Motivation

Group 3
Motivation
 is
the word derived from the
word ’motive’ which means
needs, desires, wants or drives
within the individuals. It is the
process of stimulating people
to actions to accomplish the
goals.
Morale
 total satisfaction derived by an individual from his
job, his work-group, his superior, the organization
he works for and the environment. It generally
relates to the feeling of individual’s comfort,
happiness and satisfaction.
 According to Davis, “Morale is a mental condition of
groups and individuals which determines their
attitude.”
 In short, morale is a fusion of employees’ attitudes,
behaviours, manifestation of views and opinions -
all taken together in their work scenarios, exhibiting
the employees’ feelings towards work, working
terms and relation with their employers.
Performance Appraisal
 -isa systematic process that
evaluates an individual
employees performance in
terms of his productivity with
respect to the pre-determined
set of objectives.
How can we be
motivated?
Psychological factors stimulating the
people’s behavior can be
 desirefor money
 success
 recognition
 job-satisfaction
 team work, etc
Maslow’s Hierarchy of Needs
Physiological needs
 These are the basic needs of an
individual

 (Breathing)
 Water
 Food
 Sleep
 Clothing
 Shelter
Safety needs
 These needs are also
important for human beings.
 Everybody wants job security,

protection against danger,

safety of property, etc.
Social belonging
 These needs emerge from society.
Man is a social animal. These
needs become important.
 For example- love, affection,

belongingness, friendship,
conversation, etc.
Esteem
These needs relate to
desire for self-respect,
recognition and
respect from others.
Self-actualization
 These are the needs of the
highest order and these needs
are found in those person
whose previous four needs are
satisfied. This will include
need for social service,
meditation.
Herzberg’s Two-factor theory
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. In other words, hygiene factors are
those factors which when adequate/reasonable in a job,
pacify the employees and do not make them dissatisfied.
These factors are extrinsic to work. 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
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. The motivators
symbolized the psychological needs that were
perceived as an additional benefit.
ELEMENTS OF
EXPECTANCY THEORY
1) Expectancy – the level of effort an employee
is willing to exert in hopes that the increased
effort will result in better performance.
2) Instrumentality – the belief that if you
perform well, then a valued outcome will be
received.
3) Valence – the importance that the individual
places upon the expected outcome.
MOTIVATIONAL FORCE (MF) = EXPECTANCY
X INSTRUMENTALITY X VALENCE

 When deciding among behavioural options,

individuals select the option with the greatest
amount of motivational force (MF).
 Examples of valued outcomes in the workplace

include, pay increases and bonuses, promotions,

time off, new assignments, recognition, etc.
 If management can effectively determine what their

employee values, this will allow the manager to

motivate employees in order to get the highest
result and effectiveness out of the workplace.
 EXAMPLE – SITUATION 1 Mr. X (manager) gave
employee I some projects to complete. She did the work
properly and completed it on time. Result – Employee I
is very happy because her boss acknowledged her hard
work. The more projects she gets, the more rewards she
will receive.
 EXAMPLE – SITUATION 1 Mr. X (manager) gives
employee I some projects to complete and instead of
completing them, she keeps gossiping and doesn’t
complete her work. Mr. X gets very disappointed and
tells her that if she continues this behaviour, he will not
let her handle any more projects. Result – She is very
sad with her performance and worried that she might
never gain her boss’s trust again.
McClelland's Human Motivation
Theory
 David McClelland and his associates
proposed McClelland’s theory of
Needs / Achievement Motivation
Theory. This theory states that human
behaviour is affected by three needs -
Need for Power, Achievement and
Affiliation.
Need for achievement 
is the urge to excel, to
accomplish in relation to a
set of standards, to
struggle to achieve success.
Need for power 
isthe desire to influence
other individual’s behaviour
as per your wish. In other
words, it is the desire to
have control over others
and to be influential.
Need for affiliation
 isa need for open and
sociable interpersonal
relationships. In other words,
it is a desire for relationship
based on co-operation and
mutual understanding.
PERFORMANCE REVIEW
AND APPRAISAL
PERFORMANCE APPRAISAL
-is a systematic process that
evaluates an individual employees
performance in terms of his
productivity with respect to the pre-
determined set of objectives.
Why Measure Performance?
 As part of their overall management
strategy, public managers can use
performance measures to:
 Evaluate
 Promote
 Motivate
 Learn
 Control
 Compensate
Who should evaluate
performance?
Performance Evaluators
-Manager/Supervisor
-Self
-Peer
-Customer/Client
-Subordinate
 Performance Evaluators
(Manager/Supervisor)

Advantage Disadvantage

Usually has extensive

knowledge of the
employee’s Bias
performance and
abilities
 Performance Evaluators
(Self)
Advantage Disadvantage

Self-analysis can help The employee’s

with employee interest to inflate his
growth or her own ratings.
 Performance Evaluators
(Peer)
Advantages Disadvantages

-Works well when the -Relationships can create bias in

supervisor doesn't always the review
directly observe the -If evaluations are tied to pay,
this can put both the peer and
employee the employee in an awkward
-Can bring different situation
perspective, since peers -If confidential, may create
know the job well mistrust within the organization
 Performance Evaluators
(Customer/Client)
Advantages Disadvantages

-Customers often have the

best view of employee
behavior -Can be expensive to
-Can enhance long-term obtain this feedback
relationships w/ the -Possible bias
customer by asking for
feedback
 Performance Evaluators
(Subordinate)
Advantages Disadvantages

-Data gathered can

-Possible retaliation if
include how well the
results are not favorable
manager treats
-Rating inflation
employees
-If confidential, may
-Can be used as self-
create mistrust within
development tool for
the organization
managers
Appraisal
Methods
 4 Main Methods in
Determining Performance:
-Trait Method – managers look at an employee’s
specific traits in relation to the job
-Behavioral Method – looks at individual actions
within a specific job
-Comparative Methods – compare one employees
w/ the other employees
-Results Method – focused on employee
accomplishments, such as whether or not employees met a
quota
 Appraisal Methods
-Graphic Rating Scale
-Essay Appraisal
-Checklist Scale
-Critical Incident Appraisals
-Works Standards Approach
-Ranking Methods
-Management by Objectives (MBO)
-Behaviorally Anchored Rating Scale (BARS)
 Graphic Rating Scale
-is a behavioral method. The
evaluation lists traits required for the
job and ask the source to rate the
individual on each attribute.
 Essay Appraisal
-the source answers a series of questions
about the employee’s performance in
essay form. This can be a trait method
and/or a behavioral method, depending on
how the manager writes the essay.
-What does the statements include?
 Checklist Scale
-a series of questions is asked and the
manager simply responds yes or no to
the questions. Another variation to this
scale is a check mark in the criteria the
employee meets, and a blank in the
areas the employee does not meet.
 Critical Incident Appraisals
-the manager records the examples of
the employee’s effective and
ineffective behavior during the time
period between evaluations. When it is
time for the employee to be reviewed,
the manager will pull out this file and
formally record the incidents that
occurred over the time period.
 Works Standards Approach
-could be the more effective way to
evaluate employees for certain jobs in
which productivity is most important.
With this result-focused approach, a
minimum level is set and the
employee’s performance evaluation is
based on this level.
 Ranking Methods
-employees in a particular department
are ranked based on their value to the
manager or supervisor. The manager
will first choose the most valuable
employee and put that name at the top.
Then he/she will choose the least
valuable employee and put that name
at the bottom of the list.
 Management by Objectives
(MBO)
-is result oriented similar to work standards
approach, with a few differences. The
manager and employee sit down together
and develop objectives for the time period.
Then when it is time for the performance
evaluation, the manager and employee sit
down to review the goals that were set and
determine whether they were met.
 Behaviorally Anchored Rating
Scale (BARS)
-this method first determines the main
performance dimensions of the job. Then
the tool utilizes narrative information,
such as from a critical incident file, and
assign ranks to each expected behavior.
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