Motivation

Module 4

Motivation- Definition
Motivation The processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal

Key Elements 1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

 INTENSITY is concerned with how hard a person tries. This is the element
most of us focus on when v talk about motivation. However high intensity is unlikely to lead to favorable job performance outcomes unless the effort is channeled in a DIRECTION that benefits the organization. Quality & intensity of work r important

Effort that is directed towards & consistent with the organizations goals is the kind of effort one should be seeking

PERSISTENCY is a measure of how long a person can maintain his effort. Really motivated people stay with a task long enough to achieve their goal

Motivation Process
Motive is internal conditions of the organization which invites & sustains activity directed to a particular goal. Basic psychological process.

Origin-Latin word Movere-means to move

Motive is inner state that energizes activities or moves & directs or channels behaviour towards goals. It is one of the important factors affecting human behavior. Motivation Level effects perception, learning, also total performance of individual. Motivation is also affected by psychological factors-personality, perception, learning

Craig Pinder Defines Work Motivation As

Work Motivation is a set of energetic forces that originate both within as well as beyond an individual level, to initiate work related behavior & to determine its form, direction intensity & duration. THE BASIC MOTIVATION PROCESS- 3 interacting & independent elements

NEEDS------------------------DRIVES-----------------------GOALS
NEEDS SET UP DRIVES TO ACCOMPLISH GOALS
Mechanism of Motivation is a movement towards a balance its HOMEOSTATIC MECHANISM

 Need is the starting point, when lack of deficiency in the system it initiates a chain of events. Individual who experiences a need does not engage in random behavior. Engages in activity towards goal. As soon he reaches his goal need is satisfied motivation ends. In organizational settings motivation prefers to the willingness of an individual to react to organizational requirements. Greater the motivation of individual greater will be work willingness, efficiency ,enthusiasm to contribute best efforts to achievement of goals organization

NEEDS------------DRIVES------------GOALS
(deprivation) (deprivation with direction) (reduction of drives) Needs are created whenever there is a physiological or psychological

imbalance- it is a deficiency
Drive is a deficiency with direction. It is action oriented & provides an energizing thrust towards goal accomplishment Drives are at the heart of motivation process for example need for food is translated into hunger

 Goals-it is at the end of the motivational cycle. It can be defined as anything which will alleviate a need & reduce a drive. Physiological or psychological balance will restore after attaining a goal

Robbins defines motivation as the willingness to exert high levels of effort

towards organizational goals conditioned by the efforts ability to satisfy

some individual needs

This definition is focused on organizational goals-3 elements are effort, organization goals & needs

Effort is measured by intensity- if channelized in a direction. It benefits organization & only then favorable job performance. Therefore efforts

directed toward organization &consistent with organizational goals are

important Robbins Motivation process is as follows:

Unsatisfied need creates tension This tension stimulates drives within individual These drives generate a search behavior to find particular goal This satisfaction will lead to reduce tension

MOTIVES
A motive is an inner state that energizes, activates, or moves & directs, channels behaviour towards goals 1. Motives can be classified as: Primary motives

2.

Secondary motives

Primary Motives

Also called physiological / biological / unlearned motives. 2 criteria for

the to be primary are that they should be unlearned & physiological

For Example-hunger that is food, shelter, clothing thirst, sleep, avoidance of pain & material concern

Primary motives tend to reduce the tension or stimulation

Secondary Motives
These are the most important with respect to the study of OB

A motive must be learned, social & psychological in order to be a secondary one

These drives are closely tied to the learning concepts, such as motives for power, achievement, affiliation referred to as n Pow, n Ach, n Aff

Security & status are also secondary motives

Important Secondary Motives

NEED FOR ACHIEVEMENT:
Doing better than competitors Attaining a difficult goal Solving a complex problem NEED FOR POWER: Controlling people & activities Being in a position of authority over others Defeating an opponent

 NEED FOR AFFILIATION:

Being liked by many people Working with people who are friendly & co-operative Participating in pleasant social activities

NEED FOR SECURITY:

Having a secure job Having protection against illness & disability Avoiding tasks or decision with a risk of failure & blame

NEED FOR STATUS:

Working for the right company in the right job Having a degree from the right university Having the right privileges

Hierarchy of Needs Theory (Abraham Maslow)

Maslow hypothesized that within every human being, there exists a hierarchy of five needs There is a hierarchy of five needs include physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need

becomes dominant
From the standpoint of motivation, the theory would say that, although no need is ever fully gratified, a substantially satisfied need no longer motivates. So if you

want to motivate someone , according to Maslow, you need to understand what

level of hierarchy that person is currently on and focus on satisfying the needs at or above that level

Higher End Needs

SELF ACTUALIZATION

SELF ESTEEM

Lower End Needs

SOCIAL

SAFETY

PHYSIOLOGICAL

Growth

Self Fulfillment
Achieving Ones Potential

INTERNAL-Self Respect Autonomy Achievement EXTERNAL-Status Recognition Attention

Affection Acceptance Belongingness Friendship Security & Protection From Physical & Mental Harm

Food Shelter Clothing

Maslow explained each level of hierarchy as follows:

1. PHYSIOLOGICAL NEEDS:

These are necessary to sustain life. They include food, water, clothing, shelter These needs have the highest potency for motivation A person who lacks these will be motivated by these

2.

SAFETY NEEDS:
When physiological needs are reasonably satisfied, safety needs begin to manifest themselves These needs include protection from physical dangers, such as fire or accident Economic security, security of income against contingencies such as sickness, injury, non-hostile working atmosphere are also safety needs

3. SOCIAL NEEDS:
When physiological & safety needs are reasonably satisfied, social

needs become important motivators

Man is a social being & wants to receive & give acceptance, friendship

& affection.
He feels the need for belonging, for being an accepted member of a

formal or an informal group

4.

ESTEEM NEEDS:

When the first three needs are essentially satisfied, esteem needs

become dominant

The person must feel important & must also receive recognition from

others, as that recognition supports the feelings of personal worth

Thus feelings of self-esteem, self-confidence, prestige & power are produced which are related to enhancing competence, knowledge & achievement

5.

SELF ACTUALIZATION NEEDS:

At the summit of the hierarchy is the need to realize ones potentialities so as to satisfy what Maslow referred to as the desire to become everything that one is capable of becoming

Thus

the

person

becomes

interested

in

self-fulfillment,

self-

development, & creativity in the broadest sense of the term

Clayton Alderfer ERG Theory

Clayton Alderfer reworked on Maslows theory.

Alderfer argued that there are three groups of core needs

1. 2. 3.

EXISTANCE- Similar to Maslows Physiological & Safety Needs RELATEDNESS- Similar to Maslows Social Needs GROWTH- Similar to Maslows Self Esteem & Self Actualization Needs

Unlike Maslow, Alderfer didnt assume that these needs existed in a rigid hierarchy. An individual could be focusing on all these need categories simultaneously.

David McClellands Theory of Needs

Need for Achievement
The drive to excel, to achieve in relation to a set of standards, to strive to succeed.

Need for Affiliation

The desire for friendly and close personal relationships.

Need for Power

The need to make others behave in a way that they would not have behaved otherwise.

nPow

nAch

nAff

Theory X and Theory Y (Douglas McGregor)

Theory X :
This theory assumes that most people prefer to be directed, are not interested in assuming responsibility & want safety above all Accompanying this philosophy is the belief that work is inherently distasteful to most people & people are motivated by money & the threat of punishment Managers who accept Theory X assumptions, attempt to structure, control & closely supervise their subordinates

 Theory Y:
This theory assumes that people are not by nature lazy & unreliable. Man can be self-directed & creative at work, if properly motivated Managers who accept this theory, attempt to help their employees

mature, by exposing them to progressively less control, allowing them to

assume more self-control Employees are able to achieve the satisfaction of social esteem & selfactualization needs with this kind of environment

Theory X and Theory Y (Douglas McGregor)

Theory X
1. Assumes that dislike work, 2. Lack ambition 3. Avoid responsibility 4. And must be directed coerced to perform and employees

Theory Y
1. Assumes that employees like work seek responsibility 2. Are capable of making decisions 3. Exercise self-direction and selfcontrol when committed to a goal

4.
5.

4. Workers are ambitious

Workers are ready to cope up with changes

5. Workers by nature resist change & want security

Theory X and Theory Y (Douglas McGregor)

Theory X
6. Workers lack creativity & fail to solve organizational problems 7. Focus is on the lower level needs of workers i.e. physiological & safety

Theory Y
6. Workers have a high degree of creativity & succeed in solving organizational problems 7. Focus is on both the lower level needs & higher level needs of workers i.e. social, esteem & selfactualization

Theory X and Theory Y (Douglas McGregor)

Theory X
8. Strict control is necessary to achieve organizational objectives 9. Authority is not delegated 10. Autocratic leadership is followed

Theory Y
8. Workers exercise self- control & self-direction to achieve organizational objectives 9. Authority is delegated 10.Democratic followed leadership is

Herzbergs Two Factor Theory

In the late 1950s, Frederick Herzberg, considered by many to be a pioneer in motivation theory. He and his associates used semi-structured interviews to elicit from 200 engineers & accountants in Pittsburgh area, the factors which satisfy or dissatisfy the workers He asked the employees essentially two sets of questions: 1 Think of a time when you felt especially good about your job. Why did you feel that way? 2 Think of a time when you felt especially bad about your job. Why did you feel that way?

 From these interviews Herzberg went on to develop his theory that there are two dimensions to job satisfaction: motivation and "hygiene" issues, according to Herzberg, hygiene issues cannot motivate employees but can minimize dissatisfaction, if handled properly. In other words, they can only dissatisfy if they are absent or mishandled Hygiene Factors Include: Company Policies Supervision Salary Interpersonal Relations Working Conditions They are issues related to the employee's environment

The presence of these factors maintains motivation at zero level,

but absence of these factors causes serious dissatisfaction

In other words, presence of these factors prevents dissatisfaction

Maintaining motivation at zero level thus prevents negative

motivation, hence they are called maintenance factors

Motivators:
The presence of these factors motivates workers & at the same time, absence of these does not cause dissatisfaction

Motivators are as follows:

Achievement Recognition

The Work Itself

Responsibility Advancenement Once the hygiene areas are addressed, said Herzberg, the motivators will promote job satisfaction and encourage production