix what
is wrong, change things, and use initiative to solve problems.
- Instead of waiting to be told what to do, proactive people take
action to initiate meaningful change and remove the obstacles
they face along the way.
- Proactive individuals tend to be more successful in their job
searches.
- They also are more successful over the course of their careers
because they use initiative and acquire greater understanding of
how the politics within the company work.
- Proactive people are valuable assets to their companies because
they may have higher levels of performance.
- They adjust to their new jobs quickly because they understand
the political environment better and make friends more quickly. 59
Proactive people are eager to learn and engage in many
developmental activities to improve their skills.
 - Self-esteem is the degree to which a person has overall
positive feelings about himself or herself.
- People with high self-esteem view themselves in a positive
light, are confident, and respect themselves.
- People with low self-esteem experience high levels of self-
doubt and question their self-worth.
- High self-esteem is related to higher levels of satisfaction
with one’s job and higher levels of performance on the job.
- Managing employees with low self-esteem may be
challenging at times because negative feedback given with
the intention of improving performance may be viewed as a
negative judgment on their worth as an employee.
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 - Self-efficacy is a belief that one can perform a specific task
successfully.
- You may have high self-efficacy in being successful
academically, but low self-efficacy in relation to your ability to
fix your car.
- At the same time, people have a certain level of generalized
self-efficacy, and they have the belief that whatever task or
hobby they tackle, they are likely to be successful in it.

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 - Values refer to people’s stable life goals, reflecting what is
most important to them.
- Values are established throughout one’s life as a result of
accumulating life experiences, and values tend to be
relatively stable.
- The values that are important to a person tend to affect the
types of decisions they make, how they perceive their
environment, and their actual behaviors.
- As person is more likely to accept a job offer when the
company possesses the values he or she cares about. Value
attainment is one reason people stay in a company. When a
job does not help them attain their values, they are likely to
decide to leave if they are dissatisfied with the job.
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IMPORTANCE OF VALUES
- Provide understanding of the attitudes, motivation, and
behaviors of individuals and cultures.
- Influence our perception of the world around us.
- Represent interpretations of “right” and “wrong”.
- Imply that some behaviors or outcomes are preferred over
others.

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MOTIVATION
 Motivation can be described as the internal force that
impacts the direction, intensity, and endurance of a
person’s voluntary choice of behavior.
- It consists of :
- Direction − focused by goals.
- Intensity − bulk of effort allocated.
- Persistence − amount of time taken for the effort to be
applied.
 Example − A team leader encourages team members to
work efficiently.

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FEATURES OF MOTIVATION

 Motivation is an internal feeling, that is, it defines the

psychological state of a person. It is a continuous process
and we should make sure that it is not disturbed. A person
should be encouraged completely.
 Motivation consists of three interacting and dependent
elements −
 Needs − The requirements or deficiency which is created
whenever there is physiological imbalance.
 Drives − The various camps or events organized to
motivate the employees and give them new opportunities.
 Incentives − Employees need to be rewarded for their nice
work in order to keep them encouraged.
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IMPORTANCE OF MOTIVATION

 We need to motivate employees because of the following

reasons :
- Motivated employee are more quality oriented.
- Highly motivated employees are more productive as
compared to other employees.
- It helps in achieving three behavior dimension of human
resource namely
 Candidates must be attracted not only to join but also
remain in the firm.
 Employees must perform task in a dependable manner.
 Employees should be creative, spontaneous and
innovative at work.
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MASLOW’S HIERARCHY OF NEEDS THEORY

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 Physiological Needs
- Every individual needs to take care of the basic
requirements required to sustain.
- These requirements include food to eat, clothing to wear
and shelter to live in.
 Safety Needs

- Everybody wants to stay in a protected environment with

minimal danger so that they can have a peaceful life.
- Safety needs basically includes protection from
physiological danger like accident and having economic
security like bank accounts, health insurance.
- In an enterprise, it includes job security, salary increment,
etc. The managerial practice to satisfy this involves offering 69
pension scheme, provident fund, gratuity etc.
 Social Needs
- We have all heard that man is a social animal, we want to
be there with those people where we are loved and we are
accepted as we are; nobody wants to be judged. This is a
common requirement every human desires.
- This theory helps managers to think about encouraging
their employees by identifying employee needs.

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 Esteem
- Esteem means the typical human desire to be accepted and
valued by others.
- People often involve in a profession or hobby to gain
recognition, earn fame and respect.

 Self-Actualization
- Self-actualization means realizing one’s full potential.
- It is the desire to complete everything that one can.

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THEORY X & THEORY Y

 Theory X
- This theory believes that employees are naturally
unmotivated and dislike working, and this encourages an
authoritarian style of management.
- According to this theory, management must firmly
intervene to get things done.
- This style of management concludes that workers :
- Disfavor working.
- Abstain responsibility and the need to be directed.
- Need to be controlled, forced, and warned to deliver
what's needed.
- Demand to be supervised at each and every step, with
controls put in place. 72

- Require to be attracted to produce results, else they have

no ambition or incentive to work.
 Theory Y
- This theory explains a participative style of management,
that is, distributive in nature.
- It concludes that employees are happy to work, are self-
motivated and creative, and enjoy working with greater
responsibility.
- It estimates that workers :
- Take responsibility willingly and are encouraged to fulfill
the goals they are given.
- Explore and accept responsibility and do not need much
guidance.
- Assume work as a natural part of life and solve work
issues. 73
- In Y-type organizations, people at lower levels are engaged
in decision making and have more responsibility.
COMPARING THEORY X & THEORY Y

 Motivation
- Theory X considers that people dislike work, they want to
avoid it and do not take responsibilities willingly.
- While, Theory Y considers that people are self-motivated,
and sportingly take responsibilities.

 Management Style and Control

- In Theory X-type organization, management is
authoritarian, and centralized control is maintained.
- While in Theory Y-type organization, the management style
is participative, employees are involved decision making, but
the power retains to implement decisions.
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 Work Organization
- In Theory X, employees are specialized and the same work
cycle continues.
- In Theory Y, the work tends to be coordinated around wider
areas of skill or knowledge. Employees are also motivated to
develop expertise, and make suggestions and improvements.

 Rewards and Appraisals

- Theory X-type organizations work on a ‘carrot and stick’
basis, and performance assessment is part of the overall
mechanism of control and compensation.
- Theory Y-type organizations, appraisal is also regular and
crucial, but is usually a separate mechanism from 75
organizational controls. Theory Y-type organizations provide
employees frequent opportunities for promotion.
 Application
- Theory X management style is widely accepted as inferior
to others, it has its place in large scale production procedure
and unskilled production-line work.
- Theory Y are widely accepted by different types of
organization that value and motivate active participation.
- Theory Y-style management is appropriate for knowledge
work and licensed services.

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HERZBERG’S TWO-FACTOR THEORY OF
MOTIVATION

 Herzberg classified these job factors into two categories-

 Hygiene factors:

- Hygiene factors are those job factors which are essential for
existence of motivation at workplace.
- These do not lead to positive satisfaction for long-term. But
if these factors are absent / if these factors are non-existant at
workplace, then they lead to dissatisfaction.
- Hygiene factors are also called as dissatisfiers or
maintenance factors as they are required to avoid
dissatisfaction.
- These factors describe the job environment/scenario. The
hygiene factors symbolized the physiological needs which the
individuals wanted and expected to be fulfilled. 77
Hygiene factors include:
 Pay - The pay or salary structure should be appropriate
and reasonable. It must be equal and competitive to
those in the same industry in the same domain.
 Company Policies and administrative policies - The
company policies should not be too rigid. They should be
fair and clear. It should include flexible working hours,
dress code, breaks, vacation, etc.
 Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
 Physical Working conditions - The working conditions
should be safe, clean and hygienic. The work
equipment's should be updated and well-maintained. 78
 Status - The employees’ status within the organization
should be familiar and retained.
 Interpersonal relations - The relationship of the
employees with his peers, superiors and subordinates
should be appropriate and acceptable. There should be
no conflict or humiliation element present.
 Job Security - The organization must provide job
security to the employees.

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 Motivational factors -
- According to Herzberg, the hygiene factors cannot be
regarded as motivators.
- The motivational factors yield positive satisfaction. These
factors are inherent to work.
- These factors motivate the employees for a superior
performance.
- These factors are called satisfiers.
- These are factors involved in performing the job.
- Employees find these factors intrinsically rewarding.

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Motivational factors include:
 Recognition - The employees should be praised and
recognized for their accomplishments by the managers.
 Sense of achievement - The employees must have a
sense of achievement. This depends on the job. There
must be a fruit of some sort in the job.
 Growth and promotional opportunities - There must be
growth and advancement opportunities in an
organization to motivate the employees to perform well.
 Responsibility - The employees must hold themselves
responsible for the work. The managers should give
them ownership of the work. They should minimize
control but retain accountability.
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 Meaningfulness of the work - The work itself should be
meaningful, interesting and challenging for the
employee to perform and to get motivated.