Motivation Definition

Motivation Introduction

Most Important and Challenging.

1. Motivating and rewarding employees is one of the most important and chalenging activites that managers do

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Get Maximum output.

Motivated employees will retain a high level ofinnovationwhile producing higher quality work at a higher level ofefficiency.

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How motivate?

managers need to know how and why ther are Motivated

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Quote:

At the end I quote the words of Jim ryum related to motivation now I am passing onto Shoaib he will elaborate further

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Motivation Definition

Energy Direction Persistence

Importance

Productive use of recoursesIncrease Efficiency and outputAchievement of goalsDevelopment of friendly relationshipStability of workforce

Productive use of recourses

Increase Efficiency and output

Achievment of goals

Development of friendly relationship

Stability of workforce

Maslows theory of maotivation

Maslows Theory of motivation

This is best known theory of motivation

There Is a hierarchy of five human needs

Hierarchy of Five Needs

Physiological NeedsSafety NeedSocial NeedEsteem needSelf actualization Need

Physiological Need

Need for foodNeed for waterNeed for shelter

Safety and Social Needs

Safety Needs

Social Needs

I-e. Need for Security and protection .Assurance of physiological needs.

Affection Belonging Friendship

Esteem Needs

Internal FactorslikeSelf respect,Self Autonomy

External FactorsLikeindividual's statusSelf recognition

Self Actualization

Need to become , what he/sheis capable of Accountantfinance ManagerLeader

Explanation of Theory

Lower order Needs

High order Needs

Explanation of Theory

Explanation of Theory

Criticism on the theory

Logical and easy to understandBut

Lack of empirical support

McClellands

David McClelland

McClellands Three-Needs Theory

David McClelland proposed that an individuals specific needs are acquired over time and are shaped by ones life experience

1st Need

Influence Competitive

The need to make others behave in a way that they would not have behaved otherwise

People who need personal power want to direct others, and this need often is perceived as undesirable.

People who need institutional power (also known as social power) want to organize the efforts of others to further the goals of the organization.

Managers with a high need for institutional power tend to be more effective than those with a high need for personal power.

2:People with a high need for affiliation need

Harmonious relationships with other people and need to feel accepted by othersThey tend to conform to the norms of their work group. High Affiliation individuals prefer work that provides significant personal interaction; they perform well in customer service and client interaction situations.

3rd Need:

They seek personal responsibility for finding solutions to problemsThey need rapid feedback on their performance; they are usually very frustrated by not receiving feedback, and the quicker the better.They are not gamblers but instead set appropriately challenging goalsThey want to stretch themselves, so they set goals that are challenging, but ones that they receive, they at least have a 50% chance of attaining