1 Motivation Dr Vasuprada Kartic For PGDCPM Batch IX NAC

What is motivation? It is the driving force behind all actions of an individual. Needs and desires of the individual have strong impact on the motivation behavior. It is also based on the emotions and achievement-related goals.

3 Definition Motivation is a process which begins with a physiological or psychological need or deficiency which triggers behaviour or a drive that is aimed at a goal or an incentive.

A motive is an internal activator or modifier. Motive or a drive is a complex state within an organism that directs behavior towards a goal.

It is an internal process that activates, guides, and maintains behavior over time. It can be a personality trait /characteristic where the individual may have lasting, stable interests in activities of their interest.

Human behavior is highly motive oriented. Biological needs such as hunger, thirst etc have to be satisfied and are high driving forces. Social motives such as achievement, affiliation etc also need to be satisfied.

Types of motivation Intrinsic motivation is something that is originating from within an individual. It is an internal process and individualistic. It can continue for longer and uninterruptedly. Ex : children playing Extrinsic motivation is dependent on the external motivating factors and conditions, it may not be permanent or long lasting. Ex: rewards for work.

Self worth and motivation Perception of self could be a major determinant in the motivation towards taking up of tasks. Doing things which we believe can be achieved by us. Avoiding and not trying tasks which we believe cannot be achieved.

Achievement related behaviors Task involvement: it is a motivational state in which the person is focussed on learning skills and acquiring knowledge. Ego-involvement : this is when someone strives to attain mastery and demonstrate superiority.

10 Session Overview In dealing with employees, an intangible factor of will or freedom of choice is introduced and employees can increase or decrease their productivity as they choose. This human quality gives rise to the need for positive motivation. An employee’s performance can be defined as being determined by the interaction between ability and motivation:

Performance=Ability x Motivation The first(Ability) determines what he can do, the second (Motivation)determines what he will do. Therefore motivation is the key element in management of employees.It is of utmost importance.

12 Learning Objective By the end of this session,the learner will be able to understand the need for motivating employees to perform to the best of their ability and various methods which supervisors should use for keeping the employees positively motivated.

13 Basic Concepts Motivation is the consequence of an interaction between the individual and the situation. People who are “motivated” exert a greater effort to perform than those who are ‘not motivated’. Motivation is the willingness to do something. It is conditioned by this action’s ability to satisfy some need for the individual

14 Motivational process  Unsatisfied need  Tension  Drives  Search behaviour  Goal achievement  Need satisfaction  Reduction of tension

15 Types of Motives Primary Motives General Motives Secondary Motives

16 Primary Motives Hunger Thirst Clothing Sleep Maternal concern

17 General Motives Motives which can not be termed primary or secondary Primary needs try to reduce the tension or stimulation whereas the general need induces the individual to enhance the amount of stimulation. Also called stimulus motives-Love,concern and affection.

18 Secondary Motives Learned drives become secondary motives Includes  Curiosity  Manipulation

19 Achievement drive The desire of an individual to perform in terms of a particular standard of excellence or the desire to be successful in competitive situations.

20 Specific characteristics of a high achiever Takes moderate risks. Prefers immediate feedback Derives satisfaction on the successful accomplishment of a task Has total concentration or preoccupation with the assigned task

21 Theories of Motivation Some important theories :  Maslow’s Hierarchy of Needs Theory  Mcclelland’s Achievement Motivation Theory  Herzberg’s Motivation-Hygiene theory  Expectancy Theory

Maslow’s theory of Motivation

23 Maslow’s Hierarchy of Needs Theory  Works on the assumption that the behaviour of individuals at a particular moment is usually determined by their strongest need.  Based on hypothesis that within every human being there exists a hierarchy of five needs.

24 Maslow’s Hierarchy of Needs Theory(contd) Five needs: 1. Physiological : Basic needs of hunger, thirst, shelter, sex and other body needs. 2. Safety: security and protection from physical and emotional harm 3. Social: affection, belongingness, acceptance and friendship 4. Esteem: Need for both self esteem(self respect, autonomy and achievement) and external esteem (status, recognition and attention) 5. Self-actualization the drive to become what one is capable of becoming: includes growth, achieving one’s potential, self fulfillment.

25 Mcclelland’s Achievement Motivation Theory Based on recognition of three needs in work-place situations:  Need for achievement  Need for affiliation  Need for power

26 Herzberg’s Motivation-Hygiene theory Based on the conclusion that people have two different categories of needs: o Hygiene factors o Motivating factors

Rti, Jammu 27 Expectancy Theory This theory argues that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of the outcome to the individual. It includes three variables:

Rti, Jammu 28 Expectancy Theory 1. Attractiveness: the importance that the individual places on the potential outcome or reward that can be achieved on the job. This considers the unsatisfied needs of the individual. 2. Performance-reward linkage: the degree to which the individual believes that performing at a particular level will lead to the attainment of each job outcome

Rti, Jammu 29 Expectancy Theory 3. Effort –performance linkage: the perceived probability by the individual that exerting a given amount of effort will lead to performance.

Rti, Jammu 30 MBO approach to Motivation System of management that emphasizes on a particular set of goals that are tangible, verifiable and measurable. It is the method by which managers and employees jointly set goals for work performance and personal development, periodically evaluate the employee’s progress towards achieving these goals and integrating of individual, team, departmental and organizational goals.

Rti, Jammu 31 Management by Objective process Goal setting Subordinate participation Implementation Performance appraisal and feedback

Rti, Jammu 32 Motivation programmes for employees Monetary Incentives (Not so relevant for Government employees)

Rti, Jammu 33 Motivation programmes for employees Non Financial Motivation Programme s

Rti, Jammu 34 Non Financial Motivation Programmes Employee recognition programmes Employee involvement programmes Employee participation Job enrichment and job excitement Delegation

Rti, Jammu 35 Strategies for Motivating subordinates Reward risk taking instead of risk avoiding

Rti, Jammu 36 How to convert risk avoiders into risk takers? Teach people that intelligent errors are part of the cost of progress. Use yourself as an example. Celebrate both successes and setbacks. Encourage smart risks, not foolish chances

Rti, Jammu 37 Strategies for Motivating subordinates Reward creativity instead of mindless conformity

Rti, Jammu 38 How to create a climate to encourage new ideas ? Tolerate failure Create a relaxed informal work environment Encourage competition

Rti, Jammu 39 Strategies for Motivating subordinates Reward decisive action instead of paralysis by analysis

Rti, Jammu 40 Helpful tips for taking effective decisions Write down the decision you have to make as clearly and simply as you can and set a deadline for making it If you need to further analyse alternatives, use the balance-sheet approach Obtain the best information you can within the time-limits. Take action, or reward those who do

Rti, Jammu 41 Strategies for Motivating subordinates Reward smart work instead of busy work

Rti, Jammu 42 How to convert actors into producers? Make sure to have the right person for the job Define each job’s limits. Beware of proceduritis If people have finished their work, let them go home

Rti, Jammu 43 Strategies for Motivating subordinates Reward simplification instead of needless complication

Rti, Jammu 44 Strategies for Motivating subordinates Reward quietly effective behaviour instead of squeaking joints

Rti, Jammu 45 How to encourage effective behaviour Seek quiet employees and resolve to spend time encouraging and rewarding them. Keep alert for squeaking joints and do not oil them

Rti, Jammu 46 Qualities of dependable employees  They are rarely, if ever, absent.  They work well under pressure  They consistently turn out high-quality work on time  They do not constantly pester others for advice and guidance. They are so quiet and unassuming that one hardly knows they are there except for their good work.  They produce many more answers than problems.

Rti, Jammu 47 Strategies for Motivating subordinates Reward working together instead of working against

Rti, Jammu 48 How to build good teams?  Create self managed work teams and ensure that: Each team is assigned a significant piece of work Work environment is arranged to foster plenty of communication and interaction between members of the team Jobs should be made interdependent

Rti, Jammu 49 Remember  Six important words are “ I admit I made a mistake”  Five important words are” You did a good job”  Four important words are “ What is your opinion?”  Three important words are “Let’s work together.”  Two most important words are “ Thank you”  Single most important word is ”WE”.

50 Thank you Be a good motivator