Motivation, Motivation Theories, Types of Motivation

Motivation, Organizational Behaviour, Business Communication, Principal of Management, BBA, MBA, B.Com, BCA, M.Com

1. BUSINESS COMMUNICATION Subject Code: BCA 104 BY –Dipankar Dutta Assistant Prof, Graduate School of Business Tula’s Institute Dehradun NAME OF THE TOPIC: MOTIVATION

2. SYLLABUS

3. MOTIVATION :- Motivation is a psychological features that includes an individual to act a desired goal. It is the process that account for an individual’s intensity, direction & persistence effort towards attaining a goal. Intensity – how hard a person tries Direction – towards beneficial goal Persistence - how long a person tries

4. Motivation as a process Latin word movere , which means “to move.” motivation is a process that starts with a physiological or psychological deficiency or need that activates a behaviour or a drive that is aimed at a goal or incentive. Needs set up drives aimed at goals or incentives; this is what the basic process of motivation is all about. The key to understanding the process of motivation lies in the meaning of, and interactions among, needs, drives, and incentives. Needs . Needs are created whenever there is a physiological or psychological imbalance/deficiency. Drives . drives, or motives (the two terms are often used interchangeably), are set up to alleviate needs. Drive is a deficiency with direction. Physiological and psychological drives are action oriented and provide an energizing thrust toward reaching an incentive. Incentives. At the end of the motivation cycle is the incentive, defined as anything that will alleviate a need and reduce a drive. Thus, attaining an incentive will tend to restore physiological or psychological balance and will reduce or cut off the drive.

5. Types of Motives Primary vs. Secondary motives Intrinsic vs. Extrinsic motives

6. Primary vs. Secondary motives Primary motive must be unlearned, and it must be physiologically based Commonly recognized primary motives include hunger, thirst, sleep, avoidance of pain, sex, and maternal concern. A motive must be learned in order to be included in the secondary classification. Numerous important human motives meet this criterion. Some of the more important ones are power, achievement, and affiliation. In addition, especially in reference to organizational behaviour, security and status are important secondary motives.

7. what HOW

8. Maslow's Hierarchy of Needs

9. Maslow’s Hierarchy of Needs Self- actualization Realize one’s full potential Use abilities to the fullest Esteem Feel good about oneself Promotions and recognition Belongingness Social interaction, love Interpersonal relations, parties Safety Security, stability Job security, health insurance Physiological Food, water, shelter Basic pay level to buy items Needs Description Examples Lower-level needs must be satisfied before higher-level needs are addressed . Highest-level needs Lowest-level needs

10. The original hierarchy of needs five-stage model includes: Maslow (1943, 1954) stated that people are motivated to achieve certain needs and that some needs take precedence over others. Our most basic need is for physical survival, and this will be the first thing that motivates our behavior. Once that level is fulfilled the next level up is what motivates us, and so on. 1. Physiological needs - these are biological requirements for human survival, e.g. air, food, drink, shelter, clothing, warmth, sex, sleep. If these needs are not satisfied the human body cannot function optimally. Maslow considered physiological needs the most important as all the other needs become secondary until these needs are met. 2. Safety needs - once an individual’s physiological needs are satisfied, the needs for security and safety become salient. People want to experience order, predictability and control in their lives. These needs can be fulfilled by the family and society (e.g. police, schools, business and medical care). For example, emotional security, financial security (e.g. employment, social welfare), law and order, freedom from fear, social stability, property, health and wellbeing (e.g. safety against accidents and injury).

11. 3. Love and belongingness needs - after physiological and safety needs have been fulfilled, the third level of human needs is social and involves feelings of belongingness. Belongingness, refers to a human emotional need for interpersonal relationships, affiliating, connectedness, and being part of a group. Examples of belongingness needs include friendship, intimacy, trust, and acceptance, receiving and giving affection, and love. 4. Esteem needs are the fourth level in Maslow’s hierarchy and include self-worth, accomplishment and respect. Maslow classified esteem needs into two categories: ( i ) esteem for oneself (dignity, achievement, mastery, independence) and (ii) the desire for reputation or respect from others (e.g., status, prestige). 5. Self-actualization needs are the highest level in Maslow's hierarchy, and refer to the realization of a person's potential, self-fulfillment, seeking personal growth and peak experiences. Maslow (1943) describes this level as the desire to accomplish everything that one can, to become the most that one can be

12. ERG THEORY OF MOTIVATION

13. ERG Theory of Motivation ERG Theory of Motivation as a simplified version of  Maslow’s Hierarchy of Needs . The model was developed by  Clayton Paul Alderfer's , an American psychologist. As can be seen from the diagram, ERG theory is an acronym for Existence, Relatedness, and Growth. These are the three basic needs that employees will try to satisfy . In the model, as one need is filled, this will provide motivation for the employee to want to fulfill another need. All three needs must be satisfied simultaneously in order for an individual to feel motivated.

14. Existence Existence refers to our basic survival needs as humans. In this category are food and water, shelter, good health, and feeling safe. These needs can be broadly described as our basic physiological and safety needs. If you can’t satisfy your basic survival needs then it impossible to focus on other, higher needs. For example, if you don’t have enough water to drink, and you don’t have ready access to clean water, then your life is in immediate peril and finding water will occupy most of your thoughts, at the expense of almost all other needs.

15. Relatedness (R) Relatedness refers to our need to relate to other people, that is, it refers to the relationships we have. Having good relationships and interactions with other humans is a need we all share, although obviously, this need isn’t as strong as our basic survival needs. To feel happy and content most humans need to interact with others and for those interactions to be positive in nature.

16. Growth (G) Growth refers to our need for personal development, to be creative and to perform meaningful work. Growth allows us to explore what our potential might be within our current environment. It’s easy to see why you might lack motivation if you are stuck doing the exact same job every day without variety. Conversely, if your job provides interesting and varied challenges, it’s easier to be motivated as you’re being presented with growth opportunities each day.

17. Frustration-Regression Principle ERG Theory proposes that if a higher-level need fails to be filled then a person may regress and seek to further fill lower-level needs instead For example, if an ambitious employee isn’t provided with growth opportunities, then their motivation will be lower and they may become frustrated. This may cause them to seek out more relatedness needs. They may socialize with other members of the team more. Finally, if they are unable to satisfy their relatedness need, they may seek to further satisfy their existence needs

18. Difference from Maslow’s Hierarchy of Needs There are several differences between the ERG Theory of Motivation and Maslow’s Hierarchy of Needs: Unlike in Maslow’s theory, needs at multiple levels can be pursued at the same time. In ERG Theory, if a higher-level need isn’t satisfied then the person may regress to seeking to satisfy lower-level needs (Frustration-Regression principle). In Maslow’s theory needs must be satisfied in sequence from the bottom to the top of the pyramid, one at a time. This is not the case with ERG Theory, where different levels of needs can be satisfied at any time. For example, an individual can feel that they are having their growth needs met whilst still feeling unsatisfied in their relationships.

19. Existence Employees won’t be happy if their basic needs are not met. Remember that safety is one of these basic human needs. If employees don’t feel safe in their work environment they are unlikely to be motivated. Relatedness We all want good relationships. If we don’t get on with our boss it’s going to be difficult to feel motivated. Likewise, if we have negative relationships with co-workers then our motivation is likely to be low. We’ll look forward to leaving the office each day so we can get back to our homes and switch to having more positive relationships with our families . Growth In the workplace, we have a need to grow. If we work hard year after year and everything stays exactly the same we’re going to find it difficult to stay motivated. We need growth. This could mean recognition of our achievements, respect from peers, pay raises, increases in responsibility, or increased respect from peers. Managerial Implications of ERG Theory

20. Herzberg’s Two-Factor Theory

21. Motivators: Which can encourage employees to work harder. They are found within the actual job itself. ----------------------------------------------------------------------------------------------- Hygiene Factors: These does not encourage employees to work harder but they will cause them to became unmotivated if they are not present. Hygiene factor are not present in the actual job but itself surrounds the job.

22. Proposed by Fredric Herzberg Also called a motivation-hygiene factor. He asked a simple question: “What do people want from their Job?” He asked people to explain when they felt good and bad on the job. The responses were collected and categorized into category: Herzberg’s Two-Factor Theory

23. Herzberg’s Two-Factor Theory Respondents who felt good about their work tended to attribute intrinsic factors such as advancement, recognition, responsibility, and achievement While dissatisfied respondents tended to cite extrinsic factors, such as supervision, pay, company policies, and working conditions. The opposite of satisfaction is not dissatisfaction, as was traditionally believed. Removing dissatisfying characteristics from a job does not necessarily make the job satisfying. Herzberg proposed a dual continuum: The opposite of “satisfaction” is “no satisfaction,” and the opposite of “dissatisfaction” is “no dissatisfaction.”

24. Herzberg’s Two-Factor Theory Factors that lead to job satisfaction are separate and distinct from those that lead to job dissatisfaction. Managers who seek to eliminate factors that can create job dissatisfaction may bring about peace, but not necessarily motivation. They will be placating rather than motivating their workers. Herzberg characterized conditions such as quality of supervision, pay, company policies, physical working conditions, relationships with others, and job security as hygiene factors . When they’re adequate, people will not be dissatisfied; neither will they be satisfied. If we want to motivate people on their jobs, we should emphasize factors associated with the work itself or with outcomes directly derived from it, such as promotional opportunities, personal growth opportunities, recognition, responsibility, and achievement. These are the characteristics people find intrinsically rewarding.

25. Criticism of the theory The factors considered were narrow in scope The overall methodology of the theory was questioned Herzberg's assumed that satisfaction is connected with productivity. The theory was inconsistent in nature.

26. McClelland Theory Of Motivation

27. Introduction David McClelland introduced this theory during 1960’s. It is based on Maslow's hierarchy of need. According to him individual posses three needs which are not innate they are learned through culture, age and experiences. It is base d on Maslow’s hierarchy of need . According to him individual posses three needs which are not innate (natural) . T hey are learned through culture, age and experiences.

28. nAff nAch nPow

29. Need For Achievement “ It is the desire to do better solve problems or master complex problems ” CHARACTERSTICS: They are challenging. They like working alone or with other Achievers. They are self Motivated. They like feedback to assess their progress. These Individuals will perform better if money is linked with their achievement.

30. Need For Affiliation “Desire for friendly and warm relationship with others” CHARACTERSTICS: They are concerned in being liked and being accepted. They form Informal relationships. They are very cooperative. These people perform better in Team.

31. Need For Power “Desire to control and Influence Others ” CHARACTERSTICS: They like to control others. They are argumentative. They have ability to influence people. These peoples are suitable for leadership roles.

32. Thematic Appreception Test (TAT) This test is used to classify a person being a high nAch , nPow or nAff . The TAT uses a series of pictures that generate different reactions from the person looking at them. Generally, people are asked to look at the pictures and respond by a writing a story focusing on following points: a) What is going in the picture? b) What has led to this situation? c) What might happen in the future?

33. Application Of This Theory Managers should be capable of identifying the needs of individuals. Managers should motivate individuals according to their needs .

34. People With High Achievement Need They seek personal responsibility for finding solutions to problems. They need rapid feedback on their performance. They are not gamblers but instead set appropriately challing goals. For them Money is not the main motivator, Feedback and Appreciation is more important. They grouped with achievers for best performance .

35. People With High Affiliation Need They make social relationships with other people and need to feel accepted by others. They tend to conform to the norms of their work group. High Affiliation individuals prefer work that provides significant personal interaction They prefer manageable task not the challenging ones. They perform better in a teams.

36. People With High Power Need They like to rule so leadership roles should be provided to them whenever possible They like to know the real situation so they should be provided direct feedback. They get motivation by offering carrer development opportunities.

37. Limitations Need and satisfaction of needs is a psychological thing. Sometimes even the person may not be aware of his own needs. In such a case, it will be difficult for the manager to understand the employee’s need. There is no direct cause and effect relationship between need and behaviour. One particular need may cause different types of behaviour in different persons. On the other hand, a particular individual behaviour may be the result of different needs. The physiological and safety needs are more important as compared to McClelland’s needs.

38. Drawbacks of the Theory Time Consuming Expensive

39. Conclusion McClelland’s theory is very useful in helping managers identify how they can motivate individuals to perform better . According to him all individuals posses all of these needs however one of them is more dominant . McClelland's theory allows for the shaping of a person's needs. Training programs can be used to modify one's need profile .

40. Expectancy Theory Formulated by Victor H. Vroom Motivation will be high when workers believe: High levels of effort will lead to high performance High performance will lead to the attainment of desired outcomes Expectancy theory has three components: expectancy, instrumentality, and valence. Expectancy : effort → performance (E→P) Instrumentality : performance → outcome (P→O) Valence : V(R) outcome → reward Motivational Force (MF) = Expectancy x Instrumentality x Valence

41. Expectancy: effort → performance (E→P) Expectancy is the belief that one's effort (E) will result in attainment of desired performance (P) goals. Usually based on an individual's past experience, self-confidence (self efficacy), and the perceived difficulty of the performance standard or goal. Self efficacy – The person's belief about their ability to successfully perform a particular behaviour. The individual will assess whether they have the required skills or knowledge desired to achieve their goals. Goal difficulty – When goals are set too high or performance expectations that are made too difficult. This will most likely lead to low expectancy. This occurs when the individual believes that their desired results are unattainable. Perceived control – Individuals must believe that they have some degree of control over the expected outcome. When individuals perceive that the outcome is beyond their ability to influence, expectancy, and thus motivation, is low.

42. Instrumentality: Performance → Outcome (P→O) Instrumentality is the belief that a person will receive a reward if the performance expectation is met. This reward may present itself in the form of a pay increase, promotion, recognition or sense of accomplishment. Instrumentality is low when the reward is the same for all performances given. Factors associated with the individual's instrumentality for outcomes are trust, control and policies- Trusting the people who will decide who gets what outcome, based on the performance, Control of how the decision is made, of who gets what outcome, and Policies understanding of the correlation between performance and outcomes.

43. Valence Valence is the value an individual places on the rewards of an outcome. Influential factors include one's values, needs, goals, preferences and sources that strengthen their motivation for a particular outcome. Valence is characterized by the extent to which a person values a given outcome or reward. This is not an actual level of satisfaction rather the expected satisfaction of a particular outcome. Reward-cost balance Best for organization Individual motivation Uncontrollable future events Array of alternatives Certainty, risk, uncertainty Bounded rationality Organization?

44. EQUITY THEORY BY J. S. Adams

45. People are motivated to maintain fair relationship between their performance and reward in comparison to others Based on the idea that idea that individuals are motivated by fairness

46. 16– 56 Equity Theory: Proposes that employees perceive what they get from a job situation (outcomes) in relation to what they put in (inputs) and then compare their inputs-outcomes ratio with the inputs-outcomes ratios of relevant others. If the ratios are perceived as equal then a state of equity (fairness) exists. If the ratios are perceived as unequal, inequity exists and the person feels under- or over-rewarded. When inequities occur, employees will attempt to do something to rebalance the ratios (seek justice).

47. Equity Theory Referent Comparisons: Self-inside Self-outside Other-inside Other-outside

48. Important variables of Equity Theory Self-inside : An employee’s experiences in a different position inside his or her current organization. Self-outside : An employee’s experiences in a situation or position outside his or her current organization. Other-inside : Another individual or group of individuals inside the employee’s organization. Other-outside : Another individual or group of individuals outside the employee’s organization.

49. 16– 59 Equity Theory

50. Equity theory states that in return for an input of skills, effort or production, the employee receives an outcome expressed in terms of any combination of salary, status and fringe benefits. This creates a ratio of input to outcome and equity is achieved when the ratios are the same for everyone in organization. Equity theory looks at an individual’s perception of the fairness of an employment situation and finds that perceived inequalities can lead to changes in behavior.

51. Equity theory When individuals believe that they have been treated unfairly in comparison with their coworkers, they will react in one of four ways: (1) Reduce their effort and productivity to better match the rewards they are receiving (2) Ask for more money or maybe take legal action (3) Change their own perception of the situation. (4) Resign and leave their job So, in a nutshell, unequal treatment of staff leads to de motivation.

52. 16– 62 Equity Theory (cont ’ d) Distributive justice The perceived fairness of the amount and allocation of rewards among individuals (i.e., who received what). Influences an employee ’ s satisfaction. Procedural justice The perceived fairness of the process use to determine the distribution of rewards (i.e., how who received what). Affects an employee ’ s organizational commitment.

53. Theory X and Y

54. Theory Z

55. In this theory Z doesn’t denote nothing. It simply represent a new approach to motivation, perhaps taking a clue from theory X and theory Y of Mc GREGOR’S it was presume to use the next letter Z to promote a new theory of MOTIVATION. Around 1980 Japanese company was at boom and they are growing very much faster, everyone was very much interested to know its secrets of success. William Ouchi brought theory Z by making a comparative analysis between American management practice ( theory A ) & Japanese management practice ( theory B)

56. FEATURES MANAGEMENT PRACTICE OF AMERICAN COMPANY MANAGEMENT COMPANY OF JAPANESE COMPANY PROPOSED MANAGEMENT THEORY BY OUCHI FOR Z ORGANIZATION Length of Employment Short term Employment :- jobs are offered for a short term period and employments are thrown out from the company when there is no work for them. Life long Employment :- jobs are offered on life time basis. Emphasis on Long Term Employment :- Employment should not be thrown out so frequently rather emphasis should be on building long term employment relationship. Evaluation and promotions Very fast :- faster evaluation are made on periodical basis & accordingly promotions and demotions are granted. Very slow :- first evaluation is done only after 10 years of service in that company and accordingly the promotions and demotions are granted. Slower :- Emphasis should be on training rather then evaluation and on other incentives than promotion. A COMPIRATIVE DESCRIPTION OF “A”, ‘J ’ & “Z” ORGANIZATON

57. FEATURES MANAGEMENT PRACTICE OF AMERICAN COMPANY MANAGEMENT COMPANY OF JAPANESE COMPANY PROPOSED MANAGEMENT THEORY BY OUCHI FOR Z ORGANIZATION Decision making By Management :- all decisions are made by the managers. Jointly by group :- all decisions are taken by jointly by a group consisting of representative of employee and managers. Emphasis on consensus decision :- decisions should be taken by jointly consultation by creating consensus. Responsibility Individual responsibility :- work is assigned on individual basis and accordingly the individual is only responsible for the work whether it is successful or not. Joint responsibility :- work is assigned on group basis and accordingly the whole group is responsible for competition for the work . Emphasis on joint responsibility:- emphasis is given on developing joint responsibility rather then personal or individual responsibility. Concern for employee Segmented concern:- management is primarily concern with the workers work life only. Holistic concern:- management is concern with the whole life of the employee including his personal problems . Emphisi s on holistic concern

58. FEATURES MANAGEMENT PRACTICE OF AMERICAN COMPANY MANAGEMENT COMPANY OF JAPANESE COMPANY PROPOSED MANAGEMENT THEORY BY OUCHI FOR Z ORGANIZATION Job specialization Very specialized :- an employee is given only a very specific particular type of work & attempt is made to make him specialized in that area during his services. Very general :- an employee is rotated to one job to another to make him familiar with different areas of operations of the company . More general:- employee should be given on rotation and proper training so as to make him familiar with different types of operations in his company. Control External control:- a close monitoring on the activities of the employees is done to ensure expected job performance. Internal control :- general and informal control then specific and informal control is done wherein loyalty and deviations of the employee is trusted. Emphasis on self control:- emphasis should be on self control by the employee himself having a general supervision of their works from time to time. Organizational structure Totally formal:- managers maintain a formal relationship with the employee and prefer to maintain a calculated distance from their employee. Totally informal:- managers behaves n developing informal relationship with the stuff and tries to mixed with them. Emphasis on informal structure:- managers should develop such a congenial environment in the company where emphasis is on informal relationship with minimum distance from employee.

59. THEORY Z Through theory Z, Ouchi tried to highlight the basic characteristic of Japanese management practices to enable American organizations to compete more effectively with Japanese firms. However this practices may be adopted by any organizations of any county to improve the performances of its stuff and employee.