Motivation is a complex process that initiates and directs behavior. It can be intrinsic or extrinsic, and is influenced by both internal and external factors. Key theories of motivation include Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's achievement motivation theory. Effective motivation techniques include job enrichment, flexible work schedules, employee involvement in decision-making, and variable pay programs.
7. It is Continuous unending process
It is goal oriented behavior
It can be positive or negative motivation
It can be financial and nonfinancial
motivation
It is an internal feeling of an individual
It is a complex process
11. JOB
• FEEDBACK,WORKLOAD
• TASK –VARIETY, SCOPE.
WORK
SITUATI
ON
• SUPERVISOR
• TEAM MEMBERS
ORGANIS
ATION
ACTION
• REWARDS, AVAIL OF TRAINING
• PRESSURE BY HIGHER LEVEL
12.
13. HERZBERG’S MOTIVATION- HYGIENE THEORY
MASLOWS
MCGREGOR
ERG THEORY
CHOICE THEORY
GOAL SETTING THEORY
REACTANCE THEORY
SELF EFFICACY THEORY
14. EXISTANCE NEEDS
–Staying alive and
safe
RELATEDNESS
NEED - concerned
R/s with people &
what they think on
us
GROWTH NEE DS–
being creative for
ourselves & envt
15. The hygiene factors do little contribution
to provide job satisfaction. He called them
"dissatisfiers' as their absence cause
dissatisfaction but their presence is not
motivating but only prevent dissatisfaction.
The hygiene factors meet man's needs to
avoid unpleasantness but do not motivate
them to take more interest in the work.
(FRIEDERICK HERZBERG 1968)
16. It act as forces of job satisfaction. They
create positive and a longer lasting effect on
employee’s performance and are related to
work itself. Adequate provision of such
factors (called satisfiers) make people happy
with their jobs because they serve man's
basic needs for psychological growth. In
addition, they also motivate employees in
their work.
19. ESTEAM,ACTUALISATIO
Recognition, DM
CREATIVE , CONTROL
TO ENVT, USE SKILL
SOCIALNEEDS
Iipr,picnic,sports
SAFETY NEEDS
SAFE
ENVT,SECURITY,
INSURENCE
PHYSIOLOGICAL
NEEDS
SALARY,BREAKS,
ENVT
20.
21. Avoid
responsibility,work
Dislike work
Must be directed
Little ambition
Need threat
Close supervision
Reward and
punishment
THEORY
X
Like & enjoy work
Self directed
Seek responsibility
Imaginative,creative
General supervision
Partiticipate in
problem solving
THEORY
Y
22. People are motivated to
understand the causes of behavior.
Attribution theory seeks to explain
how and why people make these
causal attributions.
Attributions - are the reasons we
give for our own and others
behaviors.
23. Fritz Heider argued that there are two general
types of attributions that people make:
◦Personal attributions
◦Situational attributions
24.
25. Explanations in terms of personal
characteristics. For example:
◦ “The baby must be a happy baby.”
Other examples:
◦ “He scored well on the exam
because he is smart.”
26. Explanations in terms of
situational factors. (How behavior
caused by a situation)
◦“Someone must have just played
with the baby .”
Other examples:
◦“He scored well because it was an
easy test.”
27. DIRECTIONAL GOAL -Particular conclusion
ACCURACY GOAL – Accurate conclusion
PERFORMANCE GOAL – Avoiding mistakes ,
being judged
MASTERY GOAL - Developing new skill
28. Deals with pushing too hard to get
what you want from staff and get
more opposite. E.g.)
“DO NOT WRITE ON THESE WALL UNDER ANY
CIRCUMFERANCE”
“PLEASE DON’T WRITE ON THESE WALL”
Pennibaker & Sanders 1976
29. It is belief in ones ability to perform
adequately has proved to be a more
consistent predictor of behavioral outcome
than other motivational constructs.(* Control
over the thoughts)
Provide incentive
Resources
Help remove social constraints
BANDURA 1986
30. 1. Enactive mastery – if you’ve performed task in
the past, you can do it again
2. Vicarious modeling – you become more
confident because you see someone else do
the task
3. Verbal persuasion – you become more
confident because someone convinces you that
you have the skills necessary to perform task
4. Arousal – if you get “psyched up” then you
perform better
32. People with high need for power They can be
motivated to perform if they are given key
positions or power positions.
In the second category are the people who
are social in nature. They try to affiliate
themselves with individuals and groups. They
are driven by love and faith. They like to build
a friendly environment around themselves.
Social recognition and affiliation with others
provides them motivation.
33. People in the third category are driven by the
challenge of success and the fear of failure. Their
need for achievement is moderate and they set
for themselves moderately difficult tasks. They
are analytical in nature and take calculated risks.
Such people are motivated to perform when they
see atleast some chances of success.
McClelland observed that with the advancement
in hierarchy the need for power and achievement
increased rather than Affiliation. He also
observed that people who were at the top, later
ceased to be motivated by this drives.
34. Need for Achievement (nAch) – drive to excel, to
achieve in relation to a set of standards
Need for Affiliation (nAff) – the desire for friendly
and close interpersonal relationships
Need for Power (nPow) – need to make others
behave in a way in which they would not have
behaved otherwise (to have power over them)
35. 1. Job rotation: This is also known as cross
training. It can be effective for employees that
perform repetitive tasks in the job. This allows
the employees to learn new skills by shifting
them from one task to another.
2. Job enlargement: is a motivation technique
used for employees that perform a very few and
simple tasks. It increases the number and variety
of tasks that the employee performs, resulting in
a feeling of importance
36. 3. Job enrichment: this method increases the
employees control over the work being
performed. It allows the employees to control
the planning, execution and evaluation of
their own work, resulting in freedom,
independence and added responsibility.
4. Flexible time: this allows the employees to
choose their own work schedule to a certain
extend.
5. Job sharing: a less common method but
very effective in preventing boredom. It
allows employees to share two different jobs
37. 6. Employee involvement: people want to feel
like they are a part of something. Letting the
employees to be more active in decision-
making related to their job makes them feel
valued and important to the company and
increases job motivation.
7. Variable pay programs: merit based pay,
bonuses, gain sharing, and stock ownership
plans are some good motivators for
employees. They should be offered as an
incentive or reward for outstanding
performance.
