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Motivation

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Hemangi Patel
Hemangi Patel

The document discusses motivation and its importance in the workplace. It defines motivation and discusses different theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's Theory X and Y, and Vroom's expectancy theory. The document also discusses types of motivation, including positive and negative motivation, and techniques to increase motivation such as financial and non-financial motivators. Finally, it discusses the role and functions of managers in creating a motivating work environment.

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MOTIVATION - Ms. Hemangi Patel Lecturer Apollo Institute of Nursing
Introduction • Motivation is an important factor which encourages persons to give their best performance and help in achieving the organizational goals. • Positive motivation will enable the increased efficiency and negative motivation decreases it among the employees. • Motivation is one of the key factor for the personnel management.
• Motivation is derived from two words i.e., • Inner state that energies, activates, moves and directs or channel behavioral goals. Motive • Including the motive.Action • Motivation is an amplifying factor for performance.
Definition • Motivation refers to degree of readiness of an organism to pursue some designated goal and implies the determination of the nature and locus of the forces, including the degree of readiness. • According to McFarland, “Motivation refers to the way in which urges, drives, desires, aspirations, strivings or needs direct, control or explain the behaviour of human beings.”
Motive Motivating Motivation Needs of individuals Activating needs and providing need satisfaction environment Engagement in work behaviour
Types of motivation Positive Motivation Negative Motivation
Positive Motivation • It is based on reward. • The employees are offered incentives for achieving the desired goals. • The employees are motivated in monetary terms and non monetary terms. • The employees get motivated to work because of the incentives and as a result, they want to improve their performance willingly.
Negative Motivation • It is based on the force or fear which drives the employees to act in a particular way. • The employees do not willingly cooperate, rather they want to avoid punishment. • The fear acts as a push mechanism for them.
Importance of Motivation High performance Lowering employee turnover & Absenteeism Acceptability to Change Better organizational image Better Human relations
High Performance • If the employees are continuously motivated, they will put maximum efforts for achieving organizational goals. • Motivation acts as a stimulant for improvement of the performance of the employees. • Better performance will also result in higher productivity.
Lowering employee turnover and absenteeism • If there is job dissatisfaction among the employees, there is a chance of frequent absenteeism and employee turnover. • If they get better job alternatives, they will try to go for it. • But if their work is continuously acknowledged and they are motivated time to time, they feel satisfied and they try to put their best efforts possible.
Acceptability to change • As per changing trends and increasing social demands, their might be a need to introduce a change in the status quo of the enterprise. • Generally, the employees resist to change due to the feeling that it may effect their employment status. • Motivation ensures the acceptability to new changes among the employees if they are given various opportunities to develop, then only they can easily adapt to change.
Better organizational Image • The organization do have a better image among employees if the enterprise offer monetary and non monetary facilities to them. • This helps in attracting more qualified and experienced persons.
Better Human Relations • A good motivational system will create a job satisfaction among employees. • This creates an atmosphere of confidence among employees and employers. • Motivation aids in forming cordial relations between the employees and employers and leads to better human relations and eventually better output.
Theories of Motivation 1. Maslows’ Need Theory 2. Herzbergs’ motivation- Hygiene Theory 3. Carrot and stick approach theory 4. Mc Gregors’ X and Y theory 5. Ouchis’ Z theory 6. Vrooms’ Expectancy Theory
Maslows’ Need Theory • The importance of basic needs in human life according to Maslows’ Hierarchy Pyramid i.e., physiological needs, safety needs, social needs, esteem or ego needs and self fulfilment needs influence the level of motivation and keep the person to strive for these needs according to the priority. • All these needs are interdependent.
• When the peak of the need passes, then, it acts as a motivator for the person. • It is said that higher needs motivate the people when lower needs are reasonably satisfied.
Herzbergs’ motivation- Hygiene Theory • There is no cause and effect relationship between the need and the behaviour but the priority of need characterizes the behaviour of the person. • If some needs are satisfied, there is a positive impact whereas the unfulfilled needs cause negative impact on the person. • Herzberg concluded there were two sets of conditions.
• First type of conditions described as maintenance of hygienic factors which do not motivate employees by their presence but their absent dissatisfies them. • The other conditions called motivational factors operate to build strong motivation and high job satisfaction, but their absence hardly proves dissatisfying.
Carrot and stick approach theory • The ‘carrot’ in this theory depicts a reward for the employees in monetary or non monetary terms for motivating them to perform better whereas the ‘stick’ here depicts the punishment in the form of demotion, fear of losing the job, loss of increment, reduction of bonus, etc. which can also be used by the employer to push a desirable behaviour of the employees.
• Better control in an organization results in desirable behaviour of the employees. • Both the positive and negative motivators can be used judiciously to achieve the desired results.
Mc Gregors’ X and Y theory • Theory X and theory Y are the two theories which represent two distinct views of human behaviour introduced by Dauglas Mc Gregor. • Both the theories are based on entirely different extreme assumptions from each other.
• Theory X suggests the traditional approach to human behaviour which states that the average people dislike work and will try to avoid it. • They will avoid the responsibility and will seek formal directions whenever possible as they are less ambitious. • Therefore to rule out this negative approach of human nature, they must be controlled, threatened, punished to achieve the organizational goals.
• Theory Y on the other hand is for other kind of people whose physiological and social needs are met and they are seeking for the esteem and self actualization needs. • According to the assumption of this theory, it states that average humans do not dislike the work and if proper working conditions are given they can accept and take the responsibility. • They will also exercise self direction and self control to attain the organizational goals. • This theory assumed a new approach in management.
Ouchis’ Z theory • Theory Z has originated from Japanese management practices. • A striking feature of this theory is that the managers seem to make better use of the human capital.
• There are various dimensions of this theory like: (LDR EC SC) 1. Lifetime Employment 2. Decision making 3. Responsibility 4. Evaluation of promotion 5. Control 6. Specialization 7. Concern
Lifetime Employment • The employees spend their working life in a single enterprise. • The promotions are based on the seniority and are very slow. • They develop infinity with the firm and see their own process in its growth.
Decision making • Decision is initiated at the lower level and goes upwards to the top executives through various stages. • The decision making is through consensus and participation and has been very successful.
Responsibility • Collective responsibility of employees to achieve organizational goals is considered as the employees remain in the organization for a longer time.
Evaluation of promotion • Evaluations are infrequent and promotions are slow and these are based on the seniority. • The employees spend longer time period on every job.
Control • Control system is implicit and informal in Japanese philosophy. • Mistakes of the employees are ignored as these are considered as the part of the learning process.
Specialization • Employees are not kept in their narrow areas of specialization but they are rotated literally in other departments. • This gives employees the opportunity to understand the entire organizational functioning.
Concern • There is a socialization process in the enterprise wherein the organizations’ concern is oriented towards the entire personal life of the employees.
• These features have helped them in developing trust among the personnels and better coordination between them which leads to teamwork and efficient output.
Vrooms’ expectancy theory • According to this theory, a person’s motivation towards an action at anytime would be determined by an individual’s perception that a certain type of action would lead to a specific outcome and his personal preference for this outcome. • This model is based on the belief that motivation is determined by the nature of the reward the people expect to get as a result of their job performance.
• According to the equation i.e., Motivation= Valence X Expectancy X Instrumentality • These three variables are responsible where ‘Valence’ means attraction or repulsion to an outcome. • Expectancy means effort, performance probability. • Instrumentality means performance, reward, probability. • As the relationship suggests, motivational force will be high when all three factors are high and vice
Techniques Financial Motivators Non Financial Motivators Techniques to increase motivation
• Financial motivators in monetary terms may be in the form of increased wages, bonuses, profit sharing, medical reimbursements, company paid insurances. • This can help to attract more eligible and experienced persons and retain the existing employees in the organization for longer time. Financial Motivators
Non Financial Motivators • These motivators are in non monetary terms and are given in term of better status, recognition, participation, job security and competition. • Better status satisfies the egoistic needs of the person, recognition in the form of appreciation or rewards may help in increasing their morale, participation in decision making, competition act as a motivator and job enrichment provides opportunity for employees’ psychological growth.
• All these motivators help in fulfilling the higher needs of the personnel and to increase their efficiency in work to bring better results.
Role and functions of the manager in creating a motivating climate Roles: • Recognizes each worker as a unique individual who is motivated by different things. • Identifies the individual implements a reward system.
• Listens attentively to individual and attitude to identify unmet needs that can cause dissatisfaction. • Encourages workers to stretch themselves in an effort to promote self growth and self actualization. • Maintains a positive and enthusiastic image as a role model to subordinate in the critical settings.
 Functions: • Uses positive feedback to reward the individual employee. • Develops unit goals that integrate organizational and subordinate needs. • Maintains a unit environment that eliminates or reduces job dissatisfaction.
• Clearly communicates expectations to subordinates. • Demonstrates and communicates sincere respect, concern, trust and a sense of belongingness to subordinates. • Assigns work duties with employee’s abilities. • Identifies achievement, affiliation, or power need of subordinates and develop appropriate motivational strategies to meet these needs.

More Related Content

Motivation

  • 1. MOTIVATION - Ms. Hemangi Patel Lecturer Apollo Institute of Nursing
  • 2. Introduction • Motivation is an important factor which encourages persons to give their best performance and help in achieving the organizational goals. • Positive motivation will enable the increased efficiency and negative motivation decreases it among the employees. • Motivation is one of the key factor for the personnel management.
  • 3. • Motivation is derived from two words i.e., • Inner state that energies, activates, moves and directs or channel behavioral goals. Motive • Including the motive.Action • Motivation is an amplifying factor for performance.
  • 4. Definition • Motivation refers to degree of readiness of an organism to pursue some designated goal and implies the determination of the nature and locus of the forces, including the degree of readiness. • According to McFarland, “Motivation refers to the way in which urges, drives, desires, aspirations, strivings or needs direct, control or explain the behaviour of human beings.”
  • 5. Motive Motivating Motivation Needs of individuals Activating needs and providing need satisfaction environment Engagement in work behaviour
  • 7. Positive Motivation • It is based on reward. • The employees are offered incentives for achieving the desired goals. • The employees are motivated in monetary terms and non monetary terms. • The employees get motivated to work because of the incentives and as a result, they want to improve their performance willingly.
  • 8. Negative Motivation • It is based on the force or fear which drives the employees to act in a particular way. • The employees do not willingly cooperate, rather they want to avoid punishment. • The fear acts as a push mechanism for them.
  • 9. Importance of Motivation High performance Lowering employee turnover & Absenteeism Acceptability to Change Better organizational image Better Human relations
  • 10. High Performance • If the employees are continuously motivated, they will put maximum efforts for achieving organizational goals. • Motivation acts as a stimulant for improvement of the performance of the employees. • Better performance will also result in higher productivity.
  • 11. Lowering employee turnover and absenteeism • If there is job dissatisfaction among the employees, there is a chance of frequent absenteeism and employee turnover. • If they get better job alternatives, they will try to go for it. • But if their work is continuously acknowledged and they are motivated time to time, they feel satisfied and they try to put their best efforts possible.
  • 12. Acceptability to change • As per changing trends and increasing social demands, their might be a need to introduce a change in the status quo of the enterprise. • Generally, the employees resist to change due to the feeling that it may effect their employment status. • Motivation ensures the acceptability to new changes among the employees if they are given various opportunities to develop, then only they can easily adapt to change.
  • 13. Better organizational Image • The organization do have a better image among employees if the enterprise offer monetary and non monetary facilities to them. • This helps in attracting more qualified and experienced persons.
  • 14. Better Human Relations • A good motivational system will create a job satisfaction among employees. • This creates an atmosphere of confidence among employees and employers. • Motivation aids in forming cordial relations between the employees and employers and leads to better human relations and eventually better output.
  • 15. Theories of Motivation 1. Maslows’ Need Theory 2. Herzbergs’ motivation- Hygiene Theory 3. Carrot and stick approach theory 4. Mc Gregors’ X and Y theory 5. Ouchis’ Z theory 6. Vrooms’ Expectancy Theory
  • 16. Maslows’ Need Theory • The importance of basic needs in human life according to Maslows’ Hierarchy Pyramid i.e., physiological needs, safety needs, social needs, esteem or ego needs and self fulfilment needs influence the level of motivation and keep the person to strive for these needs according to the priority. • All these needs are interdependent.
  • 17. • When the peak of the need passes, then, it acts as a motivator for the person. • It is said that higher needs motivate the people when lower needs are reasonably satisfied.
  • 18. Herzbergs’ motivation- Hygiene Theory • There is no cause and effect relationship between the need and the behaviour but the priority of need characterizes the behaviour of the person. • If some needs are satisfied, there is a positive impact whereas the unfulfilled needs cause negative impact on the person. • Herzberg concluded there were two sets of conditions.
  • 19. • First type of conditions described as maintenance of hygienic factors which do not motivate employees by their presence but their absent dissatisfies them. • The other conditions called motivational factors operate to build strong motivation and high job satisfaction, but their absence hardly proves dissatisfying.
  • 20. Carrot and stick approach theory • The ‘carrot’ in this theory depicts a reward for the employees in monetary or non monetary terms for motivating them to perform better whereas the ‘stick’ here depicts the punishment in the form of demotion, fear of losing the job, loss of increment, reduction of bonus, etc. which can also be used by the employer to push a desirable behaviour of the employees.
  • 21. • Better control in an organization results in desirable behaviour of the employees. • Both the positive and negative motivators can be used judiciously to achieve the desired results.
  • 22. Mc Gregors’ X and Y theory • Theory X and theory Y are the two theories which represent two distinct views of human behaviour introduced by Dauglas Mc Gregor. • Both the theories are based on entirely different extreme assumptions from each other.
  • 23. • Theory X suggests the traditional approach to human behaviour which states that the average people dislike work and will try to avoid it. • They will avoid the responsibility and will seek formal directions whenever possible as they are less ambitious. • Therefore to rule out this negative approach of human nature, they must be controlled, threatened, punished to achieve the organizational goals.
  • 24. • Theory Y on the other hand is for other kind of people whose physiological and social needs are met and they are seeking for the esteem and self actualization needs. • According to the assumption of this theory, it states that average humans do not dislike the work and if proper working conditions are given they can accept and take the responsibility. • They will also exercise self direction and self control to attain the organizational goals. • This theory assumed a new approach in management.
  • 25. Ouchis’ Z theory • Theory Z has originated from Japanese management practices. • A striking feature of this theory is that the managers seem to make better use of the human capital.
  • 26. • There are various dimensions of this theory like: (LDR EC SC) 1. Lifetime Employment 2. Decision making 3. Responsibility 4. Evaluation of promotion 5. Control 6. Specialization 7. Concern
  • 27. Lifetime Employment • The employees spend their working life in a single enterprise. • The promotions are based on the seniority and are very slow. • They develop infinity with the firm and see their own process in its growth.
  • 28. Decision making • Decision is initiated at the lower level and goes upwards to the top executives through various stages. • The decision making is through consensus and participation and has been very successful.
  • 29. Responsibility • Collective responsibility of employees to achieve organizational goals is considered as the employees remain in the organization for a longer time.
  • 30. Evaluation of promotion • Evaluations are infrequent and promotions are slow and these are based on the seniority. • The employees spend longer time period on every job.
  • 31. Control • Control system is implicit and informal in Japanese philosophy. • Mistakes of the employees are ignored as these are considered as the part of the learning process.
  • 32. Specialization • Employees are not kept in their narrow areas of specialization but they are rotated literally in other departments. • This gives employees the opportunity to understand the entire organizational functioning.
  • 33. Concern • There is a socialization process in the enterprise wherein the organizations’ concern is oriented towards the entire personal life of the employees.
  • 34. • These features have helped them in developing trust among the personnels and better coordination between them which leads to teamwork and efficient output.
  • 35. Vrooms’ expectancy theory • According to this theory, a person’s motivation towards an action at anytime would be determined by an individual’s perception that a certain type of action would lead to a specific outcome and his personal preference for this outcome. • This model is based on the belief that motivation is determined by the nature of the reward the people expect to get as a result of their job performance.
  • 36. • According to the equation i.e., Motivation= Valence X Expectancy X Instrumentality • These three variables are responsible where ‘Valence’ means attraction or repulsion to an outcome. • Expectancy means effort, performance probability. • Instrumentality means performance, reward, probability. • As the relationship suggests, motivational force will be high when all three factors are high and vice
  • 38. • Financial motivators in monetary terms may be in the form of increased wages, bonuses, profit sharing, medical reimbursements, company paid insurances. • This can help to attract more eligible and experienced persons and retain the existing employees in the organization for longer time. Financial Motivators
  • 39. Non Financial Motivators • These motivators are in non monetary terms and are given in term of better status, recognition, participation, job security and competition. • Better status satisfies the egoistic needs of the person, recognition in the form of appreciation or rewards may help in increasing their morale, participation in decision making, competition act as a motivator and job enrichment provides opportunity for employees’ psychological growth.
  • 40. • All these motivators help in fulfilling the higher needs of the personnel and to increase their efficiency in work to bring better results.
  • 41. Role and functions of the manager in creating a motivating climate Roles: • Recognizes each worker as a unique individual who is motivated by different things. • Identifies the individual implements a reward system.
  • 42. • Listens attentively to individual and attitude to identify unmet needs that can cause dissatisfaction. • Encourages workers to stretch themselves in an effort to promote self growth and self actualization. • Maintains a positive and enthusiastic image as a role model to subordinate in the critical settings.
  • 43.  Functions: • Uses positive feedback to reward the individual employee. • Develops unit goals that integrate organizational and subordinate needs. • Maintains a unit environment that eliminates or reduces job dissatisfaction.
  • 44. • Clearly communicates expectations to subordinates. • Demonstrates and communicates sincere respect, concern, trust and a sense of belongingness to subordinates. • Assigns work duties with employee’s abilities. • Identifies achievement, affiliation, or power need of subordinates and develop appropriate motivational strategies to meet these needs.