MOTIVATION

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I have fought the good fight,
I have finished the race,
I have kept the faith.
Finally, there is laid up for me the
crown of righteousness,
which the lord, the righteous Judge,
will give to me on that day . . .

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 Motivators at the Workplace

Job Enrichment

Job Enlargement

Progress & Advancement (Promotions & Rewards)

Strategic Positioning

Quality Teams / Cross Functional Teams (CFTs)

Focus Group

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 Motivation Process
1. Unsatisfied needs
2. Tension
3. Drives creates energy
4. Search Behaviour
5. Satisfied needs
6. Reduction of tension

Approaches
1. Aggession

2. Fixation

3. Compromise

4. Avoidance 4
 Motivation
Defined as the psychological forces within a person
that determine:
1) direction of behavior in an organization;
2) the effort or how hard people work;
3) the persistence displayed in meeting goals.
Intrinsic motivation: behavior performed for its
own sake.
Motivation comes from performing the work.

Extrinsic motivation: behavior performed to

acquire rewards.
Motivation source is the consequence of an

action. 5
Outcomes & Inputs
Regardless of the source of motivation, people seek
outcomes.
Outcome: anything a person gets from a job.

Examples include pay, autonomy,

accomplishment.
Organizations hire workers to obtain inputs:
Input: anything a person contributes to their job.

Examples include skills, knowledge, work

behavior.
Managers thus use outcomes to motivate workers to
provide inputs.

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 Motivation Equation

Inputs
Inputsfrom
from Outcomes
Outcomes
Organizational
Organizational Performance
Performance received
receivedby
by
members
members members
members
Time
Time Contribute
Contributeto to Pay
Pay
Effort
Effort organization
organization Job
JobSecurity
Security
Education
Education efficiency,
efficiency, Benefits
Benefits
Experience
Experience effectiveness
effectiveness Vacation
Vacation
Skills
Skills and
and Autonomy
Autonomy
Knowledge
Knowledge attain
attaingoals
goals Responsibility
Responsibility
Work
WorkBehav.
Behav.

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 MOTIVATION

Motivation is a general term applying to the entire class of

drives, desires, needs, wishes and similar forces

Managers does those things to motivate their subordinates

which they hope will satisfy these drives and desires and
induce the subordinates to act in a desired manner

Need want satisfaction chain ( basic motivation chain)

Needs give rise to wants which cause tensions :

which result in actions

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 MOTIVATORS
Are things that induce an individual to perform.

Whilemotivations reflect wants, motivators are the identified

rewards or incentives that sharpen the drive to satisfy the wants

A managercan do much to sharpen motives by establishing an

environment to certain drives

Motivator refers to the drive and effort to satisfy a want or goal

Satisfaction refers to the contenment experienced when a want is

satisfied

Motivation: carrot and the stick : reward and punishment remain the
strongest motivators
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 Motivation
There are two major components of motivation

Energy : Refers to the fact that all behaviour

thinking, moving, looking and so on requires us
to expend an internal supply of energy .

Direction : Is needed to channel our inner

energies into productive attractive behaviours
and to allow us to behave efficiently

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MOTIVATION THEORIES

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MASLOWS HIERARCHY OF NEEDS THEORY

Basic human needs of maslow in an ascending order of importance

Physiological needs : basic needs for sustaining human life itself

such as food, water, warmth, shelter and sleep

According to Maslow : unless these needs are satisfied, other needs

will not motivate people

Security : needs to be free of physical danger and of the fear of

losing a job, property, food, etc

Acceptance : human beings being social animals; They need to

belong or to be accepted by people

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MASLOWS HIERARCHY OF NEEDS THEORY

Esteem needs : once their need of acceptance

is fulfilled, they want to be held in esteem by
both themselves and by others : seek power,
prestige, status and self confidence

Self actualization : highest need : desire to

become what one is capable of becoming to
maximize ones potential and to accomplish
something

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 Hierarchy of Needs
Need Level Description Examples
Self-
Self- Realize
Realizeones
ones Use
Useabilities
abilities
Actualization full
fullpotential
potential to
tothe
thefullest
fullest
Actualization
Feel
Feelgood
good Promotions
Promotions
Esteem
Esteem about
aboutoneself
oneself &
&recognition
recognition

Social
Social Interpersonal
Interpersonal
Belongingness
Belongingness interaction,
interaction,love
love relations,
relations,parties
parties

Job
Jobsecurity,
security,
Safety
Safety Security,
Security,stability
stability health
healthinsurance
insurance

Food,
Food,water,
water, Basic
Basicpay
paylevel
level
Physiological
Physiological shelter to
shelter tobuy
buyitems
items
Lower level needs must be satisfied before higher needs are addressed. 14
 FREDRICK HERZBERG FACTOR THEORY

MODIFICATION OF MASLOW THEORY

ONE GROUP ON NEEDS : COMPANY POLICY, ADMINISTRATION,

SUPERVISION, WORKING CONDITIONS , INTERPERSONAL
RELATIONS, SALARY, STATUS, JOB SECURITY

THESE ARE ONLY DISSATISFIERS NOT MOTIVATORS

IF THEY EXIST IN A WORK PLACE IN QUANTITY AND QUALITY ;

THEY DO NOT MOTIVATE OR SATISFY A PERSON.

BUT LACK OF THEIR EXISTENCE WOULD LEAD TO

DISSATISFACTION.

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 Motivation-Hygiene Theory
Focuses on outcomes that can lead to high motivation,
job satisfaction, & those that can prevent dissatisfaction.
Motivator needs: related to nature of the work and
how challenging it is.
Outcomes are autonomy, responsibility, interesting
work.
Hygiene needs: relate to the physical &
psychological context of the work.
Refers to a good work environment, pay, job
security.
When hygiene needs not met, workers are
dissatisfied. Note: when met, they will NOT lead to
higher motivation, just will prevent low motivation.

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 EARLY BEHAVIORAL MODEL :
MCGREGORS THEORY

Theory X

Human beings have an inherant dislike for work

Hence most people like to be coerced, controlled,

directed and threatened by punishment

Average humans like to be directed, wish to avoid

responsibility and have relatively low ambition and want
security

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 EARLY BEHAVIORAL MODEL :
MCGREGORS THEORY
Theory Y

Expenditure of physical effort and mental effort is as natural as play or rest

People will exercise self direction and self control in the service of
objectives to which they are committed

Degree of commitment to objectives is directly proportional to the size of

rewards

Average human beings not only accept responsibility but also seek it

Under the conditions of modern indutrial era, the intellectual potentialities

are only partially utilised

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 Need Theory
People are motivated to obtain outcomes at
work to satisfy their needs.
A need is a requirement for survival.

To motivate a person:

1)Managers must determine what needs

worker wants satisfied.
2)Ensure that a person receives the
outcomes when performing well.
Several needs theories exist.
McClellands Need Theory
Maslows Hierarchy of Needs.

Alderfers ERG.
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 MCCLELLANDS NEED THEORY OF MOTIVATION

Three basic types of motivating needs

1] Need for achievement
Have an intense desire for success and an equally intense
fear of failure

Want to be challenged

Set moderately difficult goals for themselves

Take realistic approach to life

Would analyse and assess problems and take personal

responsibility of completing a job

Like specific and prompt feedback on how they are doing

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 MCCLELLANDS NEED THEORY OF MOTIVATION

2] need for power

People with high need for power have a great concern

for exercising influence and control

They seek positions of leadership

Good conversationalists

Can be argumentative

Forceful, outspoken, hardheaded and demanding

Enjoy teaching and public speaking

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 MCCLELLANDS NEED THEORY OF MOTIVATION

3] need for affiliation

Derive pleasure from being loved and tend to

avoid the pain of being rejected by a social
group

Concerned with maintaining pleasant social

relationships

Enjoy sense of intimacy and understanding

Ready to console and help others in trouble

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 MCCLELLANDS NEED THEORY OF MOTIVATION

3] Need for achievement

Have an intense desire for success and an equally

intense fear of failure

Want to be challenged

Set moderately difficult goals for themselves

Take realistic approach to life

Would analyse and assess problems and take

personal responsibility of completing a job

Like specific and prompt feedback on how they are 23

doing
 MCCLELLANDS NEED THEORY OF MOTIVATION

How it applies to managers

Entrepreneurs : showed very high need for achievement ;

fairly high need for power ; low in their need for affiliation

In small companies : president has a very high

achievement motivation

In large companies :

Chief executives to be average in achievement but

stronger in power and affiliation

Managers : rated higher in achievement motivation 24

Thank you

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Management Game : Expectations from Taxi or Taxi Driver
Safe driving
Polite and decent
Clean Taxi
Driver in uniform
Well maintained taxi
Comfortable seats
Music
Knowledge of roads
Keeping enough change
Enough space for keeping luggage
Fan
Newspaper
Yellow page directory
First Aid Box
Air conditioner
Paper napkins