Motivation towards the important of self deciplineKIC-hr.pptx

Presentation

1. Motivation

2. Concept Motivation is the word derived from the word ’motive’ which means needs, desires, wants or drives within the individuals. It is the process of stimulating people to actions to accomplish the goals. In the work goal context ,the psychological factors stimulating the people’s behavior 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.

3. Fred Luthans - Motivation is the process that starts with a physiological or psychological deficiency or need that activates a behavior or a drive that is aimed at a goal or incentive. Motivation is the process that includes all those tools which induces employee to use their skills and abilities towards the goal achievement.

4. Motivation is a personal and internal feeling. Motivation is need based: Motivation is a continuous process: Motivation may be positive or negative: Motivation is a planned process: Motivation is different from job satisfaction: Motivation is drive whereas job satisfaction is the pleasure that a job provides to a person. Both satisfiers and motivators encourage you to do the work. With satisfiers, you do the work because you have to. But with motivators, you do the work because you WANT to.

5. Process of motivation

6. Process of Motivation Unsatisfied needs and motives: This stage involves unsatisfied needs and motives. Such unsatisfied needs can be activated by internal stimulus such as hunger and thirst. They can also be activated by external stimulus such as advertisement and window display If employee has no need or expectation, they cannot be motivated Manager of business organization must pay proper attention towards the needs and expectation of employee

7. Tension: Unsatisfied needs create tension in the individual. Such tension can be physical, psychological, and sociological. Action to satisfy needs and motives(Drive) : Such tension creates a strong internal stimulus that calls for action. The individual engages in activities to satisfy needs and motives for tension reduction. For this purpose, alternatives are searches and choice are made, the action can be looking for Job, hard work for earning more money.

8. Goal accomplishment: Action to satisfy needs and motives accomplishes goals. It can be achieved through reward and punishment. Ultimately goals are accomplished. If the consequences of the particular course of action followed by an employee are in the form of rewards, then the employee would be motivated to perform the same level of efforts for acquisition of similar rewards in future. when the anticipated results of the actions of an employee lack the rewards, then he would not be willing to repeat his behavior in the future. Feedback: This is the last stage for motivation. Feedback provides information for revision or improvement or modification of needs as needed. Depending on how well the goal is accomplished their needs and motives are modified. Drastic changes in environment necessitate the revision and modification of needs.

9. Importance of Motivation 1. High Performance : Motivated employees will put maximum efforts for achieving organizational goals. The untapped reservoirs, physical and mental abilities are tapped to the maximum. Better performance will also result in higher productivity . The cost of production can also be brought down if productivity is raised. The employees should be offered more incentives for increasing their performance . Motivation will act as a stimulant for improving the performance of employees. 2. Low Employee Turnover and Absenteeism : When the employees are not satisfied with their job then they will leave it whenever they get an alternative offer. The dissatisfaction among employees also increases absenteeism. The employment training of new employees costs dearly to the organization. When the employees are satisfied with their jobs and they are well motivated by offering them financial and non-financial incentives then they will not leave the job. The rate of absenteeism will also be low because they will try to increase their output. 3. Better of Organizational Image : Those enterprises which offer better monetary and non monetary facilities to their employees have a better image among them. Such concerns are successful in attracting better qualified and experienced persons. Since there is a better man-power to development programme , the employees will like to join such organizations. Motivational efforts will simplify personnel function also.

10. Importance of Motivation 4. Better Industrial Relations : A good motivational system will create job satisfaction among employees. The employment will offer them better service conditions and various other incentives. There will be an atmosphere of confidence among employers and employees . There will be no reason for conflict and cordial relations among both sides will create a health atmosphere. So motivation among employees will lead to better industrial relations. 5. Acceptability to Change : The changing social and industrial situations will require changes and improvements in the working enterprises. There will be a need to introduce new and better methods of work from time to time. Generally, employees resist changes for fear of an adverse effect on their employment. When the employees are given various opportunities of development then they can easily adapt to new situations. They will think of positive side of new changes and will co-operate with the management. If the employees are satisfied with their work and are not offered better avenues then they will oppose everything suggested by the management. Motivation will ensure the acceptability of new changes by the employees.

11. Types of Motivation Extrinsic motivation : - Driven by external forces which may be monetary or nonmonetary - Motivated to perform an activity to earn a reward or avoid punishment. - Participating in sport to win award, competiting for scholarship, studying for good grade. - Pay, fringe benefit, job security, good working condition, power 2. Intrinsic: Intrinsic motivation is the type of motivation that comes from within the person. Such motivation is driven by the internal rewards and by the sense of satisfaction and pleasure one gets after completing the job. - Participating in sport because you find it enjoyable, solving a word puzzle because you find it challenge fun and exiting, Studying a subject you find it fascinating Eg. Sense of achievement, involvement, self-esteem, challenge, job satisfaction

12. Often, intrinsic motivation is formed when all of a person’s basic needs are met. Some critics have noted that intrinsic motivation plays the more vital role than that of extrinsic. However, they also don’t believe that intrinsic motivation can be effective on its own. It is the combination of both intrinsic as well as extrinsic motivation that helps in getting the best output from an employee.

13. When to use extrinsic motivation External rewards can induce interest and participation in something in which the individual had no initial interest. Extrinsic rewards can be used to motivate people to acquire new skills or knowledge. Once these early skills have been learned, people may then become more intrinsically motivated to pursue the activity. External rewards can also be a source of feedback, allowing people to know when their performance has achieved a standard deserving of reinforcement Extrinsic motivators should be avoided in situations where: The individual already finds the activity intrinsically rewarding Offering a reward might make a "play" activity seem more like "work"

14. Maslow's need hierarchy This theory of motivation is presented by the Abraham Maslow , who organized the major human needs into five categories in a hierarchal manner. According to Maslow, people tend to satisfy these organized needs in some specific order which means that the lower level need is fulfilled first then the next upper level need is considered. These organized needs are given below in an ascending order. Physiological (related to water , food & shelter) Safety & Security ( related to protection against deprivation & theft) Social (related to affection, belonging, friendship & love) Esteem/ Ego ( related to freedom, achievement, independence, recognition, status & self-esteem) Self-Actualization (related to the realization of the full potential about one’s self) According to this theory, the lower level need is satisfied first before going towards the satisfaction of higher level need. Furthermore, when a certain need is satisfied then that need cannot be regarded as the powerful motivator.

15. Herzberg’s Motivation Theory – Two Factor Theory Frederick Herzberg developed the model in 1959. He did this by interviewing over 200 professionals. When did you feel good about your job? When did you feel exceptionally bad about your job? Herzberg’s Two Factor Theory, argues that there are two factors that an organization can adjust to influence motivation in the workplace. These factors are: Motivators : Which can encourage employees to work harder. They are found within the actual job itself. Hygiene factors : These won’t encourage employees to work harder but they will cause them to become unmotivated if they are not present. Hygiene factors are not present in the actual job itself but surround the job.

16. Two factor theory Poor hygiene factor decrease employee job satisfaction Hygiene Factors Company Policies, Relationship, Work Conditions, Remuneration, Salary, Job Security Motivating factor increase employee job satisfaction Motivators Achievement, Recognition, Work Itself, Career Advancement, Responsibility, Growth

17. Hygiene factor Treated as maintenance factor, (NO dissatisfaction if provided) Company policies : These should be fair and clear to every employee. They must also be equivalent to those of competitors. Supervision : Supervision must be fair and appropriate. The employee should be given as much autonomy as is reasonable. Relationships : There should be no tolerance for discrimination . A healthy, amiable, and appropriate relationship should exist between peers, superiors, and subordinates. Work conditions : Equipment and the working environment should be safe, fit for purpose, and hygienic. Salary : The pay structure should be fair and reasonable. It should also be competitive with other organizations in the same industry. Status : The organization should maintain the status of all employees within the organization. Performing meaningful work can provide a sense of status. Security : It is important that employees feel that their job is secure and they are not under the constant threat of being laid-off.

18. Motivators Perceived as satisfiers, symbolizes the psychological need, treated as additional need Achievement : A job must give an employee a sense of achievement. This will provide a proud feeling of having done something difficult but worthwhile. Recognition : A job must provide an employee with praise and recognition of their successes. This recognition should come from both their superiors and their peers. The work itself : The job itself must be interesting, varied, and provide enough of a challenge to keep employees motivated. Responsibility : Employees should “own” their work. They should hold themselves responsible for this completion and not feel as though they are being micromanaged. Career Advancement : Promotion opportunities should exist for the employee. Growth : The job should give employees the opportunity to learn new skills. This can happen either on the job or through more formal training.

19. Existence Relatedness Growth Theory (ERG) This theory is presented by Alderfer in 1969 who point out three main needs of humans by condense Maslow's five human needs into three categories: Existence , Relatedness and Growth . which are as follow. Existence (similar to physiological needs & some components of the security need) Relatedness (which are satisfied through personal interactions with others like self esteem from others and prestige etc) Growth (needs of self-actualization)

20. Existence Needs Include all material and physiological desires (e.g., food, water, air, clothing, safety, physical love and affection). Maslow's first two levels. Relatedness Needs Encompass social and external esteem; relationships with significant others like family, friends, co-workers and employers . This also means to be recognized and feel secure as part of a group or family. Maslow's third and fourth levels. Growth Needs Internal esteem and self actualization; these impel a person to make creative or productive effects on himself and the environment (e.g., to progress toward one's ideal self). Maslow's fourth and fifth levels. This includes desires to be creative and productive, and to complete meaningful tasks.

21. Equity Theory Developed by Adams in 1963 Based on the notion that people want to be treated fairly in relation to others for motivation. There is tendency of people to compare themselves with others so as to judge the equity They tend to compare their job inputs and outcome with those of others and then respond to eliminate the inequalities.

22. Equity theory The inputs are – effort, experience, education, and competence The outputs are salary, appraisals, recognition Research shows that comparison exist between same sex. Comparison exist on following : Co workers Neighbors Friend Present Job with Past

23. Three situations arises Output Output Input A Input B Output Output Input A Input B Output Output Input A Input B Equity is there Inequity is there due to over rewarded Inequity is there due to under rewarded

24. Expectancy theory Expectancy Theory of Motivation was developed by Victor H. Vroom in 1964 The theory is based on the assumption that our behavior is based on making a conscious choice from a set of possible alternative behaviors. This theory focus that willingness of an individual to act in certain way depends on the fulfilment of his expectation followed by outcome. According to Expectancy Theory, the behavior we choose will always be the one that maximizes our pleasure and minimizes our pain.

25. As a manager, this means that one of your team members will only choose the right behavior (to work hard) if they perceive the outcome of choosing this option is the most desirable for them. Within the theory there are three variables at play: Expectancy. Effort -> Performance (E -> P) Instrumentality. Performance -> Outcome (P -> O) Valence. Outcome -> Reward (V(R)) All three factors must be present to motivate employees effectively.

26. 1. Expectancy Expectancy is the belief that if you work hard (effort) you will be able to hit the targets (performance) that have been set for you by your manager An example of expectancy is thinking, “If I work hard I can achieve the targets my boss has set for me”. 2. Instrumentality In this variable, you’re assessing how likely you are to receive a reward if you hit the targets that have been set for you. An example of instrumentality is thinking, “If I achieve all of the targets set for me then I believe I will get promoted”

27. 3. Valence Valence is simply the perceived value of the reward to you. This could be negative if you actively want to avoid the reward, zero if you are unmotivated by the reward, or one if you’re motivated by the reward. “Do I want to be promoted? Will the extra work result in even less time with my family? Is it really worth putting in a serious effort for a whole year to receive a promotion and a 10% pay rise?”

28. How to Use the Model Rewards must be linked directly to performance. How a person’s reward is chosen should be transparent. Rewards should be deserved. Rewards should be wanted. Expectancy Theory Example: New Manager Scenario: You’re the new manager of a small team with a history of underachievement. You’re looking to get to the root cause of this underperformance and start the team off in the right direction under your management. Action: Talking to each member of the team- very low morale Feel their targets are unrealistic, if they do work really hard to achieve something it is the company that benefits, and not them To this end, you set targets to be hit each week. If the target is hit then there is an immediate reward for the team – they are each given some extra spending money for the weekend. If the target isn’t hit they don’t get the reward.

29. Using short-term rewards related to your teams performance you: Keep the team focused on their performance. Build your team’s trust in you by sticking to your word.

30. Motivating staff is a fundamentally important dimension of successful management and a vital aspect of a leaders role. Significant organizational outcomes can be obtained by having staff that are motivated. These include: Increased productivity in the workplace Reduced absenteeism and turnover Increased innovation and creativity Increased employee and customer satisfaction An enhanced company profile Higher quality products or services Improved financial performance

31. Relationship between motivation and performance Employees performance has an impact on the organization’s objective. And it is thus imperative that every employees performance should be managed. This process of performance management includes group assessments and peer reviews. In recent time performance management system have become more essential because managers are under constant pressure to get better progress and performance of their organization by motivate their employee. Despite the motivation performs; it is necessary to briefly highlight the barriers that might affect the performance of employee. These barriers may be the result understand competencies, inappropriate performance goals, or lack of feedback about performance. There are some factor which is affective overall employees performance . 1.INTERNAL FACTOR:- Those factor which is control and influence by any organization are called internal factor like job description and selection. 2.EXTERNAL FACTOR:-In external factors a organization has little control or no control such as demand for job or grading systems.

32. Frustration Blocking of behavior directed towards the goal. Frustration is an emotion that people experience when they cannot achieve their goal. The feeling of being upset or annoyed as a result of being unable to change or achieve something

33. Sources Environment : The workplace environment and natural environment both may frustrate the employees. For example, there may be break down in machinery, no canteen facilities, a wet rainy day or a hot sunny day may prevent the employees to perform their duties efficiently. Co-workers : Co-workers may be a major source of frustration. They may place barriers in the way of goal attainment by delaying work, withholding work inputs, poor presentation of work, affecting its quality, etc. Employee Himself : The employee himself is rarely recognised as a source of frustration. The employee may set higher goals than his abilities. Management : Management may act as the source of frustration, they may block the promotion of an employee due to change in organisation's promotional policies.

34. Frustration is a negative behavior which arises when a motivated drive is blocked due to various reasons. When a motivated drive is constrained by obstacles or barriers  before it reaches desired goal, the situation is called employee frustration. Frustration occurs due to internal conflict in individual goal and objectives. Hence , it is resulted from the condition internal to the individual rather than external influences . It prevents an employee to achieve a desired level of outcome. Frustration is an obstacle to goal achievement; hence, it may result the wastage of resources and efforts. Everyone has some sorts of wants or desires. They are motivated towards the achievement of those wants/desires through organizational processes. But all of their wants and desires are not fulfilled at a time. Because some are irrelevant, whereas other may contradict with each other. Hence, a tension full environment is created with individuals. As a result of which frustration takes place within them. Concepts of Frustation

35. Causes Of Frustration in 1. Limited Resources When an adequate resource is not available in the workplace, the job performance will be negatively influenced. As a result of which frustration may arise among employees. 2. Unclear Relationship Unclear relationship between employees to employees or employees to managers causes frustration. If the relationship is not defined clearly, it will be impossible to assign tasks to the employees as per their status, position and ability. 3. Unclear communication If the flow of communication is not defined clearly, it will cause employee's frustration. It is because unclear communication blocks the regular flow of work, job performance techniques, objectives and suggestions. 4. Status And Role Inconsistencies If an employee's role and status is not consistent, he/she will be frustrated. This is because of frequent change in role. status, and position creates confusion and dilemma in actual work environment. 5. Goal Difference Goal difference is goal inconsistency between individual to individual. The goal difference occurs due to individual differences in goals, objectives, needs and wants.Such goal difference between each and every employees leads to employee's frustration.

36. 6. Personal Background Everyone has his/her own family, societal, cultural background, and way of perception. If such backgrounds differ from the organizational culture, and working relationships, the individual may feel frustrated from the work. 7. Organizational Climate Organizational climate represents an overall working environment and relationship of the organization. Healthy and friendly environment helps to motivate people at work. On contrary, unhealthy and uncomfortable working environment leads to employee's frustration. 8. Lack Of Goal Harmony Goal harmony means a proper match between individual goals and organizational goals. A proper goal harmony creates improved job performance thereby resulting higher degree of motivation. Contrary to it, the lack of it creates employee's frustration. 9. Poor Staffing Staffing involves all activities necessary to create roles and responsibilities in organizational environment. But poor staffing results into less commitment. As a result of which, employees may be frustrated. 10. Lack Of Effective Personnel Policy If the organization is lacking an effective personnel policy, the employees will not commit themselves towards better performance. As a result, frustration occurs at work station. 11.Lack Of Incentive And Motivation Procedure The best incentive and motivation procedure helps to achieve high job satisfaction. But in case of its inadequacy, employees feel frustrated at work because they feel bored by performing hideous work.

37. With the application of following measures, the potential frustration can be reduced: 1. Effective Recruitment, Selection And Training The process of recruitment and selection makes available the potential incumbents in actual workstation who are fully capable of performing the tasks. Various training programs provide opportunities for them to learn different technical and administrative skills to do organizational activities. This makes them able to perform the activities effectively and efficiently. Hence, the potential frustration can be reduced. 2. Job Design And Work Management Job design helps assign appropriate roles and responsibilities to the capable individual. This matches right people at right place and time according to their knowledge, skills and abilities. This practice helps to reduce the potential frustration. Because the employees fully enjoy doing the assigned tasks. 3. Appropriate Personnel Policy An appropriate personal policy helps to organize a good and efficient working environment with the organization. Such environment provides opportunities for growth and development of various skills related to work performance. As a result of it, the potential frustration will be reduced and employees are motivated towards better performance. 4. Effective Communication Communication is known as a lifeblood for the organizational activities. It works as a channel in transferring necessary information from one person to another, or one work unit to another work unit. A properly designed network of communication provides the information relating to various activities of the job promptly and timely. Hence, it helps to reduce the potential frustration among the employees. 5. Participative Management Participative management is a technique pf motivating employees which revolves around many new ideas such as employees involvement, quality of work life, employee's empowerment, employee ownership, etc. Under this technique, employees ideas and inputs get considered in decision making process. It provides autonomy to employees which reduces potential frustration at work.

38. Elimination of Frustration Nobody likes to be frustrated, and situations that cause frustrations can pop up in a variety of ways, Step 1 – Identify Your Frustrations The first step is to think about everything in your business that causes you frustration and write it down.  Write down what annoys, bothers, or upsets you. Step 2 – Prioritize Your Frustrations The next step is to prioritize your list so you know which frustrations to focus on eliminating first.  Think in terms of how much time or money a frustration is costing you, and the frequency that a frustration occurs. Once you have your list prioritized you now have an order for eliminating them one by one. Step 3 – Determine the Root Cause of the Frustration determining the cause of the frustration.  A frustration often occurs because you are not getting a specific result you desire, so what is the cause of this? Step 4 – Build or Update your System to Eliminate the Frustration Once you have determined the root cause of the frustration, you can now work to create or update a system that eliminates the frustration and instead produces the new result you are after.

39. Performance appraisal Performance appraisal refers to the process of evaluating the performance or contribution of individuals and groups of the organization towards the objective and goal of an organization. It is the systematic description of the job-related strength and weakness of an individual or group. Also known as an "annual review," "performance review or evaluation," or "employee appraisal," A performance appraisal evaluates an employee’s skills, achievements and growth, or lack thereof.

40. Purpose of PA 1. Feedback to the employee :- 2. Training and development :- 3. Helps to decide promotion 4. Validation of selection process 5. Deciding transfers and lay off of the worker 6. Human resource planning and career development:-

41. Importance of Appraisal 1. Performance appraisal helps supervisors to assess the work performance of their subordinates. 2 . Performance appraisal helps to assess the training and development needs of employees. 3 . Performance appraisal provides grounds for employees to correct their mistakes, and it also provides proper guidance and criticism for employee's development. 4. Performance appraisal provides reward for better performance. 5 . Performance appraisal helps to improve the communication system of the organization 6 . Performance appraisal evaluates whether human resource programs being implemented in the organization have been effective. 7. Performance appraisal helps to prepare pay structure for each employee working in the organization. 8. Performance appraisal helps to review the potentiality of employees so that their future capability is anticipated..

42. Process of PA

43. Methods of PA Absolute standards is a method of performance appraisal used to evaluate the performance of an employee in comparison to standards established by the firm. Evaluation is done on an individual basis rather than comparing co-workers The following performance appraisal techniques can be categorized under absolute standards: 1) Essay Appraisal: - A qualitative form of absolute standards wherein the appraiser writes a narrative with the aim to describe the employee’s performance, including strengths, weaknesses, knowledge, potential etc. The statement is written for individual employees based on the organization’s expectations. Although the appraisers can freely express their thoughts, it is too time consuming. 2) Critical Incident: - A qualitative method where by behavioral traits exhibited by each employee are documented with the aim to evaluate performance as opposed to personality. Since actual behaviors are observed the appraisal is more objective, however negative incidents are more likely to be noticed and remembered compared to positive incidents. ( e.g Customer handled by CSD staff)

44. 3) Checklist Appraisal: - A simple questionnaire with Yes/No responses in which the appraiser checks off all the tasks that have been successfully completed by the employee. 5) Graphic Rating Scale: - A scale with a list of traits (for example reliability, teamwork) and a corresponding continuum of performance measures that range from “below expectations to role model”. The appraiser is expected to rate the level of performance for each given trait for individual employees. 6) Behavior Checklist: Listing of the essential work behavior in particular job. Behaviors are evaluated numerically. Eg . teacher behavior whihile teaching (Class control,)

45. Relative Standards Relative Standards or Forced Distribution is a performance appraisal method in which an evaluator rates employees according to a pre-determined distribution. Example Consider a group of 60 students in a classroom. The performance evaluation method specifies that only 10% students can be rated A+ and 5% students should be rated a D. The remaining students can be assigned grades between A and D+. This relative rating method separates high performers from average, below-average, and poor performers. Similarly, an organization defines its own bell-curve before the end-year performance appraisal. Managers are assigned a set of percentages in which high performers, average performers, below-average performers, and poor performers (4-point scale) are to be fitted. The bell-curve is generally a function-specific bell-curve in which employees in a same function, across the world, are a part of the same bell-curve to ensure parity. However, this method fails if all employees have a similar level of performance. For example, in an organization, all employees can be high performers, but the relative standards method requires to separate high performers from poor performers based on specified percentages. This might lead to the high performers, rated poorly, to quit the organization.

46. 360 degree appraisal 360 degree appraisal is a type of employee performance review in which subordinates, co-workers, and managers all secretly rate the employee. This information is then incorporated into that person's performance review. 360 feedback doesn’t actually focus on performance, but rather on all aspects that can be attributed to an employee’s behavior. In this way it can help the person improve their interactions, their communication, and in the end, their job performance.

47. A 360 degree appraisal has four stages in it: Self Appraisal Superior’s Appraisal Sub-ordinates Appraisal Peer Appraisal

48. Why is 360 feedback important? For Individual It is important as it gives the real picture of an individual. Way to find ‘blind spots’ (the differences between how you perceive yourself vs. how others perceive you) without adding strain to your professional relationships For Organization To get a better view of the performance and prospective of future leaders. To have a broad insight of developmental needs of manpower. To collect more feedback so as to ensure justice to the job performed by the employees.

49. MBO as Appraisal Method Management by objectives ( MBO ) is a strategic management model that aims to improve the performance of an organization by defining objectives that are agreed to by both management and employees. MBO appraisal methods differ significantly from other performance evaluation methods because MBO appraisals are typically used for employees in leadership roles. The reason is because MBO goals are explicitly tied to organizational success. Employees with leadership responsibilities -- managers, directors and above -- usually have duties that have direct correlation to their company’s success.

50. MBO begins with managers at the top of the company setting goals. Then managers and employees at each successively lower level develop their own goals. Employees’ goals are designed to support the goals of their own managers. In this way, the entire organization is linked together in the pursuit of objectives.

51. Advantage of MBO It helps build relationships between managers and employees. MBO includes a great deal of contact and communication between managers and their employees, which builds companionship, communication, and trust — all key elements in strengthening teamwork. It fosters a comfortable climate in the workplace. MBO helps build an atmosphere of respect and trust within a given department and beyond. Because managers work directly with employees to identify and solve problems, MBO improves the quality of decision-making and problem solving. It’s fair. Employees are evaluated on the basis of their performance and attainment of goals, which is regarded as fair and energizing. It’s quick and easy. Performance evaluation forms associated with MBO are a breeze to complete. Typically, they spell out each objective as established at the beginning of the cycle, and then provide a space for the manager to summarize the results.

52. Thank You….!