Motivation and Motivators

Prepared By –
Hemanth Kumar G
Asst. Prof.
MCA Dept.
• Motivation is the word derived from the word ’motive’ which means needs, desires,
wants or drives within the individuals.

• Motivation is the process of stimulating people to actions to accomplish the goals.

• In the work goal context the psychological factors stimulating the people’s
behaviour can be -
desire for money

success

recognition

job-satisfaction

team work, etc

• One of the most important functions of management is to create
willingness amongst the employees to perform in the best of their
abilities.

• Therefore the role of a leader is to arouse interest in performance of

employees in their jobs.
 The process of motivation
1. A felt need or drive
2. A stimulus in which needs have to be awaken
3. When needs are satisfied, the satisfaction or accomplishment of goals.
 Importance of Motivation
•Puts human resources into action

Every concern requires physical, financial and human resources to accomplish the goals. It is through motivation
that the human resources can be utilized by making full use of it. This can be done by building willingness in
employees to work. This will help the enterprise in securing best possible utilization of resources.
•Improves level of efficiency of employees

The level of a subordinate or a employee does not only depend upon his qualifications and abilities. For getting
best of his work performance, the gap between ability and willingness has to be filled which helps in improving
the level of performance of subordinates. This will result into-
•Increase in productivity,
•Reducing cost of operations, and
•Improving overall efficiency.
• Leads to achievement of organizational goals

The goals of an enterprise can be achieved only when the following factors take place :-There is
best possible utilization of resources, There is a co-operative work environment, The employees
are goal-directed and they act in a purposive manner, Goals can be achieved if co-ordination and
co-operation takes place simultaneously which can be effectively done through motivation.
• Builds friendly relationship

Motivation is an important factor which brings employees satisfaction. This can be done by
keeping into mind and framing an incentive plan for the benefit of the employees. This could
initiate the following things:

• Monetary and non-monetary incentives,

• Promotion opportunities for employees,

• Disincentives for inefficient employees.

• Leads to stability of work force
Stability of workforce is very important from the point of view of
reputation and goodwill of a concern.
The employees can remain loyal to the enterprise only when they have a
feeling of participation in the management. The skills and efficiency of
employees will always be of advantage to employees as well as
employees.
This will lead to a good public image in the market which will attract
competent and qualified people into a concern. As it is said, “Old is gold”
which suffices with the role of motivation here, the older the people,
more the experience and their adjustment into a concern which can be
of benefit to the enterprise.
 Carrot and Stick Approach of Motivation
• The Carrot and Stick Approach of Motivation is a traditional motivation
theory that asserts, in motivating people to elicit desired behaviors,
sometimes the rewards are given in the form of money, promotion, and
any other financial or non-financial benefits and sometimes the
punishments are exerted to push an individual towards the desired
behavior.
• The Carrot and Stick approach of motivation is based on the principles of
reinforcement and is given by a philosopher Jeremy Bentham, during the industrial
revolution.

• This theory is derived from the old story of a donkey, the best way to move him is to
put a carrot in front of him and jab him with a stick from behind. The carrot is a
reward for moving while the stick is the punishment for not moving and hence
making him move forcefully.

• Thus, an individual is given carrot i.e. reward when he performs efficiently and is
jabbed with a stick or is given a punishment in case of non-performance.
While giving the punishments, the following points need to
be taken care of:

1. Punishment is said to be effective in modifying the behavior if an individual selects a

desirable alternative behavior.

2. If the above condition does not occur the behavior will be temporarily suppressed and
may reappear after the punishment is over.

3. The punishment is more effective when given at the time the undesirable behavior is
actually performed.

4. The management should make sure, that punishment is properly administered and does
not become a reward for the undesirable behavior.
 The Hierarchy of Needs Theory
(Maslow’s Need Hierarchy Model)

• Human behavior is goal-directed. Motivation cause goal-directed behaviour. It

is through motivation that needs can be handled and tackled purposely.

• This can be understood by understanding the hierarchy of needs by manager.

• The needs of individual serves as a driving force in human behaviour.

Therefore, a manager must understand the “hierarchy of needs”. Maslow has
proposed “The Need Hierarchy Model”.
• The needs have been classified into the following in order:

• Physiological needs- These are the basic needs of an individual which includes food, clothing, shelter,
air, water, etc. These needs relate to the survival and maintenance of human life.

• Safety needs- These needs are also important for human beings. Everybody wants job security,
protection against danger, safety of property, etc.

• Social needs- These needs emerge from society. Man is a social animal. These needs become
important. For example- love, affection, belongingness, friendship, conversation, etc.

• Esteem needs- These needs relate to desire for self-respect, recognition and respect from others.

• Self-actualization needs- These are the needs of the highest order and these needs are found in those
person whose previous four needs are satisfied. This will include need for social service, meditation.
• Maslow grouped the five needs into two categories - Higher-order
needs and Lower-order needs.
• The physiological and the safety needs constituted the lower-order
needs. These lower-order needs are mainly satisfied externally.
• The social, esteem, and self-actualization needs constituted the higher-
order needs. These higher-order needs are generally satisfied internally,
i.e., within an individual.
• Thus, we can conclude that during boom period, the employees lower-
order needs are significantly met.
 Limitations of Maslow’s Theory

• It is essential to note that not all employees are governed by same set of
needs. Different individuals may be driven by different needs at same point of
time. It is always the most powerful unsatisfied need that motivates an
individual.

• The theory is not empirically(experimentally proven) supported.

• The theory is not applicable in case of starving artist as even if the artist’s basic
needs are not satisfied, he will still strive for recognition and achievement.
 Hygiene approach to Motivation
(Herzberg’s Two-Factor Theory of Motivation)
• In 1959, Frederick Herzberg, a behavioural scientist proposed a two-factor theory or the motivator-
hygiene theory.
• According to Herzberg, there are some job factors that result in satisfaction while there are other
job factors that prevent dissatisfaction.
• According to Herzberg, the opposite of “Satisfaction” is “No satisfaction” and the opposite of
“Dissatisfaction” is “No Dissatisfaction”.
 Herzberg classified these job factors into two categories- Hygiene factors and
Motivational factors

a) Hygiene factors- Hygiene factors are those job factors which are essential for existence of
motivation at workplace. These do not lead to positive satisfaction for long-term. But if these
factors are absent / if these factors are non-existant at workplace, then they lead to
dissatisfaction.

In other words, hygiene factors are those factors which when adequate/reasonable in a job, pacify
the employees and do not make them dissatisfied. These factors are extrinsic to work.

Hygiene factors are also called as dissatisfiers or maintenance factors as they are required to avoid
dissatisfaction. These factors describe the job environment/scenario. 

Hygiene factors include: Pay, Company Policies and administrative policies, Fringe benefits, Physical
Working conditions ,Status , Interpersonal relations
b) Motivational factors- According to Herzberg, the hygiene factors cannot be regarded as
motivators. The motivational factors yield positive satisfaction. These factors are inherent to work.
These factors motivate the employees for a superior performance. These factors are called
satisfiers. These are factors involved in performing the job. Employees find these factors intrinsically
rewarding.

Motivational factors include: Recognition, Sense of achievement, Growth and promotional

opportunities, Responsibility , Meaningfulness of the work
LEADERS
HIP
WHAT IS LEADERSHIP?

Leading p e o p l e

Infl uenc i ng p e o p l e

Commanding p e o p l e

Guiding p e o p l e

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“Management is doing things right, leadership is doing the right things”

Warren Bennis and Peter Drucker

"leadership is influence - nothing more, nothing less."

John C Maxwell

“Getting extra-ordinary performance out of ordinary people”

Sir John Harvey Jones

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LEADERSHIP IS THE ART OF MOTIVATING A
GROUP OF PEOPLE TO ACT TOWARDS A
COMMON GOAL.

LEADERSHIP IS THE PROCESS OF INFLUENCING OTHER

PEOPLE TO WORK WILLINGLY WITH A GREAT AMOUNT
OF ZEAL & ENTHUSIASM FOR GROUP OBJECTIVE.
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INGREDIENTS of LEADERSHIP

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 APPROACHES to LEADERSHIP
Trait • Physical, intelligence ,ability ,personality ,task - related, social

• Drive, leadership motivation, honesty & integrity, self –

approach confidence, cognitive ability, understanding of business

Charismatic • Self – confident, strong convictions, articulating a vision, able to

initiate change, communicating high expectations
• Influence followers & supporting them, demonstrating
approach enthusiasm & excitement, being in touch with reality

Situational / • People become leaders not only because of their personality

attributes but also because of various situational factors & the
interactions between leaders & group members
• Fiedler’s theory, Path – goal theory, Transactional &
Contingency Transformational theory

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