%'%

SUBMITTED TO:
Ms. Smita Soni
SUBMITTED BY:
Narendra Verma
Sumeet Pal
Communication SkiIIs & Report Writing
(Presentation on)
WhaL ls MoLlvaLlon?
The term Notivation has been derived from the
Latin word moveve" which means to move.
The processes that account for an individual's
intensity, direction, and persistence of effort
toward attaining a goal.
ey elements of Notivation
lrecLlon
erslsLence
lnLenslLy
ey LlemenLs
1 lnLenslLy how hard a person Lrles
2 lrecLlon Loward beneflclal goal
3 erslsLence how long a person Lrles
ey LlemenLs
1 lnLenslLy how hard a person Lrles
2 lrecLlon Loward beneflclal goal
3 erslsLence how long a person Lrles
@he MoLlvaLlon rocess
Why Motivation?
W To improve employees qualities.
W To achieves the goals oI Institutions.
W To increase the qualities oI products and
services.
W To create interest oI employees Ior their duties.
@ypes of MoLlvaLlon
@here are Lwo Lypes of MoLlvaLlon
lnLrlnslc MoLlvaLlon
LxLrlnslc MoLlvaLlon
Intr|ns|c Mot|vat|on
Comes from wlLhln Lhrough
reflecLlon reallzaLlon lnLeresL curloslLy or a
drlve for lLs own sake
tr|ns|c Mot|vat|on
@hese can lnclude money or
grades or soclal approval/dlsapproval
Extrinsic motivation is of two types
!ositive Motivation
Negative Motivation
9os|t|ve Mot|vat|on
oslLlve moLlvaLlon lnduces people
Lo do work ln Lhe besL posslble manner and Lo lmprove
Lhelr performance
-egat|ve Mot|vat|on
-egaLlve moLlvaLlon alms aL
conLrolllng Lhe negaLlve efforLs of Lhe work and seeks
Lo creaLe a sense of fear for Lhe worker whlch he has
Lo suffer for lack of good performance
@heory Cf MoLlvaLlon
W Maslow's @heory
W Perzbergs @heory
Maslow's @heory
ove 8elonglng
-eeds
hyslologlcal -eeds
SafeLy -eeds
LsLeem
-eeds
SelfAcLuallzaLlon
-eeds
ierarchy of Needs
9s|o|og|ca| -eeds
W ood
W Alr
W WaLer
W CloLhlng
8aslc Puman -eeds
afet -eeds
roLecLlon
SLablllLy
aln Avoldance
8ouLlne/Crder
SafeLy and SecurlLy
oc|a| -eeds
AffecLlon
AccepLance
lncluslon
ove and 8elonglng
steem
-eeds
Self8especL
SelfLsLeem
8especLed by CLhers
LsLeem
e|fActua||zat|on
e|f Actua||zat|on
Achleve full poLenLlal
ulflllmenL
Perzberg's @woacLors
@heory
ygiene Factors
Wompany policies
W"uality of supervision
W#elations with others
WPersonal life
W#ate of pay
Wob security
Working conditions
MotivationaI Factors
Wchievement
Wareer advancement
WPersonal growth
Wob interest
W#ecognition
W#esponsibility
Perzberg's @woacLor @heory
Case SLudy
l-@8CDC@lC-
1 8ohlL -arang ls a person Pe worked
ln Zen CompuLer as an asslsLanL
programmer
2 8ohlL -arang [olned Apex CompuLer ln
-ovember afLer a successful aL Zen
compuLer
ConLd
3 8ohlL was qulLe exclLed abouL hls new
[ob
4 Pe [olned Aparna MehLa's flve
member Leam aL Apex
3 Aparna ls Lhe Leam leader
Why !oln ln Apex
1Apex handled lnLernaLlonal pro[ecL
2lL was growlng much fasLer Lhan Zen
3Pe was sure he would excel ln hls new
poslLlon aL [usL as he had done ln hls
old [ob aL Zen
ConLd
4Pe [olned as senlor programmer aL
Apex
3Pe knows LhaL Lhls would glve hlm a
loL of exposure
6Apex ls a blgger company
Apex Worklng LnvlronmenL
1 AL Zen 8ohlL had worked under Suresh
8eddy and he had always guldlng buL never
lnLerferlng Pe had always encouraged
lndlvldual ldeas
2 8uL aL Apex ln hls flrsL week aL work8ohlL
found Lhe aLmosphere aL Lhe offlce a blL dull
or Aparna Loo was Lhe lnLerferlng Lype
ConLd
3 AbouL Lhls acLlvlLy he became more and
more dlscouraged hls performance suffered
4 8ohlL gradually began Lo lose lnLeresL ln hls
work
LffecLs of Apex's LnvlronmenL Cn 8ohlL
1 AbouL Lhls acLlvlLy he became more and
more dlscouraged hls performance suffered
2 8ohlL gradually began Lo loose lnLeresL ln hls
work
SoluLlon Cf Case SLudy
Mot|vat|on Iactors In ko|t
W areer advancement
W nnovative
W ob interest
W #ecognition
W #esponsibility
emot|vat|on Iactors In ko|t After
Io|n|ng A9O
W lndlvldual moLlvaLlons are made up of
elemenLs of each class
W @he balance can change dependlng on
personal clrcumsLances and exLernal evenLs
W Powever people are noL [usL moLlvaLed by
personal facLors buL also by belng parL of a
group and culLure
W eople go Lo work because Lhey are moLlvaLed
by Lhe people LhaL Lhey work wlLh
WhaL can a Leam leader do for
hlgh levels of moLlvaLlon
among hls/her Leam members ?
;D@IC- AkI I
A9Ak-A MD@ 9C ;DALI@I
LIk
W Mot|vat|ng
An lmporLanL role of a leader ls Lo
moLlvaLe Lhe people worklng on a pro[ecL
W 9eop|eor|ented
lf Lhere exlsLs some
mlsundersLandlng among Leam members Lhen
managemenL wlll be unsuccessful
ConLd
W roup Interact|on
lnLeracLlon ls a key deLermlnanL
of group performance
W kespect
lfferenL Leam members have
dlfferenL skllls and Lhese dlfferences
should be respecLed
W Inc|us|on
lnvolve all Leam members and make
sure LhaL people's vlews are consldered
C-LDIC-
Lmployees ln any organlzaLlon need
someLhlng Lo keep Lhem worklng Powever
someLlmes [usL worklng for salary ls noL
enough for employees Lo sLay aL an
organlzaLlon
An employee musL be moLlvaLed Lo work for a
company /organlzaLlon lf no moLlvaLlon ls
presenL ln an employee Lhen LhaL employee's
quallLy of work or all work wlll suffer