Motivation in Organizational Management

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Session topic isSession topic is
MotivationMotivation
A subject ofA subject of
Management Skills & PsychologyManagement Skills & Psychology

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I am here before you as …I am here before you as …
A management-system expertA management-system expert
Sr Member, ASQ – since 1999Sr Member, ASQ – since 1999
A transactional analyst &A transactional analyst &
counselorcounselor for individuals, couples,for individuals, couples,
families, groupsfamilies, groups..
Member ITAA since 1999Member ITAA since 1999

We will discuss ….
• Meaning and concept of motivation
• It’s dynamics, and inherent challenges
• Various methods and techniques
• Practical tools for Managers
• Beyond motivation
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Every Organization is like an IcebergEvery Organization is like an Iceberg
4

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Every Organization has …Every Organization has …
o- Structure
o- System
o- Culture
o- Leadership
o- Members’ Needs
To manage an
organization ….We NeedWe Need
VisionVision
SkillSkill
Action PlanAction Plan
ResourcesResources
MotivationMotivation
Absence Leads ToAbsence Leads To
Confusion
Anxiety
False Start
Frustration
Delays, Chaos

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So …So …
Every organization needsEvery organization needs
to drive & encourage it’s employeesto drive & encourage it’s employees
for theirfor their
Improved Job PerformanceImproved Job Performance
And …And …

MotivationMotivation becomes abecomes a
key to performancekey to performance
improvementimprovement
PerformancePerformance is a function ofis a function of
ability, opportunity and motivationability, opportunity and motivation
Performance = fPerformance = f [[ability, opportunity,ability, opportunity,
motivationmotivation]]

• AbilitiesAbilities are physical, mental, learnt (education,
experience, skill and training)
It’s improvement is a slow and long process
Performance = f [ability, opportunity, motivation]
• OpportunitiesOpportunities are environmental, situational
– variable with situations and time
It’s improvement again a long process
• MotivationMotivation can be quickly improved

• AbilitiesAbilities It’s improvement is a slow and long process
• OpportunitiesOpportunities It’s improvement again a long process
• MotivationMotivation can be quickly improved
Performance = f [ability, opportunity, motivation]
But that's easier said than done !But that's easier said than done !
•It involves human having various psychic makeupsIt involves human having various psychic makeups
•It is required to be done by managers, technicalIt is required to be done by managers, technical
persons, not psychologistspersons, not psychologists
Moreover, motivation practice andMoreover, motivation practice and
theories are difficult subjectstheories are difficult subjects

There is an old saying
“You can take a horse to the water,You can take a horse to the water,
but you cannot make it to drink;but you cannot make it to drink;
it will drink only if it wantsit will drink only if it wants”
PerformancePerformance (or accomplishment)(or accomplishment) = f [= f [ability, opportunity, motivationability, opportunity, motivation]]
Motivation isMotivation is ::
someone’s motive to actionsomeone’s motive to action
(= inner desire to do an activity)(= inner desire to do an activity)
So, is with people:
“They also do only what they want to doThey also do only what they want to do”
Inner desireInner desire - through some stimulus- through some stimulus
- internal or external,- internal or external,
- conscious or unconscious- conscious or unconscious

Motivation isMotivation is::
Someone’s motive to actionSomeone’s motive to action
(= inner desire to do an activity)
Through some stimulusstimulus - internal or external, conscious or unconscious
Motivating a person meansMotivating a person means
Enhancing this Stimulus toEnhancing this Stimulus to
enhance his/her ‘inner desire’enhance his/her ‘inner desire’
This is a skill which is essential for anyThis is a skill which is essential for any
sphere of life to survive and succeedsphere of life to survive and succeed
– personalpersonal, professionalprofessional, socialsocial

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Methods generally usedMethods generally used …
1.1. Setting Targets, GoalsSetting Targets, Goals
2.2. Performance-Related PayPerformance-Related Pay
3.3. Merit-Related PayMerit-Related Pay
4.4. Skill-Based PaySkill-Based Pay
5.5. Rewards SchemesRewards Schemes
Motivation in OrganizationsMotivation in Organizations
6.6. Recognition SchemesRecognition Schemes
7.7. Behavior ManagementBehavior Management
8.8. Employee EmpowermentEmployee Empowerment
9.9. Job EnrichmentJob Enrichment
10.10. Positive ReinforcementPositive Reinforcement
11.11. Training-LearningTraining-Learning

Here lies the problemHere lies the problem
•Human nature is not easy to studyHuman nature is not easy to study
Law of Individual Differences in PsychologyLaw of Individual Differences in Psychology:
People differ in their personalities,
abilities, self-concept, values, feelings, and needs.
As a prerequisite to understand motivation, one hasAs a prerequisite to understand motivation, one has
to first understand and appreciate HUMAN NATUREto first understand and appreciate HUMAN NATURE
• You are technical person, not psychologist;You are technical person, not psychologist;
here to execute some technical work,here to execute some technical work,
not to study and improve human naturenot to study and improve human nature

……. More problems:. More problems:
– It is not directly observableIt is not directly observable
– It is not related to satisfactionIt is not related to satisfaction
– It is not always at conscious levelIt is not always at conscious level
– It is not directly controllableIt is not directly controllable
……. And to top it up:. And to top it up:
there is no single, accepted, or proventhere is no single, accepted, or proven
theory or practice to followtheory or practice to follow

But at leastBut at least
It’s basic dynamics is now generally agreedIt’s basic dynamics is now generally agreed
• They must believe that their increasedThey must believe that their increased
effort can increase their outputeffort can increase their output
• They must believe that their increasedThey must believe that their increased
output will increase their rewardoutput will increase their reward
• They must be able to find some valueThey must be able to find some value
in the reward being offeredin the reward being offered

But, PeopleBut, People alsoalso Filter Out the MotivationFilter Out the Motivation

Various theories, but under two categoriesVarious theories, but under two categories
 Content TheoriesContent Theories – what motivates persons, ie,
what are the fundamental needs/goals of persons
Maslow, Alderfer, Herzberg, McCelland
 Process TheoriesProcess Theories – how motivation occurs
Vroom, Porter & Lawler, Adams, Locke
None proven universally, beyond doubt.None proven universally, beyond doubt.
Appear quite divergent, even opposite.Appear quite divergent, even opposite.
Still widely usedStill widely used
Motivation TheoriesMotivation Theories
Various theories and practicesVarious theories and practices

Manager / Supervisors cannot learn all these
– quite divergent, even opposite
Still, an idea of all these gives an advantage
for their own day-to-day functioning …
… because, all of these are being used in
organizations throughout the World,
knowingly or unknowingly
Main 18, which are now practiced World overMain 18, which are now practiced World over

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1. Setting Targets, Goals
2. Performance-Related Pay
3. Merit-Related Pay
4. Skill-Based Pay
5. Rewards Schemes
6. Recognition Schemes
7. Behavior Management
8. Employee Empowerment
9. Job Enrichment
10.Positive Reinforcement
11.Training-Learning
Motivation methods, generally usedMotivation methods, generally used

1. Acquired Needs TheoryAcquired Needs Theory: … fulfill their own… fulfill their own
greed for power, achievement or affiliationgreed for power, achievement or affiliation
2. Activation TheoryActivation Theory: … hit at their own nature or… hit at their own nature or
personality makeuppersonality makeup
3. Affect PerseveranceAffect Perseverance: … instigate perseverance… instigate perseverance
of the affects of their earlier decisionsof the affects of their earlier decisions
4. Attitude-Behaviour ConsistencyAttitude-Behaviour Consistency: … align… align
their attitude and behaviourtheir attitude and behaviour
5. Attribution TheoryAttribution Theory: … arouse their in-built urge… arouse their in-built urge
to attribute to oneself or othersto attribute to oneself or others
Main 18, which are now practiced WorldMain 18, which are now practiced World
overover

6. Cognitive DissonanceCognitive Dissonance: … put them to do… put them to do
something opposite, so that they become uncomfortablesomething opposite, so that they become uncomfortable
7. Cognitive Evolution TheoryCognitive Evolution Theory: … give them… give them
the tasks they think are simply and doablethe tasks they think are simply and doable
8. Consistency TheoryConsistency Theory: … arouse them to feel… arouse them to feel
themselves bad about their own failuresthemselves bad about their own failures
9. Control TheoryControl Theory: … allow them to get the thrill of… allow them to get the thrill of
having control over something or someonehaving control over something or someone
10. Disconfirmation BiasDisconfirmation Bias: … keep them in an… keep them in an
environment, which is aligned with what they believeenvironment, which is aligned with what they believe
(Main 18, which are now practiced World over)(Main 18, which are now practiced World over)

11. Drive TheoryDrive Theory: … show them the way to satisfying… show them the way to satisfying
their own needstheir own needs
12. Endowed Progress EffectEndowed Progress Effect: … arouse a… arouse a
sense of progress in themsense of progress in them
13. Escape TheoryEscape Theory: … put them in the wrong place,… put them in the wrong place,
so that they try to escape to where they belong toso that they try to escape to where they belong to
14. Extrinsic MotivationExtrinsic Motivation: … reward them… reward them
15. Goal-Setting TheoryGoal-Setting Theory: … instigate their desire… instigate their desire
to achieve some goalto achieve some goal

16. Investment ModelInvestment Model: … get them to invested on… get them to invested on
certain thingscertain things
17. Positive PsychologyPositive Psychology: … make them happy in… make them happy in
terms of environment, personal space, etcterms of environment, personal space, etc
18. Reactance TheoryReactance Theory: … induce a discomfort and… induce a discomfort and
then setting a condition for its removalthen setting a condition for its removal
But remember ….

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1. Psychic needs among personsPsychic needs among persons
are quite diverseare quite diverse …
Many Motivation Theories -Many Motivation Theories - But RememberBut Remember
So, a specific techniqueSo, a specific technique
may be ‘motivation’ for some;may be ‘motivation’ for some;
but ‘de-motivation’ for othersbut ‘de-motivation’ for others
(=disaster)(=disaster)

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2. Motivating people with visionary andMotivating people with visionary and
sharing approach is more effectivesharing approach is more effective
…… than trying to motivate them through tactics,than trying to motivate them through tactics,
incentives or manipulationincentives or manipulation
(carrot and stick approach)(carrot and stick approach)
1. Psychic needs among persons are quite diversePsychic needs among persons are quite diverse …

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Carrot and stick approachCarrot and stick approach
ManagerManager

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2. Motivating people with visionary andMotivating people with visionary and
sharing approach is more effectivesharing approach is more effective
…… than trying to motivate them through tactics, incentives orthan trying to motivate them through tactics, incentives or
manipulationmanipulation
Why carrot and stick approach is ineffective ?Why carrot and stick approach is ineffective ?
Because, motivating with vision is naturalnatural and long-lasting
Whereas, motivating with manipulation is artificialartificial and
short-lived
1. Psychic needs among persons are quite diversePsychic needs among persons are quite diverse …

3. Projection is not MotivationProjection is not Motivation
Projection isProjection is believingbelieving thatthat
““what motivates me, will motivate others toowhat motivates me, will motivate others too””
o ProjectionProjection is a mental process where you attribute or assign youris a mental process where you attribute or assign your
own feelings, motives, or beliefs to other peopleown feelings, motives, or beliefs to other people
o You projectYou project generally your those feelings that you yourself are notgenerally your those feelings that you yourself are not
conscious of, or are not comfortable withconscious of, or are not comfortable with
o ProjectionProjection is your mental shortcut to make yourself believe thatis your mental shortcut to make yourself believe that
understanding other people's behavior is very simple, since you don’tunderstanding other people's behavior is very simple, since you don’t
know how to do itknow how to do it
o ProjectionProjection is generally a depiction of your own ‘is generally a depiction of your own ‘rigidityrigidity’ or ‘’ or ‘prejudiceprejudice’’
……. the most common mistake …. the most common mistake …

Objectivi
ty
Structural Ego State Model of Human
(Simplified)
Value
s
Feeling
s
Set of Phenomena
copied from ‘parental figures’
Set of Phenomena
gained from ‘verified experiences’
Set of Phenomena
replayed from ‘own childhood’

Values
Feeling
s
Objectivi
ty
Prejudices
Rigidity
‘‘Anger’ / ‘stubbornness’Anger’ / ‘stubbornness’
while explainingwhile explaining
notnot ‘conviction’‘conviction’
Structural Ego State Model of Human
(Simplified)

So, we are generally required to Lead andSo, we are generally required to Lead and
Motivate our teams …Motivate our teams …
That are given to usThat are given to us (we don’t choose our teams)(we don’t choose our teams)
Towards already set overall goals and targets ofTowards already set overall goals and targets of
the companythe company (we don’t set our goals/targets)(we don’t set our goals/targets)
Within the limits of our Company’s already runningWithin the limits of our Company’s already running
‘performance management program’‘performance management program’ (we work(we work
within company policies)within company policies)
Why ??Why ??
Motivation -Motivation - Practical ToolsPractical Tools
The Fact:The Fact: We are Managers / SupervisorsWe are Managers / Supervisors

Traditional Organizational Hierarchy is …Traditional Organizational Hierarchy is …
LevelsLevels
OwnersOwners
DirectorsDirectors
ManagersManagers
SupervisorsSupervisors
WorkersWorkers
The Fact:The Fact: We are Managers / SupervisorsWe are Managers / Supervisors
RolesRoles
Declare the field of businessDeclare the field of business
Direct the organization by formulating strategiesDirect the organization by formulating strategies
(ie, policy, objectives, operations – to pursue
decided business)
Manage by formulating functional activitiesManage by formulating functional activities
(ie, plans, procedures, etc - to facilitate decided plans, objectives)
Supervise implementation of activitiesSupervise implementation of activities & provide feedback& provide feedback
Perform activities and operationsPerform activities and operations

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BARRIERSBARRIERS::
- Low self esteem- Low self esteem
- Fear of failure- Fear of failure
- Lack of direction- Lack of direction
- Frequent change- Frequent change
- Unfair / Negative criticism- Unfair / Negative criticism
- Insufficient / Un-required payoff- Insufficient / Un-required payoff

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TOOLS:TOOLS:
- Give RespectGive Respect
- Give RecognitionGive Recognition
- Be a good listenerBe a good listener
- Make work interestingMake work interesting
- Provide opportunities for work satisfactionProvide opportunities for work satisfaction
And:And:
Be an effective Leader ( = motivator )Be an effective Leader ( = motivator )

A motivatorA motivator (or leader)
Is BestIs Best
when people barely see him at workplace, butwhen people barely see him at workplace, but
always find him when neededalways find him when needed
Is Not so goodIs Not so good
when people frequently see, obey andwhen people frequently see, obey and
acclaim him at workplaceacclaim him at workplace
Is WorseIs Worse
when people always ‘see’ and despise him,when people always ‘see’ and despise him,
even when he is physically not thereeven when he is physically not there

People listen and value only somePeople listen and value only some ……
 Who trust their subordinatesWho trust their subordinates – you can’t expect them to– you can’t expect them to
go all out for you if they think you don’t believe in themgo all out for you if they think you don’t believe in them
 Who can be a seen as a role modelWho can be a seen as a role model – people would– people would
want to follow you if they can clearly see where you want to go, andwant to follow you if they can clearly see where you want to go, and
what you are talking aboutwhat you are talking about
 Who encourage risk-takingWho encourage risk-taking – nothing demoralizes a person– nothing demoralizes a person
than knowing their slightest failure could jeopardize their entire worththan knowing their slightest failure could jeopardize their entire worth
 Who invite dissentWho invite dissent – your people aren’t giving you their best …– your people aren’t giving you their best …
if they are afraid to speak upif they are afraid to speak up
 Who can simplifyWho can simplify – if you can help them by simplifying the– if you can help them by simplifying the
things, when they are struck somewherethings, when they are struck somewhere

Actions of a Good Motivator
 Be reflective and proactiveBe reflective and proactive about your ownabout your own
motivationmotivation
 Be awareBe aware that, what motivates you, may notthat, what motivates you, may not
motivate othersmotivate others
 Be realisticBe realistic about the extent you canabout the extent you can
motivate othersmotivate others
 KnowKnow the salience of various motivationthe salience of various motivation
methodsmethods
Contd …

 Be honest with peopleBe honest with people about what rewardsabout what rewards
are possible and what rewards are notare possible and what rewards are not
 KnowKnow that everyone wants to be treated fairly,that everyone wants to be treated fairly,
even if having different / deficient personalityeven if having different / deficient personality
 Be awareBe aware of different life-stages in which yourof different life-stages in which your
persons are, and what it means for them – andpersons are, and what it means for them – and
offer appropriate supportoffer appropriate support
Actions of a Good Motivator

Professional Maturity and Handling MatrixProfessional Maturity and Handling Matrix
Wrong handling will damage everythingWrong handling will damage everything
Relationship Leadership
KitaKita TaskTask (hi)(hi)
RelationRelation (lo)(lo)
AssertiveAssertive
persuasionpersuasion
TaskTask (hi)(hi)
RelationRelation (hi)(hi)
PersuasionPersuasion
with trustwith trust
TaskTask (lo)(lo)
AutonomyAutonomy
TaskTask (lo)(lo)
Motivation
Demand & PunishDemand & Punish
Command & ControlCommand & Control
Distribute & ContributeDistribute & Contribute
Relate & (make) RelaxRelate & (make) Relax
Maturity (Skill – Will)
M-1M-1 S – WS – W
(Lo - No)
M-2M-2 S – WS – W
(Mod – Mod)
M-3M-3 S – W
(Hi – Mod)
M-4M-4 S – W
(Hi - Hi)

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Dedication
Without any motiveWithout any motive
Voluntary, not inducedVoluntary, not induced
Beyond Motivation ..

Limitations of Motivation Approach
 It is based on a paternalistic approachIt is based on a paternalistic approach
(value-judgemental & unequal)(value-judgemental & unequal)
I have a greater status, experience, intellect, responsibility –I have a greater status, experience, intellect, responsibility –
you have loweryou have lower
And …And …

 It relies heavily on giving rewards for workIt relies heavily on giving rewards for work
This actually …This actually …
o Destroys people's natural interest in workDestroys people's natural interest in work
They think that if they are getting rewarded to do something, it must beThey think that if they are getting rewarded to do something, it must be
someone else’s selfish interest.someone else’s selfish interest.
So, they should not work otherwise, and should even bargain for it, to theSo, they should not work otherwise, and should even bargain for it, to the
maximum possible extentmaximum possible extent
o And inculcates poor work habits in employeesAnd inculcates poor work habits in employees
They cease to naturally enjoy their work, worth, sense of contribution,They cease to naturally enjoy their work, worth, sense of contribution,
self-esteem, etc ….self-esteem, etc ….
…… resulting into a workforce with poor self-esteem, and so, a stressedresulting into a workforce with poor self-esteem, and so, a stressed
organizational culture – which requires further efforts to repairorganizational culture – which requires further efforts to repair
Limitations of Motivation Approach

 Managing organization as a ‘network of processes’Managing organization as a ‘network of processes’
Thus, avoiding personal preferences, attitudes, behaviours, etc, comingThus, avoiding personal preferences, attitudes, behaviours, etc, coming
in way of organizational goalsin way of organizational goals
 Managing organizations as a ‘socio-technical system’Managing organizations as a ‘socio-technical system’
(as against just a ‘technological system’)(as against just a ‘technological system’)
Making persons as the essence of organization, not resourceMaking persons as the essence of organization, not resource
So, has got evolved …
Systems Approach of Management

But, this is …But, this is …
Another topicAnother topic

Professional Maturity and Handling MatrixProfessional Maturity and Handling Matrix
Till then …Till then …
you have a practical tool for workplace success …you have a practical tool for workplace success …
Relationship Leadership
KitaKita TaskTask (hi)(hi)
AssertiveAssertive
persuasionpersuasion
TaskTask (hi)(hi)
PersuasionPersuasion
with trustwith trust
TaskTask (lo)(lo)
AutonomyAutonomy
TaskTask (lo)(lo)
Motivation
Demand & PunishDemand & Punish
Command & ControlCommand & Control
Distribute & ContributeDistribute & Contribute
Relate & (make) RelaxRelate & (make) Relax
Maturity (Skill – Will)
M-1M-1 S – WS – W
(Lo - No)
M-2M-2 S – WS – W
(Mod – Mod)
M-3M-3 S – W
(Hi – Mod)
M-4M-4 S – W
(Hi - Hi)
So, use it successfullySo, use it successfully

Values
Feeling
s
Objectivi
ty
Prejudices
Rigidity
Leave ‘Anger’ / ‘stubbornness’Leave ‘Anger’ / ‘stubbornness’
while explaining;while explaining;
Explore your ‘convictions’Explore your ‘convictions’
…… and learn to keep yourand learn to keep your
prejudices and rigidity awayprejudices and rigidity away
from your workplace teams …from your workplace teams …

Motivation in Organizational Management

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