Motivation

Motivation at Work,[object Object]

Contents,[object Object],Definition Of motivation ,[object Object],Motivation is ,[object Object],Qualities Of Motivation ,[object Object],Process Of Motivation,[object Object],Six C’s of motivation ,[object Object],Basic model of motivation ,[object Object],Theory Of Motivation,[object Object]

Definition of motivation,[object Object], The driving force within individuals by which they attempt to achieve some goal in order to fulfill some needs or expectation.,[object Object], The degree to which an individual wants to choose in certain behavior.,[object Object]

Motivation is…,[object Object],Complex ,[object Object],Psychological,[object Object],Physical,[object Object],Unique to each and every person ,[object Object],Context sensitive ,[object Object],Not fully understood,[object Object]

Qualities of Motivation,[object Object],Energizes behavior ,[object Object],Enable persistence towards a goal ,[object Object],Exists in varying details ,[object Object],Directs behavior ,[object Object]

Motivation as a process,[object Object],ENERGY DIRECTION PERSISTENCE,[object Object],It is a process by which a person’s efforts areenergized, directed and sustained towards attainingthe goal.,[object Object],*Energy- A measure of intensity or drive. ,[object Object],*Direction- Towards organizational goal. ,[object Object],*Persistence- Exerting effort to achieve goal ,[object Object]

Six C’s of Motivation..,[object Object],Challenges ,[object Object],Choices ,[object Object],Control ,[object Object],Collaboration,[object Object],Consequences ,[object Object],Constructing meaning ,[object Object]

Basic model of motivation ,[object Object],Needs or Result in Drive force To Achieve ,[object Object], expectations (Behavior or Action),[object Object], Desired Goal,[object Object],FeedbackFulfillment Which provides,[object Object]

3 Groups of Motivational Theories,[object Object],Internal,[object Object],Suggest that variables within the individual give rise to motivation and behavior,[object Object],Example: Maslow’s hierarchy of needs theory,[object Object],Process,[object Object],Emphasize the nature of the interaction between the individual and the environment,[object Object],Example: Expectancy theory,[object Object],External,[object Object],Focus on environmental elements to explain behavior,[object Object],Example: Two-factor theory,[object Object]

SA,[object Object],Esteem,[object Object],Love (Social),[object Object],Safety & Security,[object Object],Physiological,[object Object],Maslow’s Hierarchy of Needs,[object Object],Lowest to highest order,[object Object]

Maslow’s Hierarchy of needs theory ,[object Object],Needs were categories as five levels of lower-higher-order needs.,[object Object],*Individual must satisfy lower-level needs before they can satisfy higher order needs.,[object Object],*Satisfied needs will no longer motivate.,[object Object],*Motivating a person depends on knowing at what levelthat a person is on the hierarchy.,[object Object]

Hierarchy of Needs ,[object Object],*Lower order ( External ) : Physiological and safety needs ,[object Object],*Higher order ( Internal ) : Social, Esteem, and Self-,[object Object],Self-Actualisation Need,[object Object], Social Needs,[object Object], Safety Needs,[object Object], Psychological Needs,[object Object],Esteem Needs,[object Object]

McGregor’s Theory X and Y,[object Object],Theory X,[object Object],Assume that workers have little ambition, dislike work, avoid responsibility, and require close supervision.,[object Object],Theory Y,[object Object],Assumes that workers can exercise self-direction, desire, responsibility, and like to work.,[object Object],Assumption,[object Object], Motivation is maximized by participative decision making, interesting jobs, and good group relation.,[object Object]

Motivational Theories X,[object Object],In this theory, which has been proven counter-effective in most modern practice, management assumes employees are inherently lazy and will avoid work . According to this theory, employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can, under Theory X the firm relies on money and benefits to satisfy employees' lower needs, and once those needs are satisfied the source of motivation is lost. Theory X in fact hinder the satisfaction of higher-level needs. Consequently, the only way that employees can attempt to satisfy their higher level needs in their work is by seeking more compensation, so it is quite predictable that they will focus on monetary rewards. Theory X thus have a hard approach towards the employee’s however, McGregor assert that neither approach is appropriate because the assumptions of Theory X are not correct.,[object Object]

McGregor’s Assumptions About People Based on Theory X,[object Object],In conclusion Theory X assumes that the average person:,[object Object],Dislikes work and attempts to avoid it.,[object Object],Has no ambition, wants no responsibility, and would rather follow than lead.,[object Object],Is self-centred and therefore does not care about organizational goals.,[object Object],Resists change.,[object Object]

Motivational Theories X & Y,[object Object],SA,[object Object],Esteem,[object Object],Love (Social),[object Object],Theory X - a set of assumptions of how to manage individuals motivated by lower order needs,[object Object],Safety & Security,[object Object],Physiological,[object Object],Theory Y - a set of assumptions of how to manage individuals motivated by higher order needs,[object Object]

Motivational Theories Y,[object Object],In this theory, management assumes employees may be ambitious and self-motivated and exercise self-control. It is believed that employees enjoy their mental and physical work duties. They possess the ability for creative problem solving, but their talents are underused in most organizations. Theory Y managers believe that employees will learn to seek out and accept responsibility and to exercise self-control and self-direction in accomplishing objectives to which they are committed. They also believe that the satisfaction of doing a good job is a strong motivation. McGregor want to open a more positive view of workers and thus the possibilities that can be created. He thinks that Theory Y managers are more likely than Theory X managers to develop the climate of trust with employees that are required for human resource development. ,[object Object]

He thinks that Theory Y managers are more likely than Theory X managers to develop the climate of trust with employees that are required for human resource development. ,[object Object], This would include managers communicating openly with subordinates, minimizing the difference between superior-subordinate relationships, creating a comfortable environment in which subordinates can develop and use their abilities. This climate would include the sharing of decision making, so that subordinates comes out with decisions that influence them. This theory is a positive view to the employees, meaning that the employer is under a lot less pressure than someone who is influenced by a theory X management style,[object Object]

McGregor’s Assumptions About People Based on Theory Y,[object Object],Theory Y makes the following general assumptions:,[object Object],Work can be as natural as play and rest.,[object Object],People will be self-directed to meet their work objectives if they are committed to them.,[object Object],People will be committed to their objectives if rewards are in place that addresses higher needs such as self-fulfillment.,[object Object],Under these conditions, people will seek responsibility.,[object Object],Most people can handle responsibility because creativity and ingenuity are common in the population.,[object Object]

McClelland’s Need Theory:Need for Achievement,[object Object],Need for Achievement :,[object Object],[object Object],Competition, challenging goals, persistence, and overcoming difficulties.,[object Object]

McClelland’s Need Theory:Need for Power,[object Object],Need for Power -a manifest (easily perceived) need that concerns an individual’s need to make an impact on others, influence others, change people or events, and make a difference in life.,[object Object],The need to influence the behavior of others.,[object Object]

McClelland’s Need Theory:Need for Affiliation,[object Object],Need for Affiliation -a manifest (easily perceived) need that concerns an individual’s need to establish and maintain warm, close, intimate relationships with other people,[object Object],The desire for interpersonal relationship.,[object Object]

Alderfer’s ERG Theory,[object Object],SA,[object Object], Esteem,[object Object],Internal &,[object Object],External,[object Object],Love (Social),[object Object],Safety & Security,[object Object],Physiological,[object Object],Growth ,[object Object],Relatedness,[object Object],Existence,[object Object]

3 Motivational Need Theories,[object Object],Alderfer,[object Object],Maslow,[object Object],McClelland,[object Object],Growth,[object Object],Need for ,[object Object],Achievement,[object Object],Self-actualization,[object Object],Higher,[object Object],Order,[object Object],Needs,[object Object],Esteem ,[object Object], self,[object Object], interpersonal,[object Object],Need for ,[object Object],Power,[object Object],Belongingness(social & love),[object Object],Relatedness ,[object Object],Safety & Security interpersonal ,[object Object], physical,[object Object],Lower,[object Object],Order,[object Object],Needs,[object Object],Need for ,[object Object],Affiliation,[object Object],Existence,[object Object],Physiological,[object Object]

Herzberg’s Two-Factor Theory,[object Object],Hygiene Factor -e.g. status, job security, salary and fringe benefits that do not give positive satisfaction, though dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary.,[object Object],Motivation Factor -challenging work, recognition, responsibility that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth.,[object Object]

Motivation-Hygiene & Theory of Motivation (2 Factor Theory),[object Object],Motivation factors increase job satisfaction,[object Object],[object Object]

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