MOtivation

MOtivation

1. S.K. Jain
DE (Mgmt)
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2. Literally motivation means incitement or inducement to
act or move.
-Motivation is the drive that encourages action or feelings
-Motivation means igniting the spark for action
Most people are good people , but they can do better.
Most people already know what to do to improve their
lives, but they are not doing it.
What is missing –MOTIVATION
Inspiration is an environment to create motivation
What is motivation ?

3. Types of Motivation
External Motivation
Internal Motivation

4. External Motivation
External Motivators
-which creates external motivation
* Money (incentive/bonus/commission)
* Fame or fear
* Social appeal
* Security
Advantages of External Motivation
-It gets the job done quickly
-It prevents losses by meeting the deadline
-In the short run, the person’s performance may
improve

5. Disadvantages of External Motivation
-It is external
-Motivation is there so long the motivator is there.
Once the Motivator goes the motivation goes
-It causes stress
-Performance is limited to compliance
-In long run , performance goes down
-It destroys creativity
-People gets used to the stick, every time a bigger stick is
required
External Motivation is never valuable to any
organisation

6. Internal Motivation
InternalMotivator
-Comesfromwithin
-Apride,asenseofachievement,afeelingof
accomplishment,notforsuccessorwinningbutfor
fulfilmentthatcomesfromhavingdonesomething
-Originatesexternallybutitsmanifestationisinternal
-Givesasenseofbelongingness
-Longlasting&translatesintoselfmotivation

7. Four stages of Motivation to De-motivation
Apersoninanorganisationoftenmovesthrough
stagesofmotivationandcompetence:
a)MotivatedIneffective
Whenhejoinstheorganisation,hewantstoprove
thatbyhisappointmenttheemployerhasdoneright
decision.Butinthisnewenvironmenthedoesnot
knowwhattodo,soheisineffective.Atthisstage
trainingandorientationiseasy,otherwiseopportunity
willbelost.
b)MotivatedEffective
Atthisstagehelearnswhattodo;hedoeswith
initiativeanddrives;helearnsthetradeandit
reflectsinhisperformance.

8. c) De-motivated Effective :-Most people fall into this
stage. After sometime the motivation goes down and
he learns the tricks of the trade. He does only just, but
not really motivated. Aim and objective are to bring
them back to the second stage through motivation and
effective training.
d) De-motivated Ineffective
It is the worst stage; if he doesn’t move back to the
second stage from the third stage, he moves to this
stage.

9. DE-MOTIVATING FACTORS
Unfair criticism
Negative criticism
Public humiliation
Rewarding the non-performer
Failure or fear of failure
Success leads to complacence
Lack of direction
Low self-esteem
Office politics
Unfair treatment
Poor standard
Frequent change
Responsibility without
authority

10. MOTIVATORS
 Give recognition
 Give respect
 Make work interesting
 Be good listener
 Encourage goal setting
 Provide training
 Throw a challenge


11. Motivation
What is motivation?
Different Theories of motivation.
Motivation theory now-a-days.
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12. MOTIVATION
•What do you think about motivation?
•Is it true that the proper selection of person
and training will give us the desired result?
The answer is NO.
A major (missing) ingredient is MOTIVATION,
that is activating the potential of the person
Job performance = Ability * Motivation
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13. Motivation
People who are “motivated ” exert a greater
effort to perform than those who are “Non
motivated ”.
This definition tells us little.
Better definition of Motivation is:-
Motivation is the willingness to do something
and is conditioned by this action’s ability to
satisfy some need of the individual.
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14. Model of Motivation
Opportunity
Needs/Drives
Environment Goals/
Incentives
Ability
EffortTension
Rewards
Performance
Need
Satisfaction

15. Motivational theories
Different theories are–
Maslow’s Hierarchy of needs
( Need Theory )
McGregor's Theory X and Theory Y
( Two set Theory )
Herzberg’s Motivation-Hygiene Theory
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16. Maslow’s Hierarchy of needs
It states that there exists in every
human being a hierarchy of
FIVEneeds. They are –
1.Physiological
(Hunger, Thirst, Shelter,
Sex and other bodily needs).
2.Safety
( Protection from physical
& emotional harms).
3.Love
(Affection, Belongingness,
acceptance and friendship).
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. Self-
Actualization
Self-esteem
Belongingness
& love need
Safety need
Physiological need

17. Maslow’s Hierarchy of needs
4.Esteem
(Internalesteemfactorslikeselfrespect
autonomyandachievement;Externalesteem
factorslikestatusRecognitionandAttention).
5.SelfActualization
(Drivetobecomewhatoneiscapableof
becomingself-fulfillment)
Thistheorysaysthatalthoughnoneedisever
fullygratified,asubstantiallysatisfiedneedno
longermotivates.
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18. Maslow’s Hierarchy of needs
PhysiologicalandSafety
(lowerorder)
Love,esteem&Selfactualization
(higherorderneeds)
Higherorderneedsaresatisfiedinternally
&thelowerorderneedsaresatisfiedexternally.
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Maslow’s Hierarchy of needs
•Thistheoryreceivedsupportfrom
managersmainlyonaccountofits
inductivelogicandcaseofunderstanding.
•Butresearchdoesnotvalidatethistheory.

20. Mc-Gregor's Theory X & Y
A human nature is based upon one of the two
sets of assumptionsabout people.
The first set basically negative was labeled
Theory X & second set positive was labeled
Theory Y.
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21. McGregor's Theory X & Y
Theory X assumptions
Employees dislike work and whenever possible will
attempt to avoid it.
Since they dislike work, they must be Coerced,
Controlled or Threatened with punishment to
achieve desired goals.
Employees shirk responsibilities and seek formal
direction where possible.
Most work places security above all other factors and
will display little ambition.
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22. Mc-Gregor's Theory X & Y
Theory Y assumptions
Employees can view work as natural as rest or play.
They exercise self direction and self control if they are
committed to the objectives.
Average person can learn to accept even seek
responsibility.
Creativity is widely distributed not necessarily the sole
provide those in managerial functions.
Theory X assumes that lower order needs dominate
individuals and Theory Y assumes that higher order
needs dominate.
McGregorviewsthatTheoryYassumptionweremore
validThanTheoryX.
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23. Herzberg’s -Hygiene Theory
“What do people want from their job”
Intrinsic factors( Achievement , Recognition,
Responsibility, Advancement) seem to be related to
job satisfaction.
Extrinsic Factors ( Company Policy, Supervision,
Administration Working condition) related to
dissatisfaction.
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24. Herzberg’s -Hygiene Theory
Opposite to satisfaction does not mean
dissatisfaction.
•Factors like Company Policy, Supervision,
Administration Working condition, interpersonal
relations and salary(Hygiene factors)
satisfactorily maintained people will not be
dissatisfied , neither they will be satisfied.
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25. Herzberg’s -Hygiene Theory
•For this motivating factors ( Recognition,
Responsibility, Achievement, work itself,
growth ) should apply.
But this theory has its own weakness.
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26. Motivation Theory Today
EXPECTANCY THEORY
“ This theory states that the strength of a tendency
to act a certain way depends upon the strength
of an expectation that act will be followed by a
given outcome and on the attractiveness of the
outcome to the individual”.
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27. Motivation Theory Today
Insimplethetheorystatesthat“Thestrength
ofpeoplesmotivationdependsonhow
stronglytheybelievethattheycanachieve
whattheyattempt.Alsoontheexpectation
whethertheywillbeadequatelyrewarded
andwhethertherewardwillsatisfytheir
individualgoals.”
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28. Motivation Theory Today
Effort Goals
Performance Rewards
Expectancy Model
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29. Motivation
Fromthisitisclearthefollowingbasicrulesof
MOTIVATION
1.Recognizeindividualdifferences
2.Matchpeopletojobs
3.Setgoalswhichareperceivedtoattainable
4.Linkrewardstoperformance
5.Checksystemforequity
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30. Type of Motivation
Achievement Motivation
Affiliation Motivation
Competence Motivation
Power Motivation
Attitude Motivation
Incentive Motivation
Fear Motivation
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31. Personality Types & Their Motivators
Dominate:-Power, Authority, Control over
results and action
Influencing:-Popularity, Recognition, Contact
with People
Steady:-Stability, Planned change, clear
responsibility
Careful:-Quality standard, autonomy,
Freedom from pressure
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Conclusion
•Notheoryisuniversal.Motivationisanartto
bepracticedratherthanascience.Naturehas
createdhumanbeinginsuchaverityofmental
makeupthatformotivatingapersona
completestudyofhispersonalityisneeded.
•Theoriesonlygiveguideline.Stillthereare
someuniversaltruthswhichhavetobeborne
inmindwhileattemptingtobringoutthebest
inamen.

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