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Presented By:
Nimra Noor Ul Ain BC11-470
Tehmina Khan BC11-473
Mahreen Iqbal BC11-476
Rahima Noor BC11-477
Maryum Sarwar BC11-478
Motivation - derives from the Latin word
movere, meaning, ‘to move’.
The internal condition that activates behavior and gives it direction.
The set of forces that causes people to engage in one behavior rather than some alternative behavior
Is the result of an interaction between the person and a
situation; it is not a personal feature.
Is the process by which a person’s efforts are energized,
directed, and continued towards attaining a goal.
Energy: a measure of
intensity or drive.
Direction:toward
organizational goals
Persistence:exerting effort
to achieve goals
Motivation work best
• Motivation works best when individual needs are
well-matched with organizational goals.
Productive use of resources
Increased efficiency and output
Achievement of goals
Development of friendly relationships
Stability in workforce
Importance of Motivation in Modern Organization
1.Productive use of resources:
• Motivation enables people to convert physical and financial
resources into useful products.
2.Increased efficiency and output:
• Motivation enables people to work actively
Motivation.higher the morale .increase interest too
3.Achievement of goals:
• It helps people to move in a desired direction and earn rewards
4. Development of friendly relationships
• Motivation brings employees closer to organization.
5. Stability in workforce
• Employees do their tasks loyally and actively, it reduced
employee turnover. reduced absenteeism.
Unmotivated Employees
mean the organization will have people that are not
ready to do well in the jobs
Motive• is something that causes a person to act.
Motivate• means to “provide with a motive
Motivation
• is the process of providing a motive that causes a person to take some action.
In most cases motivation is come from some need that
leads to behavior those results in some type of reward
when the need is fulfilled.
Rewards can take two forms:
Intrinsic rewards are derived from
within the individual.
Extrinsic rewards relate to rewards that
are given by another person.
Designing Appropriate Rewards Programs (cont’d)
Open-book management
Involving employees in workplace decision by opening up the financial statements of the employer.
Employee recognition programs
Giving personal attention and expressing interest, approval, and appreciation for a job well done.
Pay-for-performance
Variable compensation plans that reward employees on the basis of their performance:
Piece rates, wage incentives, profit-sharing, and lump-sum bonuses
The real motivation to act comes from within the
individual.
Managers can work to provide various incentives in an
effort to influence an employee in any number of ways,
such as:
• by changing job descriptions,
• rearranging work schedules,
• improving working conditions &
• host of other activities.
As managers, we often assume that employees are
motivated or will respond to inducements from managers.
While the majority of employees do in fact want to do a
good job and are motivated by any number of factors,
others may not share that high level of motivation.
Psychologists have studied human motivation
extensively and have derived a variety of theories
about what motivates people. These include theories
that focus on motivation being a function of
Employee needs of various types
Extrinsic factors
Intrinsic factor
Maslow’s Hierarchy of Need
Maslow (1954) postulated a hierarchy of
needs that that progresses from the lowest,
subsistence-level needs to the higher level of
self-awareness and actualization. The five
levels in Maslow's hierarchy are
The three components identified by Alderfer (1972)
drew upon Maslow's theory, but also suggested that
individuals were motivated to move forward and
backward through the levels in terms of motivators.
He reduced Maslow's levels from five to the
following three"
Existence
This related to Maslow’s first two needs,
thus combining the physiological and safety
needs into one level
Relatedness
Which addressed the belonging needs; and
Growth
This pertains to the last two needs, thereby
combining esteem and self-actualization
Herzberg (2003) further modified Maslow's needs
theory and consolidated down to two areas of
needs the motivated employees. These were
termed:
Hygiene
Motivators
The idea here is
that needs are
acquired
throughout life.
This theory
focuses on
three types of
needs:
Need for Achievement
Desire for success and for attaining goals.
Need for Affiliation
Focuses on desire for relationships.
Need for Power
Desire for responsibility and authority of others.
Another approach to understanding motivation
focuses on external factors and their role in
understanding employee motivation. The best known
of these is:
Reinforcement Theory
B.F. Skinner (1953) studied human behavior
and proposed that individuals are motivated
when their behaviors are reinforced. His theory
is comprised of four types of reinforcement:
Positive Reinforcement
taking actions that rewards positive behaviors.
Avoidance Learning
when actions are taken to reward behaviors that avoid undesirable or negative behaviors.
Punishment
includes actions designed to reduce undesirable behaviors by creating negative consequences for the individual; and
Extinction
It represents the removal of positive rewards for undesirable behaviors.
Intrinsic Factor Theory Of Motivation
Theories that are based on intrinsic
factors focus on internal thought
processes and perceptions about
motivation.
Adams Equity Theory
Which proposes that individuals are motivated
when they perceive that they are treated equitably
in comparison to others within the organization
(Adams, 1963)
Occurrence Of Inequitable
Higher or Lower productivity.
Improved or Reduced equality of outputs
Increased absenteeism
Voluntary Resignation.
Vroom Expectancy Theory
Which addresses the expectations of individuals and
hypothesizes that they are motivated by
performance and the expected outcomes of their
own behaviors (Vroom, 1964)
Key to Expectancy Theory
Individual goal
Linkage between effort and performance
Performance and reward
Rewards and personal satisfaction
Key is understanding:
Locke’s Goal setting Theory
The Goal Setting Theory was developed by Edwin
A. Locke in 1968, in order to explain human
actions in specific work situations.
This hypothesizes that by establishing goals
individuals are motivated to take action to achieve
those goals
Management Theory Of Motivation
Scientific Management Theory.
McGregor's Theory X and Theory Y.
Ouchi's Theory Z.
Scientific Management Theory
This theory assumes that people are motivated.
Are able to continually work harder
More efficient
employees should be paid on the basis of the amount and quality of the work performed.
Cont….
The theory behind scientific management is that
with the proper training and development a
company will become successful.
Demanding self-efficiency, time management
skills, and continual training of employees has been
known to produce higher quality productivity and
reduce conflict within the workplace.
Limitation
This approach is limited by the capacity of
employees to continue to increase the quantity of
work produced, without sacrificing the quality.
Theory X
Theory X managers view employees as unmotivated
and disliking of work. Under the theory X approach
the manager's role is to focus on the hygiene and to
control and direct employees; it assumes that
employees are mainly concerned about safety.
Theory Y
Theory Y managers focus on Herzberg's motivators
and work to assist employees in achieving these
higher levels.
Ouchi's Theory Z
Employees involved increase productivity.
Based on Japanese Approach.
managers provide rewards such as long-term employment,
promotion from within, participatory management etc.
Strategies of Motivation
Expect the best; whether you think you can or you
think you can’t, you are right
Reward the desired behavior
Create a fun approach
Reward employees in ways that enhance performance
and motivate them
Tailor rewards
Cont….
Get sub ordinate to take responsibility for their own motivation
Play to employees’ strengths promote high performance and focus on how they learn
Focus on revitalizing employees
Conclusion
Motivation of employees is a tricky business.
Managers often do not understand the concepts
myths and principles about motivation well enough
to put them in practice. Managers can improve
their rate by providing extrinsic rewards that will
help their employees to be intrinsically motivated
to become top performers.
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