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M.P.
MODULE-5
Motivation
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Motivation
Important factor affecting human behavior andperformance.
Core of management.
For effective directing of people- understanding ofwhat individual want from the organization.
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Motive: A motive is an inner state that energizes,activates, or moves and that directs behaviortowards goals.
Motivating: is a term which implies that oneperson induces another to engage in action by as achannel.
Motivation: Motivation is the complex forcestarting and keeping a person at work in an
organization.Motivation is something that moves the person to
action, and continuous him in the course of actionalready initiated.
Concept of Motivation
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Types of needs:
Primary needs
Secondary needs
General needs.
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MOTIVATION AND BEHAVIOUR
Need TensionGoal-directed
behaviour
Goal-fulfilment/Need
satisfactiom
FavorableEnvironment
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Motivation and performance:
Motivation is necessary for work performance.
Factors affecting Individual performance:
Observation shows that
1)Various individuals performs differently in thesame work situations
2) the same individuals perform differently in
different work situations.
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1.Motivation:2.Sense of Competence: Extent to which an
individual regards himself as capable of doing ajob.
Depends- locus of controlLocus of control: whether people believes that
they are in control of events or events controlthem.
Internal LOCExternal LOC
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Role of Motivation:
High performance Level
Low Employee Turnover and Absenteeism
Acceptance of Organizational Change.
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Theories of Motivation
Maslows need hierarchy
Herzbergs motivation-hygiene theory
McCllands need theory
Alderfers ERG theoryVrooms expectancy theory
Porter-Lawler model of motivation
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Theories of Motivation
Abraham Maslows Hierarchy of Needs Five increasingly higher-level needs:
physiological (food, water, sex) security (a safe environment)
social (relationships with others)
self-esteem (a sense of personal worth)
self-actualization (becoming the desired self)
Lower level needs must be satisfied before higher level needscan be addressed or become of interest to the individual.
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Maslows Hierarchy Of Needs
Satisfaction Of Need Is The Means Of Motivation
Unmet Need Motivates Behavior
Lower Level Of Need Must Be At Least Partially MetBefore Moving Higher
We All Have The Same Five Basic Needs
Once A Need Is Satisfied, It No Longer MotivatesBehavior
Everyone Is Always Motivated By The Next Level OfUnsatisfied Need Either Up Or Down
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InfluencesInfluences
Our Behavior Is Affected By Our Needs
People Do Different Things For The Same Reason
People Do The Same Thing For Different Reasons
Most Actions Have More Than One Motivation
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LimitationsLimitations
Linear Approach Is Limited
Varies In The Cross-Cultural Settings
Of Collectivism And Individualism
Collectivism Priority To In-Group
Goals
Individualism Priority To Personal
Goals
b h
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Hertzberg's motivation -Hygiene theory( Twofactor theory)
Herzbergs HygieneMotivator theory Hygienes (extrinsic job factors) Inadequate working conditions, salary, and incentive pay can
cause dissatisfaction and prevent satisfaction.
Motivators (intrinsic job factors)Job enrichment (challenging job, feedback and recognition)
addresses higher-level (achievement, self-actualization) needs.
The best way to motivate someone is to organize the job so that
doing it helps satisfy the persons higher-level needs.
t t t
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ertz erg s mot vat on yg enetheory( Two factor theory)
Two factors.Hygiene factors:Company policy and administrationTechnical supervision
Interpersonal relationship with supervisorsInterpersonal relationship with peers.Interpersonal relationship with subordinates.SalaryJob security
Personal lifeWorking conditionsStatus.
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Hygiene factors are not intrinsic parts of a job.
They are related to conditions under which a job isperformed.
They produces no growth in a workers output.
Only prevent losses in which workers performancedue to restrictions.
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Motivational factors:
Capable of having a positive effect on jobsatisfaction.
Helps to increase the total output .6 factors:AchievementRecognitionAdvancementWorkPossibility of growthResponsibility
ompa son o e t e g an mas o
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ompar son o ertz erg an mas owmodel
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McClellands NeedsMcClellands Needs
ModelModelPeople Are Motivated By Three BasicNeeds
Achievement Affiliation
Power
People Possess These Needs In Varying
Degrees
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Achievement MotiveAchievement Motive
FinishersFinishers
Enjoy Challenge Want Ensured Success Conservative Goals
Plan Ahead Personal Responsibility
Need Hard Data Reinforcement
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Achievement Motive..
Four basic characteristics of high achievers:
1. Moderate Risks:
2. Immediate Feedback:
3. Accomplishment:4. Preoccupation with the Tasks:
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Affiliation MotiveAffiliation Motive
LoversLovers
Establish/Maintain Relationships Approval Needs may affect the
Decision Making/Implementation
Strive to Maintain Harmony
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Power MotivePower Motive
WinnersWinners
Usually Quite Fluent Enjoy Conflict
Strong-Speaking Skills
Autocratic Decision Making
Situations Are Win/Lose
Can Make People A Means To An End;
Relationships Lost
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Alderfer's ERG Theory
An extension of Maslow's theory that proposes theexistence of three needs as opposed to five.
Existence Needs: Desires for physiological and materialwell-being i.e., safety needs of Maslow into one category.
Relatedness Needs: Desires for satisfying interpersonalrelationships.
Relatedness needs include all those needs that involverelationship with other people whom the individual cares.
Relatedness needs cover Maslows social needs and thatpart of esteem needs which is derived from the relationshipwith other people.
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ERG.
Growth Needs: Desires for continued psychological growthand development.
Growth needs involve the individual making creativeefforts to achieve full potential in the existing environment.
These include Maslows self actualization need as well asthat part of the esteem need which is internal to theindividual like feeling of being unique, felling of personalgrowth, etc.
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Alderfer's
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Alderfer sERG Theory
ERG Theory
Does not assume that lower-level needs must besatisfied before higher-level needs become activatedand,
This theory includes a unique "frustration-regression"principle whereby an already satisfied lower-level needbecomes reactivated when a higher-level need isfrustrated.
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Vrooms Expectancy Theory
Vrooms expectancy theory has its roots in thecognitive concepts in the choice behaviour utilityconcepts of classical economic theory.
According to Vroom, people will be motivated to dothings to achieve some goals to the extent that theyexpect that certain action on their part will helpthem to achieve the goal.
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.
Vrooms model is built around the concepts ofvalue, expectancy, and force;
its basic assumption is that the choice made by a
person among alternative courses of action islawfully related to psychological events occurringcontemporaneously with the behaviour.
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.
Vrooms concept of force is basically equivalent tomotivation
and may be shown to be the algebraic sum of
products of valences multiplied by expectations.Thus
Motivation (force) = Valence X Expectancy
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1.Valence:
According to Vroom, valence means the strength ofan individuals preference to a particular outcome.
Other terms equivalent tovalence used in varioustheories of motivation are incentive, attitude, andexpected utility.
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2.Instrumentality:
Another major input into the valence is theinstrumentality of the first level outcome in
obtaining a derived second level outcome.Hunt and Hill have exemplified it by promotion
motive.
The superior performance (first level outcome) is
being instrumental in obtaining promotion (second level outcome).
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3.Expectancy:
Another factor in determining the motivation isexpectancy, that is, the probability that a particular
action will lead to the out come.Expectancy is different from instrumentality input
into valence.
Expectancy differs from instrumentality in that it
relates efforts to first level outcomes whereasinstrumentality relates first and second leveloutcomes to each other.
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Vrooms Expectancy Theory
Vrooms Expectancy Theory A persons motivation to exert some level of effort is a function of
three things:
Expectancy: that effort will lead to performance. Instrumentality: the connection between performance and the
appropriate reward.
Valence: the value the person places on the reward.
Motivation = E x I x V If any factor (E, I, or V) is zero, then there is no motivation to work
toward the reward.
Employee confidence building and training, accurate appraisals, andknowledge of workers desired rewards can increase employeemotivation.
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Determine the outcomes employees value.Determine the outcomes employees value.
Identify good performance so appropriateIdentify good performance so appropriatebehaviors can be rewarded.behaviors can be rewarded.
Make sure employees can achieve targetedMake sure employees can achieve targetedperformance levels.performance levels.
Link desired outcomes to targeted levels ofLink desired outcomes to targeted levels ofperformance.performance.
Make sure changes in outcomes are largeMake sure changes in outcomes are large
enough to motivate high effort.enough to motivate high effort. Monitor the reward system for inequities.Monitor the reward system for inequities.
Managerial Implications ofManagerial Implications of
Expectancy TheoryExpectancy Theory
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Reward people for desired performance, and doReward people for desired performance, and donot keep pay decisions secret.not keep pay decisions secret.
Design challenging jobs.Design challenging jobs.
Tie some rewards to group accomplishments toTie some rewards to group accomplishments tobuild teamwork and encourage cooperation.build teamwork and encourage cooperation.
Reward managers for creating, monitoring, andReward managers for creating, monitoring, andmaintaining expectancies, instrumentalities, andmaintaining expectancies, instrumentalities, andoutcomes that lead to high effort and goaloutcomes that lead to high effort and goalattainment.attainment.
Monitor employee motivation through interviewsMonitor employee motivation through interviews
or anonymous questionnaires.or anonymous questionnaires. Accommodate individual differences by buildingAccommodate individual differences by building
flexibility into the motivation program.flexibility into the motivation program.
Organizational Implications ofOrganizational Implications of
Expectancy TheoryExpectancy Theory
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Porter-Lawler Model of Motivation
Porter-Lawler have derived a substantially morecomplete model of motivation and have applied it intheir study primarily of managers.
They propose a multivariate model to explain thecomplex relationship that exists between jobattitudes and job performance.
Their model encounters some of the simplistic
traditional assumptions made about the positiverelationship between satisfaction and performance.
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1.Effort:Effort refers to the amount of energy exerted by an
employee on a given task.
Perceived reward probability refers to theindividuals perception of the probability thatdifferential rewards depend upon differentialamounts of effort.
These two factors value of reward and perceptionof effort reward probability determine theamount of effort that the employee will put in.
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3.Rewards:Performance is seen as leading to intrinsic rewards
and extrinsic rewards.
However, the intrinsic rewards are much more likelyto produce attitudes about satisfaction that arerelated to performance.
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4.Satisfaction:Satisfaction is derived from the extent to which
actual rewards fall short, meet or exceed the
individuals perceived level of equitable rewards.If actual rewards meet or exceed perceived equitable
rewards, the individual will feel satisfied; if these areless than equitable rewards ,he will be dissatisfied.
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JOB ENRICHMENT
Job enrichment is concerned with designing jobsthat include a greater variety of work content;require a higher level of knowledge and skill; giveworkers more autonomy and responsibility in termsof planning, directing and controlling their ownperformance; and provide the opportunity forpersonal growth and a meaningful work experience.
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Benefits
If applied properly, job enrichment offers benefits tothe job holder as well as to the organization.
The job holder derives job satisfaction from the job
in the form of recognition, achievement, and self-actualization.
The organisation benefits in the form of betterintrinsically- motivated employees, better employee
performance and lesser absenteeism, turnover &grievances.
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MORALE
morale is basically a group phenomenon. It is aconcept that describes the level of favorable orunfavorable attitudes of the employees collectively toall aspects of their work-the job, the company, their
tasks, working condition, fellow workers, superiors,and so on. Attitudes express what the individualsthink and feel about their jobs. The emphasis is onhow employees feel, denoting the strong emotionalelements associated with attitudes.
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Morale & Productivity : they go hand in hand.higher the moral higher the productivity and viceversa.
Measurement of Morale:
1) Morale surveys.
2) Indices of morale.
3) Other sources of information.
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Morale building
1. Sound Manpower Management.
2. Human Relation Approach
3. Management of Attitudes
4. Organisation Design5. Participation
6. Job Enrichment
7. Conflict Handling8. Other Measures.
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