Prof.

Naik, MET-IOM
 HR Processes

Motivation
Human Factors
Components of Motivation:
Activation Theories
Directionality Theories
Ingredients of Leadership
Leader Behavior and Effectiveness Theories
Training techniques
Appraisal Systems
Issues in Management
Managers role

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 HR Processes

At the end of this session, you will be able to:

Define Motivation.

Identify human factors in motivating and managing

people.
Compare and contrast between Activation Theories

and Directionality Theories.

In given scenario, exhibit the qualities of an effective

leader in accordance with leadership effectiveness

theories.
Review the role of manager in training, appraisal

system, and handling management issues.

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Thomas Edison invented In 1953, Sir Edmund Hillary became

Light Bulb in 1879. the first man to climb Mount Everest
29,000 feet straight up.

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As a manager, will you consciously try to provide

the same level of energy/enthusiasm to your
employees?

How?

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Not manipulate
Guide in desired direction

Entire class of drives, desires, needs,

wishes and similar forces
Preliminary Needs:
Sleep, Air, Food, Shelter
Secondary Needs:
Status, Self-esteem, Affection etc.
Vary in intensity, time and individuals

Incentives or identified rewards sharpen

drives to satisfy wants.
They resolve conflicting wants.

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Individuals are much more than factors of production.

They are members of a system.

Planning, Organizing, Controlling are different

management functions. But these will be of little help
if manager does not know how to lead, understand
human factor.

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Need for self Every individual has it.

satisfaction
Individuals are member of a system.
For eg A mother, who is also aunt, sister etc.
Multiplicity of Being consumers, voters, parents, all are
roles member of a interacting social system.

People expect to be treated with dignity- no

Personal matter their position. They are unique. In
dignity achieving results, dont violate it.

Organizations have set of Policies, Rules,

No average Procedure. Essentially people are all alike in an
organized set-up, still different with different
person
ambitions, needs & attitudes, skills & potentials.

We hire for skill, knowledge & experience. But

Whole person that person has own traits, beliefs, biases. We
cant separate the needed abilities from the
other parts of person.
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What kind of activities will be undertaken at any

given time and why?

Human behavior is a series of activities

Basic element in human behavior is some kind of
activity (physical, mental)
Activities are goal-oriented,
goal-oriented
People will do things which will lead to
something, But individual goals are baffling.
Sometimes people know why they have done
something, other times it is subconscious.

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Managers job is to sharpen motives by

creating/maintaining environment.

Sony has a reputation for Quality,

there for People at Sony will contribute
to quality efforts.

Hindustan Lever Ltd. (HLL) has a

reputation for effective and efficient
management; so motivator is
something which influences, or induces
persons behavior.

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Manager must be innovative in use of Motivators.

Particularly because people can satisfy desires in a
lot of ways.
Person has a need for affiliation he can join
some group.
Person can do his job just sufficiently to meet his
economic need.

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As a Manager:
You need to create & maintain an environment in

which people/groups can work towards a

common goal.
goal

You should know well what will make your people

Tick

You need to build motivation factors into the

Organization (PDCA- Plan-Do-Check-Act)

You should use motivational factors, but need not

be a psychiatrist.

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Motivation is a drive, satisfaction is experienced

when the want is satisfied.

Motivation Result Satisfaction.

In an organization, a person may be high on job

satisfaction, but low on motivation or high
motivation & low job satisfaction.

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Consider an example here:

Water at a height has potential energy.

When it is left to itself, it will remain there as it is.

But if people channelize it through canals it can be
helpful
for generating electricity, irrigation.
Motivation has two components:

Activation:
Activation Focus on internal states of needs and desires

Directionality:
Directionality Focus on process by which energy is
channelized

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Activation Theories Directionality Theories

Internal state of a person Desires create stress &

has needs, desires etc. state of energy
Maslow (Hierarchy of needs) Vroom (Expectancy
McGregor (Theory X & Y) theory)
Herzberg (Hygene & Goal Setting
Motivators) Adams (Equity theory)
Herzberg (Work redesign) Skinner (Reinforcement)
Alderfer (ERG) McCelland (Needs)
Schein (Rational Economic)
Schein, Elton Mayo (Social)
Schein (Self actualization)
Group 1 Group 2

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Activation Theories

Maslow (Hierarchy of Needs)

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Activation Theories

Maslow (Hierarchy of Needs) - Assumptions

1. Next hierarchy comes only after lower/earlier is met.
2. When an individual cant meet any hierarchy, he steps
to lower one & seeks satisfaction.
3. At different times in individuals span-need hierarchy
could be different

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Activation Theories

Maslow (Hierarchy of Needs) - Assumptions

1. May not be always true: An artist may be so involved in
painting that he may not eat.
2. A person who does not get satisfaction in one company may
leave & substitute more basic need like higher pay as
justification.

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Activation Theories

McGregor (Theory X & Theory Y)

Theory explains how Managers see in relation to
others.
McGregor was afraid of calling if Good or Bad
therefore called X & Y.
It is Managers Perception.
Perception

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Activation Theories
McGregor (Theory X & Theory Y)
Theory X Managers believe:
People dislike & avoid
work, have to be forced,
coerced to or threatened
to work and people prefer
to be directed, have low
ambition and no security.
Developed by MET CET
HR Processes
Theory Y Managers believe:
Physical/Mental efforts in a job
come as naturally as rest &
recreation
People exercise self direction &
self-control towards a committed
objective
Degree of commitment is
proportional to rewards &
Imaginative capability is widely
(rather than narrowly) spread
amongst people. Lastly, potential
of an average individual is not
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Activation Theories

McGregor (Theory X & Theory Y)

Remember - These are assumptions not prescriptions for
managerial strategies.
Not Hard/soft management styles (Rather they are different views of
people).
Neither means management by consensus, nor by use of authority.
Certain tasks could be effectively done in one style, others by
another.

Productive enterprise will fit task requirement to people in a certain

situation.

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Activation Theories

Herzberg (Hygiene and Motivators)

2 factor theory
In any job, there are factors like policy, supervision, working
conditions etc. If these are not satisfactory, they will
demotivate, but not motivate if present.
Presence of Hygiene factors do not guarantee promotion

Herzberg says issues related to job content like achievement,

recognition, job growth etc. are motivators.
Similarity with Maslows theory:
Self actualization motivator but salary is hygiene factor

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Activation Theories

Herzberg (Hygiene and Motivators)

Intrinsic
Intrinsic
Motivators
Motivators
Content
Contentof
ofthe
thejob
job--
What
Whatyouyouask
askme
me
totodo
doatatwork
work

Job environment
The conditions in which
you expect me to work
Extrinsic
Extrinsic
Hygiene
HygieneFactors
Factors
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Activation Theories

Herzberg (Work redesign)

Distinguish between Job Enlargement vs. Job Enrichment
For example, assigning 5 work stations instead of 4 and
assigning responsibility not previously held

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Activation Theories

Alderefer (ERG)

Material & Physical needs (Both job & non-job

related)

Relationship with significant others (co-

workers family members)

Equivalent to self esteem, actualization

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Activation Theories

Schein
People behave rationally, collect, analyze and
make decisions objectively.
People are driven by economic incentives,
which are controlled by organizations.

People are motivated by social needs

Peer pressure.

People want to develop, increase own

potential.
Manager who believes will create
atmosphere for peoples self control.
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 HR Processes

Directionality Theories

Vroom (Expectancy theory)

Goal Setting
Adams (Equity theory)
Skinner (Reinforcement)
McCelland (Needs)

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Directionality Theories

Vroom (Expectancy theory)

People will be motivated if they believe goal is
worthwhile (Everything is done with Hope)
Place a value on the outcome, perceive effort will lead
to success & efforts will be rewarded.
3 Factors:
Individuals choice

Expectancy

Preference to rewards

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 HR Processes

Directionality Theories

Vroom (Expectancy theory)

Motivational force = Value placed by individual

outcome X expectancy

Note: Desire differs from people to people, at

different times I (Instrumentality uncertain
whether performance will be rewarded)

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Directionality Theories

Goal Setting
Basically model for Motivation

Values/Value Emotions, Intentions Consequence,

Judgment desires or Goals Feedback or
reinforcement
(which (Form that (Sought by
individual acts values, individual to
to keep /gain) judgments satisfy Individuals
take in desires) expect
activity) response from
activity even if
the goal is not
met

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Directionality Theories

Adams (Equity Theory)

Comparison
Rewards should be equitable

Ones own outcomes Others outcomes

?
=
Ones own inputs Others inputs

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Directionality Theories

Skinner (Reinforcement)
Positive reinforcement (Behavior Modification):

Proper work assignment

Specific Goals

Participation

Reward ie. Good management

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Directionality Theories

McCelland (Needs)
Power (Influence), Affiliation & Achievement
Entrepreneurs - Very high on Power & achievement, not

on affiliation.
Managers - High need on power, achievement, low on

affiliation, but not as low as entrepreneurs

Middle management Higher need for achievement than

higher management, who have already reached the

position. Need for
Achievement

Succ
Need for Affiliation ess Need for Power

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Directionality Theories

McCelland (Needs)
Power (Influence), Affiliation & Achievement
Reward - Money cant be overlooked. But should reflect

Individual performance (equity)

Money is never sufficient for motivation.

Management is truly concerned about participation, job

enrichment.

Need for
Achievement

Succ
Need for Affiliation ess Need for Power

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Next session, we will learn about Leadership.

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 HR Processes

Art or process of influencing people, so that they

will willingly & enthusiastically strive towards goal
achievement.

Other management activities could lie. It

automatically follows that followership exists
or is available till triggered.
triggered

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Leadership & Management is not synonymous.

Leaders are found not only in management
hierarchy but also in informal groups.
Leadership is part of management but not all of
it. Therefore,

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 Time: 10 minutes

Type: individual

Objective: To find out how much you think like leader vs.
think like manager.

Task: Mark your responses for 15 items Yes/No.

Attachment: Leadership_SelfTestAnswers_Discussion.doc

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All research on leadership points out that:

Leader basically creates a conducive

atmosphere and has ability to harmonize all
activities related to defined goal.

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Power and ability What is the difference between Power

to comprehend & Authority?
motivations Focus on subordinates.

Ability from leader. Unselfish support

not from wants, but out of desire to
Inspire promote cause of leader. Instill
confidence

Being aware of motivators is one,

Develop conductivepracticing is another. Define & design
atmosphere ways to get desired response.

All activities
eg. Orchestra. Coordinate all
Harmonise instruments, musicians for musical
tempo & sound, get desired response.

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Do certain qualities make people great leaders?

Do situational factors play in role in the

development of leader?

Are leaders born?

Is leadership a skill to be learned?

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Lets focus on:

Traits (Great Man)

Styles:
Autocratic
Democratic
Participative

Managerial Grid

Contingency (Fielder)

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Traits

Leader possesses common characteristics or traits:

1. Physical, analytical, ability traits
2. Personality traits
3. Task related traits
4. Social traits

Drive, motivation, integrity, self-confidence,

intelligence, knowledge

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Styles

1. Autocratic Style:
Style
1. Commands and expects compliance.
2. Dogmatic, positive.
3. Leads by eewards and punishment

2. Democratic Style (Participative):

1. Consults prior to actions and decisions
2. Dont take actions without concurrence
3. Make own decisions but after consultation
4. Give free reign and independence, depend on
subordinates to set goal

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Managerial Grid by Blake and Mouton

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Contingency (Fielder)
Three critical dimensions to leadership:

1. Position Power Organizational power, authority available

to the leader inherently (routine-non routine)

2. Task Structure Extent to which task is clear and people

responsible

3. Leader-member Relationship Linkage, trust and

willingness to follow leader

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Contingency (Fielder)
Two leadership styles are:

1. People Orientation (participative/consideration)

2. Task Orientation

Fiedler conducted studies in most favorable and least

favorable situation i.e extreme situations

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Advisable style:
Contingency (Fielder)
1. Task Orientated leadership
Uncertain Situation:
Natural disaster, such as flood
or fire, OR Financial crisis
Leader member relation:
Moderately Poor (Leader
does not know members)
Task:
Unstructured
Leadership position
Generally weak
Task Oriented leader will
succeed or one who
succeeds is a leader
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HR Processes
Favorable Situation:
Workers want to know exactly
what is to be done if
management gives backing his
position is strong, & even
though leader is not
considerate, he will succeed as
people will cooperate.
If management does not back him
up & his position is weak, his
task-orientation will help in
getting work done.
Leader member relation:
Poor
Task: Structured
Leadership position: Weak
Prof. Naik 04/09/17 50

Advisable style:
Contingency (Fielder)
1. People Orientated leadership
Uncertain Situation:
Leader member relation:
Poor
Task: Structured
Leadership position:
Strong or Weak
Consideration style of
leader will succeed.
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HR Processes
Favorable Situation:
People-orientation will help in
getting work done when
Leader member relation:
Good
Task: Unstructured
Leadership position: Weak
Prof. Naik 04/09/17 51
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Contingency (Fielder) Successful

Task Leaders powerLeadership
Leader-
Structure or position style
member
relation
Very Strong T.O.
Certain Structured
Weak T.O.
Or
Favourable Good Strong T.O.
situation unstructured
Weak Consideration

Strong Consideration

Very Structured
uncertain Weak Consideration
Or not Poor Strong T.O.
Favourable unstructured
situation
Weak T.O.

Developed by MET CET

T.O. = Task Orientation
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Contingency (Fielder)

Studies say that in 60% cases, even in unfavorable

situation Task Orientation works better.

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Programmed instruction:
Objective is to impart knowledge

Attitudinal changes:
Role play
Group discussions
Team building activities

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Development relates career counseling

Career path: Job rotation, Training Programmes
Set Goals jointly
Remove obstacles in subordinates path
Involve him in planning

Training needs variation over career

eg. Technical skills at certain levels.

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Maturity, perseverance etc.

Subjective, not concerned with job, disputes

Single Rating
Overall performance
for eg hard, Excellent etc.
Scale to reflect actual example of effective or
ineffective behavior
For eg. This man can be expected to conduct full day
training programme for 2 people
Behaviour Observation Scales (BOS):
Develop traits & factors important in a job on a 5 point
scale
For eg. Almost always to almost never 0 1 2 3 4 5
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High speed management: Rapid changes

Customer Orientation
Use of line managers Real time information
Preferred due to implementation ease in strategic
planning
Globalization you may not even know your
competitor
Mergers & Acquisition:
Vertical Integration = Reliance
Horizontal Integration = Rane Madras
At one particular stage to dominate

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Synthesis

Resources allocator
(own time Management)

Negotiator

Peer Relation

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 Time: 10 minutes

Type: individual

Objective: To identify your leadership orientation.

Attachment: Experiential Exercise_Transform-Transactional.doc

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 HR Processes

In this session, we covered the following points:

1. Motivation is a process of stimulating a person to take

action, which will bring about satisfaction of need/desire
and achievement of a desired goal.
2. Two components of motivation: Activation and
Directionality
3. Key ingredients of leadership
4. Leader Behavior and Effectiveness Theories: Traits (Great
Man), Three Styles, Managerial Gris and Contingency
(Fielder)
5. Managers role in training, appraisal systems and handling
management issues

Prof. Vikas Naik, 2010 04/09/17 60

Prof. Naik