2. Motivation A process which begins with a physiological or
psychological needs. It triggers behavior or a drive that is aimed
at a goal. Those things that induce an individual to perform are
called motivators. >> rewards >> incentives Need: Those
elements which are essential for living or sustaining human life.
Want: When need fulfill, then want generated. It is the secondary
need. It is the requirement for better life. Satisfaction: It
refers to the contentment experienced when want is satisfied.
3/16/2015
3. The Need-Want-Satisfaction chain Need s Give rise to Wants
which cause Tensio n which give rise to actions which result in
Satisfacti on 3/16/2015
4. Motivation and Satisfaction Motivation: -- Drive and effort
towards an outcome Satisfaction: -- contentment experienced when a
want is satisfiedA person might a have a high level job
satisfaction but a low level of motivation for the job, or reverse
might be true 3/16/2015
5. Motivation theories The Carrot and the Stick theory Theory X
and Theory Y Maslows hierarchy of needs Herzberg two factor theory
Vrooms Expectancy theory Equity Theory Reinforcement Theory
3/16/2015
6. The Carrot and the Stick theory >> Reward (Carrot):
Money, bonus, promotion, etc. >> Punishment (Stick):
Reduction of salary, fear of losing job, demotion, etc.Advise First
>> try to motivate by rewarding. Failed >> motivate by
punishment. 3/16/2015 To make a donkey to move, one must put a
carrot in front of him or jab him with a stick from behind
7. Theory X and Theory Y Two sets of assumptions by Douglas
McGregor 3/16/2015
8. Theory X and Theory Y 3/16/2015
9. Maslows hierarchy of needs >> Human beings are driven
by different factors at different times. >> These driving
forces are hierarchical, in the sense that we generally start at
the bottom layer and work our way up Physiological Needs: There are
the basic needs of sustaining human life itself, such as food,
water, warmth, shelter, and sleep. Maslow took the position that
until these needs are satisfied to the degree necessary to maintain
life, other needs will not motivate people. Security, or safety
needs: these are the needs to be free of physical danger and the
fear of losing a job, property, food, or shelter. 3/16/2015
10. Maslows hierarchy of needs Esteem Needs: According to
Maslow, once people begin to satisfy the need to belong, they tend
to want to be held in esteem both by themselves and by others. This
kind of need produces such satisfactions as power, prestige, status
and self-confidence. Need for self-Actualization: Maslow regards
this as the highest need in his hierarchy. It is the desire to
become what one is capable of becoming-to maximize ones potential
and to accomplish something. 3/16/2015
11. Maslows hierarchy of needs 3/16/2015
12. Herzberg two factor theory To better understand employee
attitudes and motivation, Frederick Herzberg performed studies to
determine which factors in an employee's work environment caused
satisfaction or dissatisfaction. The following table presents the
top six factors causing dissatisfaction and the top six factors
causing satisfaction Leading to Dissatisfaction Leading to
Satisfaction Company policy Supervision Relationship w/Boss Work
conditions Salary Relationship w/peers Achievement Recognition Work
itself Responsibility Advancement Growth 3/16/2015
13. Herzberg two factor theory The first group of factors will
not motivate people in an organization; yet they must be present,
or dissatisfaction will arise. The second group or the job content
factors, Herzberg found to be the real motivators because they have
the potential of yielding a sense of satisfaction. 3/16/2015
14. Comparison of Maslows an Herzbergs Motivation Theory
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15. Vrooms expectancy theory Most widely accepted theories of
motivation to explain how and why people make decisions Based on an
employees beliefs Valence of outcome x Expectancy act will be
result in outcome (Instrumentality) = Motivation Force Valence -
refers to emotional orientations which people hold with respect to
outcomes (rewards) the value the person attaches to first and
second order outcomes. Expectancy refers to employees different
expectations and levels of confidence about what they are capable
of doing the belief that effort will lead to first order outcomes
Instrumentality refers to the perception of employees whether they
will actually receive what they desire,3/16/2015
16. Vrooms expectancy theory 3/16/2015
17. Equity Theory Adams' equity theory is based on a ratio
consisting of inputs to outcomes Inputs can include abilities,
effort, performance, age, seniority, education, and other
attributes. Outcomes can include pay, benefits, status symbols, and
even intrinsic rewards. 3/16/2015
18. Equity theory Balance or imbalance of rewards Inequitable
reward Equitable reward More than equitable reward Dissatisfaction
Reduced output Departure from organization Continuation at same
level of output Harder work Discounted rewards 3/16/2015
19. Reinforcement Theory The external environment of the
organization must be designed effectively and positively so as to
motivate the employee. Positive Reinforcement- This implies giving
a positive response when an individual shows positive and required
behavior. For example - Immediately praising an employee for coming
early for job. This will increase probability of outstanding
behavior occurring again. Negative Reinforcement- This implies
rewarding an employee by removing negative / undesirable
consequences. Both positive and negative reinforcement can be used
for increasing desirable /3/16/2015
20. MONEY: As motivator Money is an urgent means of achieving a
minimum standard of living, although this minimum has a way of
getting higher as people become more affluent. In most kinds of
business and other enterprises money is used as a means of keeping
an organization adequately staffed and not as a motivator.
Organizations often take great care to ensure that people on
comparable levels are given the same or nearly same compensation.
If money is to be an effective motivator, people in various
positions, even though at a similar level, must be given salaries
and bonuses that reflect their individual performance It is almost
certainly true that money can motivate only when the prospective
payment is large relative to a 3/16/2015
21. Quality of Working Life (QWL) Focus on the overall
development and happiness of the employee Reducing stress levels
without the risk of the economic health of the company
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22. Job enlargement Giving employees more work to do of the
same nature so that they can remain more enthusiastic about work.
Advantages: Preventing or reducing job dissatisfaction
Disadvantages: Simply giving a worker more of the same (horizontal
loading) may not reduce boredom. 3/16/2015
23. Giving employees greater responsibility by vertical
extending their role in the production process Advantages: giving
employees a challenge for developing unused skills, encouraging
them to be more productive, etc. Disadvantages: those who are
unable to do extra tasks may feel forced to do or unhappy Job
enrichment 3/16/2015
24. Changes of jobs or tasks from time to time Advantages:
reducing boredom, developing various skills, and gaining more
experience Disadvantages: Those who dislike the certainty of job
changes may not be happy. Lack of experience and skills may affect
Job rotation 3/16/2015
