motivation existence alone is not success . it s a lot more

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MOTIVATION

• EXISTENCE ALONE IS NOT SUCCESS.
• ITS A LOT MORE !
• SUCCESS RESULTS FROM INSPIRATION, ASPIRATION,
  DESPERATION AND PERSPIRATION.

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MEANING AND DEFINITIONS

• Motivation is like food for the brain. It needs
  continual and regular top up.
• Motivation is a process which begins with a
  physiological or psychological need or deficiency
  which triggers behaviour or a drive that is aimed
  at a goal or an incentive.

Needs Drives
Incentives
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MEANING AND DEFINITIONS

• Motivation is one of the key ingredients in
  employee performance and productivity.
  Individuals may not get the job done without
  sufficient motivation though they are provided
  with right objectives, supportive work
  environment and the right skills.
• Motivation is the latest challenge that is faced
  by the employers and these challenges have come
  due to restructuring of organisation,
  re-engineering, globalisation and information
  technology.

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MEANING AND DEFINITIONS

• Motivation is derived from the Latin word
  movere which means to move. And it is the
  motive an inner state of mind that energises,
  activates or moves and directs behaviour towards
  goals.
• Motivation refers to the forces within a person
  that affects his or her direction, intensity and
  persistence of voluntary behaviour.

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MEANING AND DEFINITIONS

• According to Dalton E. McFarland,
• Motivation refers to the way in which urges,
  drives, desires, aspirations, strivings or needs
  influence the choice of alternatives in the
  behaviour of human beings.
• According to Stephen P. Robbins,
• Motivation represents an unsatisfied need,
  which creates a state of tension or
  disequilibrium causing the individual to move in
  a goal directed pattern towards restoring a state
  of equilibrium by satisfying the need.

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MEANING AND DEFINITIONS

• Motivation is getting people to do what you want
  them to do because they want to do it -
  Dwight D. Eisenhower

• Motivation is the willingness to exert high level
  of efforts towards organizational goals,
  conditioned by the efforts ability to satisfy
  some individual needs

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MOTIVATION PROCESS
NEED DRIVES GOALS
SATISFACTION (Deficiency) (Direction)
(Fulfilling) (Reduction in
drives)
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• NEED Need is deficiency. Needs are created
  whenever there is a physiological or
  psychological imbalance.
• DRIVE Drive is deficiency with direction. They
  enhance the goal accomplishment through actions.

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• GOALS Goals are generally interpreted as
  incentives and anything that will alleviate a
  need to reduce a drive is called an incentive.
• SATISFACTION The goal achievement requires a
  clear direction and the direction enhances the
  level and quality of output. The individual
  derives the ultimate satisfaction only if the
  goals are achieved.

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NATURE OR CHARACTERISTICS OF MOTIVATION

• i) Energetic force
• ii) An internal feeling
• iii) Intervening variable
• iv) Work related behaviour
• v) Positive or negative
• vi) Equilibrium
• vii) Complex process

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• Energetic force Motivation is a momentum for
  doing something which may originate within or
  beyond an individual. It is a urge to
  accomplish a task.
• An internal feeling Motivation is an inner state
  that energises, activates, or moves and that
  directs or channels behaviour towards goals.
• Intervening variable Motivation is an internal
  psychological process which is not directly
  observable and which account for behaviour from
  behaviour. It cannot be seen but can only be
  inferred from behaviour.

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• Work related behaviour Motivation directs
  behaviour towards some goal, work or action. It
  influences human behaviour to perform. It creates
  work environment on the part of individuals.
• Positive or negative Positive motivation is
  based on rewards, praise, pride, participation
  and growth. Negative motivation, on the other
  hand, is based on force of fear and punishment.

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• Equilibrium According to Chester Bernard,
  motivation is in the form inducement-contribution
  theory. It motivates workers and organisations
  to find what payouts (inducements) to workers in
  exchange for what degree of co-operation
  (contributions) from workers will be satisfactory
  to both the parties. Thus motivation cannot
  happen without this equilibrium.

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• Complex process This is evident from the
  following reasons.
• A) Motivation is hypothetical construct, as it is
  not seen.
• B) Motivation is an individual phenomenon.
• C) Humans are not consciously aware of their
  desires.
• D) People have different ways to satisfy their
  needs.
• E) Motivation is rarely traceable to a single
  motive etc.

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THEORIES OF MOTIVATION

• 1) MASLOWS NEED HIERARCHY THEORY
• 2) ALDERFERS ERG THEORY
• 3) McGREGORS X AND Y THEORY
• 4) HERZBERGS TWO FACTOR THEORY
• 5) McCLELLANDS ACHIEVEMENT MOTIVATION THEORY

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• 6) VICTOR VROOMS EXPECTANCY THEORY
• 7) PORTER LAWLERS THEORY
• 8) EQUITY THEORY
• 9) GOAL SETTING THEORY
• 10)ATTRIBUTION THEORY
• 11)OUCHIS Z THEORY

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MASLOWS NEED HIERARCHY THEORY

• This theory was proposed by Abraham Maslow.
  Maslow postulates that people in work environment
  are motivated to perform by a desire to satisfy a
  set of internal needs. His framework is based on
  the following fundamental assumptions
• i) peoples needs influence their behaviour,
• ii) peoples needs exert5 a powerful effect on
  the individuals thinking and behaviour,
• iii) once one need is satisfied, another need
  emerges and demands satisfaction,
• iv) the lowest unsatisfied need has the greatest
  motivational potential.

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MASLOWS NEED HIERARCHY THEORY
SELF ACTUALISATION
SELF - ESTEEM
SOCIAL/ BELONGING NEEDS
SAFETY SECURITY NEEDS
PHYSIOLOGICAL NEEDS
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MASLOWS NEED HIERARCHY THEORY

• PHYSIOLOGICAL NEEDS consists of the basic needs
  of the human body such as food, clothing, shelter
  and sex. These needs dominate all other needs.
• SAFETY SECURITY NEEDS includes security and
  protection from physical and emotional harm, ill
  health, economic disaster and the unexpected.
• SOCIAL/ BELONGING NEEDS includes need for
  companionship, affection, belongingness,
  acceptance and love. Non satisfaction of these
  needs may affect the mental health of the
  individual.

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MASLOWS NEED HIERARCHY THEORY

• SELF ESTEEM NEEDS includes internal esteem
  (awareness of ones importance to others) factors
  such as self- respect, autonomy and achievement
  and external factors such as status, recognition
  and attention. The satisfaction of these needs
  leads to self confidence and prestige.
• SELF ACTUALISATION is the desire to become more
  and more what one is, to become one is capable of
  becoming. It includes growth, achieving ones
  potential and self fulfillment. The satisfaction
  of self actualization needs is possible only
  after the satisfaction of all other needs.

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ALDERFERS ERG THEORY

• CLAYTON ALDERFER proposed this ERG theory by
  grouping human needs into three categories viz.
• E Existence, R Relatedness, G Growth.
• EXISTENCE NEEDS include individuals
  physiological and safety needs i.e. the need for
  food, clothing, shelter, fringe benefits and
  better working conditions.
• RELATEDNESS NEEDS include how individuals develop
  the need to interact with other individuals and
  to acquire public recognition and have an
  interpersonal security.

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ALDERFERS ERG THEORY.

• GROWTH NEEDS explain the individuals self-esteem
  through personal achievement and the concept of
  self actualisation.
• ERG theory explains that an individuals
  behaviour could be motivated simultaneously by
  more than one need. Alderfer also states that one
  could satisfy the growth needs even though the
  related needs are not met.
• The ERG theory can help managers to gain an
  insight into employees behaviour because of the
  assumptions it holds that individuals are
  motivated to adopt a behaviour to satisfy one of
  the three sets of needs.

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McGREGORS X AND Y THEORY

• Douglas McGregor assume d that motivating people
  involves certain assumptions about human nature.
  It involves certain assumptions, generalisations
  and hypothesis relating human behaviour and human
  nature. These set of assumptions serve the
  purpose of predicting human behaviour. These are
  merely intuitive deductions and not based on any
  research findings.

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• Theory X represents old stereotyped and
  authoritarian management style of motivation. It
  is based on the following assumptions
• i) by nature man is lazy and dislikes work,
• ii) lacks ambition, dislikes responsibility
  and prefers to be directed,
• iii) self centred and indifferent to
  organisational goals,
• iv) needs to be closely controlled,
• v) motivation occurs at psychological and
  safety needs,

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• vi) management must organise for factors of
  production,
• vii) average man is generally passive and
  resistant to organisational needs.
• This shows the negative assumptions of human
  behaviour. Hence the carrot and stick approach of
  motivation needs to be followed.

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• McGregor suggested a counter approach to
  motivation which is called Theory Y. he
  recognised some factors that theory X fails to
  take into account. This theory is based on the
  following assumptions
• i) that the average person is active and does
  not inherently dislike work,
• ii) seeks responsibility and learns under proper
  condition to accept the responsibility,
• iii) self directed, self controlled and
  creative,
• iv) motivation occurs at higher level needs,
  though unsatisfied lower needs are important,

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• v) there is capacity to exercise high degree of
  imagination. ingenuity and creativity is
  solving problems though widely distributed.
• Theory Y suggests the modern approach of
  motivation. It emphasises on the democratic and
  participative style of leadership. The most
  important contribution of this theory is the
  commitment of workers towards organisational
  goals, cooperation and coordination in work. It
  leads to decentralisation of authority, job
  enrichment, participative leadership and two way
  communication system to create a better
  environment.

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HERZBERGS TWO FACTOR THEORY

• FREDERICK HERZBERG, extended the work of Maslow
  and developed this theory. This is also called as
  Dual Structure Theory. According to this theory,
  there two factors called MOTIVATORS and HYGIENE
  that lead to employees satisfaction or
  dissatisfaction.
• Motivators are identified as growth, recognition,
  responsibility, advancement and achievement.
• Hygiene is referred to job security, company
  policies, working conditions, supervisor
  relations and co-worker relations.

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HERZBERGS TWO FACTOR THEORY

• In 1950, Herzberg conducted a motivational study
  on about 200 accountants and engineers using a
  critical incident method for data collection
  which resulted in following conclusions
• i) Different sets of needs play different roles
  in the overall process of motivation and
  satisfaction in organisations.

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HERZBERGS TWO FACTOR THEORY

• ii) The factors leading to job satisfaction are
  separate and distinct from those that lead to
  job dissatisfaction.
• iii) Job satisfaction is not a unidimensional
  concept. Thus, to eliminate factors that create
  job dissatisfaction can bring about peace, but
  cannot necessarily motivate.

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HERZBERGS TWO FACTOR THEORY

• The Herzbergs research revealed two distinct
  types of motivational factors as under
• 1) MOTIVATORS OR SATISFIERS There is set of
  intrinsic (internal) job conditions which can
  result in good job performance and can build a
  strong level of motivation. If these conditions
  are not present, they do not result
  dissatisfaction. They are associated with job
  experiences and job content. They are job
  centred and create a challenge and opportunity
  for achievement and growth. They are roughly
  equivalent to Maslows higher level needs.

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HERZBERGS TWO FACTOR THEORY

• 2) HYGIENE FACTORS OR DISSATISFIERS
• There is a set of extrinsic (external) job
  conditions which result in dissatisfaction among
  employees when they are not present.
• But if these conditions are present, this does
  not necessarily motivate employees.

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HERZBERGS TWO FACTOR THEORY

• Hygiene factors are associated with the
  surrounding or peripheral aspects of the job
  the job context.
• They are preventive and environmental in nature
  and are needed to maintain at least a level of
  no dissatisfaction.
• Although they seem to be important in preventing
  dissatisfaction, by themselves they do not
  motivate or lead to satisfaction.

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HERZBERGS TWO FACTOR THEORY

• HYGIENE FACTORS (DISSATISFIERS)
• Job context
• Company policy and administration.
• Supervision
• Salary
• Interpersonal relations
• Working conditions.

• MOTIVATORS (SATISFIERS)
• Job content
• Achievement
• Recognition
• Work itself
• Responsibility
• Advancement.

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McCLELLANDS ACHIEVEMENT MOTIVATION THEORY

• This theory was proposed by DAVID McCLELLAND.
• He refers that apart from the primary needs,
  individuals have secondary needs that are
  learned. The secondary needs are learned and
  reinforced through parental styles, childhood
  learning and social norms. He argues that
  individuals could be motivated through these
  learned needs. The learned needs are
• Need for achievement
• Need for affiliation and
• Need for power.

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McCLELLANDS ACHIEVEMENT MOTIVATION THEORY

• Need for achievement
• Individuals with higher need for achievement will
  take up challenging goals. These individuals do
  not prefer to work in teams. They have a higher
  responsibility in order to reach their goals.
  These individuals are generally satisfied only
  when they are given a challenging job, with due
  recognition and feedback from the managers.

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McCLELLANDS ACHIEVEMENT MOTIVATION THEORY

• Need for affiliation
• This is similar to Maslows safety and
  belongingness needs. An individual high on the
  need of affiliation wish to seek recognition from
  others and likes more of dealing with
  interpersonal relationship. In order to seek for
  positive relationship these individuals generally
  avoid conflicts. They participate in general
  meetings and social gatherings. This need could
  also be related to Alderfers relatedness need.

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McCLELLANDS ACHIEVEMENT MOTIVATION THEORY

• Need for power
• The ability to induce or influence others
  behaviour is called power. McClelland found that
  persons with a high power need display a great
  concern for exercising influence and control.
  They are also interested in providing status
  rewards to their followers.

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VICTOR VROOMS EXPECTANCY THEORY

• Vrooms theory covers the entire work environment
  while attempting to answer the question on what
  is the strength of the needs in motivating
  people at work.
• This expectancy theory goes by the basic premise
  that employees are rational people, they think
  about what they have to do to be rewarded and how
  much the rewards mean to them before they perform
  their jobs.

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VICTOR VROOMS EXPECTANCY THEORY.

• This theory is based on the assumptions namely
• i) it is a combination of both individual
  (expectations about their jobs based on their
  needs, motivations etc.) and the environment (the
  organisation) which will influence how people
  behave in organisations. And these could change
  over a period of time.
• ii) individuals consciously make their own
  decisions (coming to work, staying with the same
  firm etc.)

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VICTOR VROOMS EXPECTANCY THEORY.

• This theory is based on four assumptions viz..
• a) It is a combination of both individual
  (expectations about their jobs based on their
  needs, motivations, etc.) and the environment
  (the organisation) which will influence how
  people behave in organisations. And these could
  also change over period of time.

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VICTOR VROOMS EXPECTANCY THEORY.

• b) Individuals consciously make their own
  decisions (coming to work, staying with the same
  firm etc) even though there may be many
  constraints placed on their behaviour (working
  norms, rules etc).
• c) People expect different rewards from their
  work depending on their different needs and
  goals.
• d) Individuals take decisions based on their
  perceptions about what will be the desired
  outcome of a specific behaviour.

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VICTOR VROOMS EXPECTANCY THEORY.

• Vroom has built this theory on three concepts
  Valence, Instrumentality and Expectancy.
• So this approach is also called as VIE theory.
• Vroom has referred to the result of behaviours
  associated with doing the job itself as First
  Level Outcomes (ex. Level of performance, quality
  of work, amount of absenteeism).

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• The Second Level Outcomes are said to be the
  rewards (either positive or negative) the first
  level outcomes are likely to produce (ex. An
  increase in pay, promotion, job security,
  acceptance by colleagues).

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• VALENCE
• The strength of an individuals preference for a
  particular outcome (second level) is called
  Valence. Outcomes having a positive valence could
  take the form of gaining respect from friends and
  colleagues, performing meaningful work, feeling
  of job security, earning enough to maintain a
  family.

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• Outcomes having negative valence are instances
  one could want to avoid such as being given a
  golden hand shake, being passed over for
  promotion or discharged on grounds of improper
  behaviour at work place (sexual harassment etc).
  Outcome is positive when it is preferred by the
  individual and negative when it is not preferred
  and the individual tries to avoid it.

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• INSTRUMENTALITY
• This refers to the relationship between first
  level outcome and second level outcomes and the
  values ranging from -1 to 1.
• -1 implies that the attainment of a second level
  outcome is inversely related to the achievement
  of a first level outcome. For instance, Mr. A to
  be accepted as member of a work group has to have
  level of performance, in which case A will ensure
  that he will not violate the groups norm.

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• 1 indicates that the first level outcome is
  positively related to the second level outcome.
  When a student receives a A grade in the final
  exam, the chance of him achieving the second
  level outcome (clearing the exams with
  distinction) approaches 1.

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• EXPECTANCY
• This refers to the belief that a particular level
  of effort will be followed by a particular level
  of performance. The expectancy may vary from the
  belief that there is absolutely no relationship
  between effort and performance to the surety that
  a certain level of effort will result in a
  corresponding level of performance.

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• The expectancy has a value ranging from 0 (no
  chances that a first level outcome will occur
  after the behaviour) to 1 ( the certainty or
  surety that a particular first level outcome will
  be the result of a particular be behaviour).

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PORTER LAWLERS THEORY

• Porter Lawler made an effort to refine and
  extend Vrooms model to try to understand the
  relationships between satisfaction and
  performance.
• They opined that motivation is not equal to
  satisfaction or performance. According to them,
  motivation, satisfaction and performance are
  separate variables and relate in different ways
  as compared to what was assumed traditionally.

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PORTER LAWLERS THEORY.

• According to this approach, effort do not
  directly lead to performance and is mediated or
  interrupted by abilities, traits and role
  perceptions.
• Unlike the traditional theories, this theory
  suggests that performance leads to satisfaction.
  This approach has no doubt, made significant
  contributions which has led to the better
  understanding of work motivation and the
  relationship between performance and
  satisfaction.
• However theory is very complex and has proved to
  be a difficult in practice.

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EQUITY THEORY

• This theory was introduced by J. Stacy Adams. It
  works on two assumptions
• a) People evaluate their interpersonal
  relationships just as exchange process in which
  they make contributions and expect certain
  results.
• b) Individuals tend to compare their situations
  to those of others to determine the equity of an
  exchange.
• Stacy Adams opines that people compare themselves
  with others based on two variables i.e. outcomes
  and inputs.

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EQUITY THEORY

• Inputs represent what an individual contributes
  to an exchange and Outputs are what an individual
  receives from the exchange. Both inputs and
  outputs here are based on the persons
  perception.
• Equity theory includes that individuals compare
  their outcomes and inputs with those of others
  and judge their equality of these relationships
  in the form of a ratio. Later they compare the
  ratios of their own outcomes / input to the
  ratios of others outcomes/ inputs.

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EQUITY THEORY

• But these comparisons occur only when individuals
  are working in the same area or domain.
• Ex. Jack Jill Rs 500/- Rs 350/- per day for
  the same job having equal trait, where one feels
  happy and other disappointed.

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GOAL SETTING THEORY

• Goals can be defined as future outcomes /
  results that individuals and groups desire and
  strive to achieve. Goal setting is the process
  through which efficiency and effectiveness can be
  increased by specifying the desired outcomes
  towards which individuals, teams, departments and
  organisations should work.
• Goal setting process is one of the most important
  motivational tools having an impact on the
  performance of employees in organisation.

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GOAL SETTING THEORY.

• Goals setting is the process of developing,
  negotiating and establishing goals which will be
  challenging enough to structure the individuals
  time and effort.
• The key attributes of goals are

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• GOAL DIFFICULTY A good goal should be
  challenging at the same time not too easy, nor
  should it be too difficult.
• GOAL CLARITY The goal should be clear and
  specific enough to direct the efforts of the
  individual in the desired direction.
• SELF EFFICACY The goal should be set such that
  the individual is able to perform the task at the
  desired level.

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ATTRIBUTION THEORY

• Attributions play an important role in the
  cognitive processes of an individual.
  Attributions which people make have emerged as an
  important indicator for work motivation.
• The Attributions theory works on the basis of the
  relationship between personal perception and
  interpersonal behaviour than as a theory of
  individual motivation.

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ATTRIBUTION THEORY

• All the attributions theories share the following
  same assumptions
• Individuals tend to seek and make sense of the
  world.
• We tend to attribute peoples actions to internal
  or external causes.
• And this is done in logical ways.

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WILLIAM OUCHIS THEORY Z

• William ouchis theory Z captures the best in
  management methods from the US and Japanese
  approaches. Ouchi has made a comparative analysis
  in theory Z.
• Japanese management can be characterised by
  life-time employment, emphasis on group, concern
  for employees, collective decision making and
  role of top management as a facilitator. While
  American practices include short term
  employment, rapid advancement, personal decision
  making, individual responsibility, segmented
  concern for employees and specialisation in
  career.

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• This is a Hybrid type of system which
  incorporates the strengths of Japanese management
  practices and American management practices.
• In fact, Z does not stand for anything. It is
  merely the last letter of the alphabet. Actually,
  theory Z is not a theory. It is a label
  interchangeable with type Z.
• William Ouchi described the following feature
  under the caption of Z.
• i) strong bond between organisation and
  employees,
• ii) employees participation,

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• iii) mutual trust,
• iv) no formal organisation structure,
• v) human resource development,
• vi) informal control system.
• Thus theory Z provides a complete transformation
  of motivational aspect of employees. It is a
  comprehensive philosophy of management. It rather
  involves a complex amalgamation of management
  principles and techniques for obtaining the
  maximum co-operation of the employees.