45 45 motivation

8/7/2019 45 45 Motivation

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MOTIVATION Institution: Vidya Vikas. Faculty: Mr. Sharma. By Ashok Singh Rana.

"The photographs, videos and press clippings really domotivate me - no matter how frustrating some days maybe!- Quote.


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MOTIVATION-DEFINED.

y Motivation is the set of reasons that determines oneto engage in a particular behavior. The term is

generally used for human motivation but,theoretically, it can be used to describe the causesfor animal behavior as well. This article refers tohuman motivation. According to various theories,motivation may be rooted in the basic need tominimize physical pain and maximize pleasure, or itmay include specific needs such as eating and resting,or a desired object, hobby, goal, state of being, ideal,or it may be attributed to less-apparent reasons suchas altruism, morality, or avoiding mortality.


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MOTIVATION.


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MOTIVATIONAL CONCEPTS.y A reward, tangible or intangible, is presented after the occurrence of an

action (i.e. behavior) with the intent to cause the behavior to occuragain. This is done by associating positive meaning to the behavior.Studies show that if the person receives the reward immediately, theeffect would be greater, and decreases as duration lengthens.

Repetitive action-reward combination can cause the action to becomehabit. Motivation comes from two things: you, and other people. There isextrinsic motivation, which comes from others, and intrinsic motivation,which comes from within you.

y Rewards can also be organized as extrinsic or intrinsic. Extrinsicrewards are external to the person; for example, praise or money.Intrinsic rewards are internal to the person; for example, satisfactionor a feeling of accomplishment.

y

Some authors distinguish between two forms of intrinsic motivation: onebased on enjoyment, the other on obligation. In this context, obligationrefers to motivation based on what an individual thinks ought to be done.For instance, a feeling of responsibility for a mission may lead to helpingothers beyond what is easily observable, rewarded, or fun.

y A reinforcer is different from reward, in that reinforcement isintended to create a measured increase in the rate of a desirablebehavior following the addition of something to the environment.


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INTRINSIC & EXTRINSICMOTIVATION.y Intrinsic motivation occurs when people engage in an activity, such as a hobby, without

obvious external incentives. Intrinsic motivation has been explained by Fritz Heider'sattribution theory, Bandura's work on self-efficacy, and Ryan and Deci's cognitiveevaluation theory. People are likely to be intrinsically motivated if they:

y Believe they can be effective agents in reaching desired goals (i.e. the results are notdetermined by luck),

y Are interested in mastering a topic, rather than just rote-learning to achieve goodgrades.y In knowledge-sharing communities and organizations, people often cite altruistic

reasons for their participation, including contributing to a common good, a moralobligation to the group, mentorship or 'giving back'. In work environments, money mayprovide a more powerful extrinsic factor than the intrinsic motivation provided by anenjoyable workplace.

y In terms of sports, intrinsic motivation is the motivation that comes from inside theperformer. That is, the athlete competes for the love of the sport.

y

Extrinsic motivation comes from outside of the performer. Money is the most obviousexample, but coercion and threat of punishment are also common extrinsic motivations.y In sports, the crowd may cheer the performer on, and this motivates him or her to do

well. Trophies are also extrinsic incentives. Competition is often extrinsic because itencourages the performer to win and beat others, not to enjoy the intrinsic rewards ofthe activity.

y Social psychological research has indicated that extrinsic rewards can lead tooverjustification and a subsequent reduction in intrinsic motivation.


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MOTIVATIONAL THEORIES.y Drive theoryy There are a number of drive theories. The Drive Reduction Theory grows

out of the concept that we have certain biological needs, such as hunger. Astime passes the strength of the drive increases as it is not satisfied. Thenas we satisfy that drive by fulfilling its desire, such as eating, the drive's

strength is reduced. It is based on the theories of Freud and the idea offeedback control systems, such as a thermostat.y There are several problems, however, that leave the validity of the Drive

Reduction Theory open for debate. The first problem is that it does notexplain how Secondary Reinforcers reduce drive. For example, money doesnot satisfy any biological or psychological need but reduces drive on aregular basis through a pay check second-order conditioning. Secondly, ifthe drive reduction theory held true we would not be able to explain how ahungry human being can prepare a meal without eating the food before they

finished cooking it.y However, when comparing this to a real life situation such as preparing food,one does get hungrier as the food is being made (drive increases), and afterthe food has been consumed the drive decreases. The only reason the fooddoes not get eaten before is the human element of restraint and has nothingto do with drive theory. Also, the food will either be nicer after it is cooked,or it won't be edible at all before it is cooked.


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THREE ELEMENTS OFMOTIVATION.

y Motivation starts with the desire to be free, to be free from dependency onothers, freedom to live the lifestyle we dream of, freedom to explore ourideas. Total freedom is not possible or desirable, but the struggle to achievethat ideal is the basis for motivation.

y Motivation is built on three basic elements:1. Motivation starts with a need, vision, dream or desire to achieve the

seemingly impossible. Creativity is associated with ideas, projects and goals,which can be considered a path to freedom.

2. Develop a love-to-learn, become involved with risky ventures and continually

seek new opportunities. Success is based on learning what works and doesnot work.3. Developing the ability to overcome barriers and to bounce back from

discouragement or failure. Achievers learn to tolerate the agony of failure.In any worthwhile endeavor, barriers and failure will be there. Bouncing backrequires creative thinking as it is a learning process. In addition, bouncingback requires starting again at square one.


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MASLOWS METHOD:EMPLOYEE MOTIVATION.

y A managers ability to motivate starts earlier than most people think with employee selection. Thehiring of employees that are self-motivated is crucial to the success of any business. If an employee ismotivated from within, then the motivator aspect of a managers job is less difficult. As with manyideas, this easier said than done. With the legal restraints today in regard to discrimination,managers often give up trying to make good hiring decisions for fear of discriminating illegally.Therefore, most managers have become solely reliant on intuition during the hiring process. The trickseems to be to try to hire those that are motivated to do what is best for the organization without

discriminating against those who may be motivated, but not to work, and those that have the skillsnecessary for a position but lack the motivation all together. Its is this challenge that will puzzletodays managers and those of tomorrow.

y Maslow developed a hierarchy of needs or an order of needs that need to befulfilled in each person. If a manager embraces Maslows hierarchy, he/she willmotivate employees, keeping the order of needs in mind. The hierarchy of needsis shown below:

1. Self actualization need to grow and use abilities to the fullest; highest need.2. Esteem need for respect, prestige, and recognition from others as well as self

esteem and personal sense of competence.3. Social need for love, affection, and belongingness in ones relationships withothers.

4. Safety need for security, protection, and stability in the personal events ofeveryday life.

5. Physiological most basic of human needs; need for food, water, and sustenance.Using this theory, managers can use the hierarchy to motivate people bysatisfying the most important needs.


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HOW TO WIN THERACE OF LIFE.1. Set a major goal, but follow a path. The path has mini goals that go in many

directions. When you learn to succeed at mini goals, you will be motivated tochallenge grand goals.

2. Finish what you start. A half finished project is of no use to anyone.Quitting is a habit. Develop the habit of finishing self-motivated projects.

3. Socialize with others of similar interest. Mutual support is motivating. Wewill develop the attitudes of our five best friends. If they are losers, we willbe a loser. If they are winners, we will be a winner. To be a cowboy we mustassociate with cowboys.

4. Learn how to learn. Dependency on others for knowledge supports the habitof procrastination. In fact, when we learn the art of self-education we willfind, if not create, opportunity to find success beyond our wildest dreams.

5. Harmonize natural talent with interest that motivates. Natural talentcreates motivation, motivation creates persistence and persistence gets thejob done.

6. Increase knowledge of subjects that inspires. The more we know about asubject, the more we want to learn about it.

7. Take risk. Failure and bouncing back are elements of motivation. Failure is alearning tool. No one has ever succeeded at anything worthwhile without astring of failures.


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EMPLOYERS ROLE INENCOURAGEMENT.y Employee Incentive Programs -

Hard Work Has Its Rewards.y Improve Performance with Employee Surveys-y Gain Critical Employee Feedback with Powerful and Easy to Use EPM Survey Software from Inquisite.y Hire smart-

The best place to start, of course, is with good hiring practices.y One size does not fit all-

The second key to remember is that employees are individuals and therefore not all motivated by the samethings.

y Share the vision-Another way to motivate agency employees is to share the agency's plans.

y General Ration's rule-Gen. George S. Patton summed up the next rule best when he said, "Never tell people how to do things. Tellthem what to do and they will surprise you with their ingenuity."

y Rewards and risks-

Consider the risk/reward factor and carefully match the reward to the achievement (or risk).y Minimum standards-The risk/reward factor presumes that monetary rewards motivate all employees, but that is not true. Irecommend that all agencies establish minimum performance standards for all positions.

y Peer pressure-Peer pressure in the right environment can be the best motivator.

y SIDEBAR-Remember that employees are individuals and therefore not all motivated by the same things.


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OVERCOMINGFAILURE.

y Failure Can Be Positive or Negativey Failure is a learning tool. Thomas Edison failed a thousand times before he invented the light

bulb. Failure is trying to do things others have not considered. It is a temporary byproductof creativity. It is challenging the learning process. It is experiential education at work. Thereal winners in life tolerate failure and the agony it produces. Success is achieved by thosewho are willing to take risk and lose.

y

Many people choose to engage in occupations and activities that are safe and conventional.They do not deliver satisfaction, fulfillment or joy in living. Their real failure is failing tomove in the directions of their dreams.

y If everything you do works, you are not trying hard enough.y Failure is a learning tool. Our first reaction to failure is to blame anyone/anything but

ourselves. If we perceive others are to blame, then there is nothing we can do to correct theproblem. We cannot change peoples personalities, neither can they change ours. If weassume responsibility, then we can analyze what went wrong and take corrective action. Thisis the art of bouncing back from failure.

y Failure is discouraging, it drains energy and resources, but it forces us to do things right.Failure separates those who think they want success from those who are determined to win.Failure narrows the playing field. The first people out are those that blame others, next outare those who lost interest. The weak go first. The strong learn to hang in there and keepbouncing back until they win.

y Sometimes failure is telling us we are going in the wrong direction. Heres the dilemma. If wegive up, is it because we were going in the wrong direction or because we gave up? The onlyway to tell is to abandon the project or put it to rest for a time. Very often, this is forced onus because we are out of money or resources. When the mind is free of pressures, realisticplanning emerges. This lull was not wasted, it had great benefit, it is the art of redirection.When you try again, chances are you will get it right. New outlooks is the result of bouncingback from failure.


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TAKE RISK.y For some reason, man has a natural desire to fail. This desire is difficult to

identify because it is fulfilled in subtle ways. For example: People will max-outcredit cards on trivia, creating debts that makes it impossible to fulfill theirdeepest dreams. They gamble when they know the odds are against them.

y A habit of success requires the ability to recognize elements that destroy. Theman that makes $30,000 fears risk. The man who makes $1,000,000 accepts risk.In the early stages, everyone in subtle ways fears risk and failure. Fears,whatever they are, must be faced up too and dealt with. Fantasizing can helpaccomplish this by creating a burning desire that is more powerful than fear.

y Leaders, who demand control over others, are teaching them to fail andultimately themselves. It is easy to control people who accept the belief that

they are failures. In this situation, the motivation tool is reward and punishment.The intent may be to motivate people to cooperate, but very often the resultsremind people they are failures and many accept this as fact. Disciplinary actionmeans internal motivation has not worked and external motivation is reverted to.In business, the long-term results could be deadly. Self-fulfilling prophecy takesover.


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MOTIVATING YOURSELF BYMOTIVATING THE WORLD.y Never this word was so important in organization as it is on this XXI century. Motivation

drives to ideas, drives to communication and drives to getting things done. Ive seen manyplaces ad many teams that it made a difference. It is better to have a motivated person thatknows only half of a really non motivated one. While the motivation of this person will takeher to do the extra mile, the non motivated will do less and try to drag others with them.

y As a peer, team lead or manager it is important that you stick together. Be the point person,

try to address the issues and motivate others (and get motivated by them).y This attitude will bring your team close together and your ability to motivate others is often

recognized as a great virtue.

y Complicated things usually fail in complicated ways. Start from the obvious although thesaying usually prevails.

y If it is complicated explain it in a very simple way like if your audience is 5 years old but ina rush.

y

Dont be afraid of small projects and share small ideas. They sometimes are small but theycan mean something and become great ideas!y Please when you have a simple project to implement do not make it hard to understand just

to look good. People buy it once but it wont look good a second time.y Ideasideasideas They are the future of this business and dont be afraid of your

creativity. Phrase it well and go for it!


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EMPLOYEERETENTION.y To maintain a stable workforce, employers must actively engage

their employees in different retention activities. These canrange from customized compensation packages to the age-oldfamily picnic. Whatever the case, people need to feel wanted,valued and appreciated. They want to do meaningful work andhave some say in how their jobs are designed, managed andmeasured. And when these psychological needs are met, researchshows that they'll be more apt to stick around. It's up to you tomotivate them.

y Employee retention strategies, in some shape or form, have beena topic of interest for about as long as business itself, butstudying the psychological nuances of the issue began gaining

prominence in the early part of the 20 century as theoristsbegan linking motivation to meeting needs. Since dien, ascompetition in the business world has intensified, motivation andemployee retention have been under the microscope ever since toget a leg up on enhancing workforce support for key corporateinitiatives.


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CONCLUSION??y Motivation management is a modern, practical approach that will be

useful to management trainers and trainees. Also, it will be a good guidein solving motivation problems within an organization. In reality, it doesnot add significantly to the theories of Pavlov, Maslow, McClelland,Herzberg, and Vroom. It seems to borrow a little from each of theirworks on motivation.

y Motivation is a continuous challenge among managers today. Theproblems and solutions to motivation problems can be complex to say theleast. Tools and ideas are available to managers and leaders to help withmotivation. Studying the timeless theories of Herzberg, McClelland,Vroom, Pavlov, and Maslow can provide ideas and solutions to motivation

problems. Motivation management and the individual motivation profileare also useful tools in discovering how to motivate certain individuals.Improving motivation starts with employee selection and highorganizational expectations. Managers that utilize these tools and ideascan be successful motivators.

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