LESSON 31

Name:
Muhammad Hamza Saif
Roll No:
191943
Motivation

 Motivation is the process of stimulating people to actions to

accomplish the goals

 Motivation is important in getting and retaining people

 Motivation tools act as the glue that links individuals to

organizational goals
The Motivation Process

2. Employee
1. Employee 3. Employee Selects
Searches for Ways
Goal Directed
Identifies Needs to Satisfy These
Behavior
Needs

5. Employee
6. Employee
Receives Either 4. Employee
Reassesses Need
Rewards or Performs
Deficiencies
Punishments
Core Phases of the Motivational Process

 Need Identification
 Searching Ways to satisfy needs
 Selecting Goals
 Employee Performance
 Consequences of performance Reward/punishments
 Reassessment of Need deficiencies
Motivational Theories

Maslow’s Need Hierarchy:

Abraham maslow organized five major types of human needs

 Physiological (food, water, and shelter)
 Safety or security (protection against threat and deprivation)
 Social (friendship, affection, belonging, and love)
 Ego (independence, achievement, freedom, status, recognition, and self-esteem)
 Self-actualization (realizing one’s full potential becoming everything one is
capable of being.)
Existence Relatedness Growth (ERG) Theory

• Existence
  Needs concern our basic material requirements for living
• Relatedness
Needs have to do with the importance of maintaining
interpersonal relationships
• Growth
Needs describe our intrinsic desire for personal development
 McGregor’s Theory-X and Theory-Y

 Theory X
People dislike work, have little ambition, and are
unwilling to take responsibility
 Theory Y
People are self-motivated and enjoy the challenge of
work
Reinforcement Theory

 Positive Reinforcement
 Negative Reinforcement
 Punishment

 Extinction
Expectancy Theory

Theory predicts that employees in an organization will be

motivated when they believe that:
Putting in more effort will yield better job performance
Better job performance will lead to organizational rewards,
such as an increase in salary or benefits
Adam’s Equity Theory

Adams' Equity Theory calls for a fair balance to be struck between an

employee's
 Inputs
Hard Work, Skill Level, Acceptance, Enthusiasm
 Outputs
Salary, Benefits, Intangibles Such As Recognition, And More
Methods for Motivating Employees for Employee
Satisfaction

 Rewards:
People behave in ways that they believe are in their best
interest, they constantly look for payoffs for their efforts. They expect good
job performance to lead to organizational goal attainment, which in turn
leads to satisfying their individual goals or needs. Organization, then, use
reards to motivate people.
 Challenging Jobs:
Job design refers to the number and nature
of activities in a job. The key issue is whether jobs should be
more specialized or more enriched and non-routine. Job design
has been implemented in several ways. Job enlargement assigns
workers to additional same-level tasks to increase the number of
tasks they have to perform
 Using merit pay:
A merit raise is a salary increase, usually
permanent, that is based on the employee’s individual
performance. It is a continuing increment rather than a single
payment like a bonus. Relying heavily on merit rewards can be
a problem because the reinforcement benefits of merit pay is
usually only determined once per year
 Using Spot Awards:
A spot award is one given to an
employee as soon as the laudable performance is observed.
These awards are consistent with principles of motivation
because they are contingent on good performance and are
awarded immediately
 Using Skill-based Pay:
With skill-based pay, employees are paid for
the range, depth, and types of skills and knowledge they are capable
of using rather than for the job they currently hold. Skillbased pay is
consistent with motivation theory because people have a self-concept
in which they seek to fulfill their potential. The system also appeals
to the employee’s sense of self-efficacy because the reward is a
formal and concrete recognition that the person can do the more
challenging job well.
 Using Recognition:
Some employees highly value day-to-
day recognition from their supervisors, peers and team
members because it is important for their work to be
appreciated by others. Recognition helps satisfy the need
people have to achieve and be recognized for their
achievement.
Using empowerment:
Job design refers to the number and nature of
activities in a job. The key issue is whether jobs should be more
specialized or more enriched and nonroutine. Job design has been
implemented in several ways. Job enlargement assigns workers to
additional same-level tasks to increase the number of tasks they have to
perform. Job rotation systematically moves workers from job to job. Job
enrichment means building motivators like opportunities for achievement
into the job by making it more interesting and challenging
 Using Goal-setting Methods:
People are strongly motivated
to achieve goals they consciously set. Setting goals with
employees can be a very effective way of motivating them.
Goals should be clear and specific, measurable and verifiable,
challenging but realistic, and set with participation.
 Using Empowerment:
Empowerment means giving employees
the authority, tools, and information they need to do their jobs
with greater autonomy, as well as the self-confidence to perform
new jobs effectively. Empowerment boosts employees’ feelings
of self-efficacy and enables them to use their potential more
fully.
 Using Positive Reinforcement:
Positive reinforcement
programs rely on operant conditioning principles to supply
positive reinforcement and change behavior. Experts claim it is
better to focus on improving desirable behaviors rather than on
decreasing undesirable ones.
 Using Lifelong Learning:
Lifelong learning can be used to
deal with problems of downsizing and employee commitment,
and to counterbalance their negative effects. It provides
extensive continuing training and education, from basic remedial
skills to advanced decision-making techniques, throughout the
employees’ careers, which provide employees the opportunity to
boost their self-efficacy and self- actualization.
Challenges Of Motivating Employees

 Workforce Diversity
 Organizational Restructuring
 Fewer Entry-level Employees
 An oversupply of managers