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Motivation in Organization Behaviour

Presented by

Mallikarjun M. MaradiMallikarjun M. MaradiAssistant Professor,

Dept. of Studies in Commerce, Rani Channamma University, PG Centre,

Torvi, Vijayapur-586108

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Motivation

Internal and external factors that stimulate desire and energy in people to be continually interested and committed to a job, role or subject, or to make an effort to attain a goal.

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Motivation

• Motivation is derived from the Latin word movere, “to move.”

• The Merriam-Webster dictionary defines motivation (root motive) as “something (as a need or desire) that causes a person to act” while motivate is defined as “the object influencing a choice or prompting an action.”

• Motivation is the vital link between knowing and doing, thinking and action, bwtn competence and performance.

Psychological processes that cause the arousal directiondirection, and persistence of voluntary actions persistence of voluntary actions that are goal directed.

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Motivation: Its Basic Components

Desire tomake a goodimpression

ArousalArousal DirectionDirection MaintenanceMaintenance GoalGoal

Goodimpression

made

Compliment work P

ersist

Work extra hard PersistDo special favors Persist

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Definition of motivationStephen RobbinsStephen Robbins:

The willingness to exert high levels of efforts towards organizational goals, conditioned by the efforts, ability to satisfy some individual goals.

Koontz and O Donnell: Koontz and O Donnell: Motivation is a general term applying to the centre class of drives, needs, wishes and similar forces.

Robert Dubin:Robert Dubin:The complex of forces starting and keeping a person at work in an organization.

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Franken : Motivation is a combined effort of arousal, direction, intensity and persistence of voluntary actions that are goal directed.

Michael J. Juicus: The act of stimulating someone or oneself to get a desired course of action.

Lewis Allen: Lewis Allen: Motivation is the work a manager performs to inspire, encourage and impel people to take required nation.

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Nature of Motivation

Behavior is purposive rather than random

Motivation arouses people to do something (do something different)

Motivation causes people to focus on a desired end-result or goal

Motivation fuels the persistence needed to exhibit sustained effort on a task

Arousal of behavior and directions

Persistence (sustained) of behavior

Homeostatic and non homeostatic behavior

Leaned or social motives (desire for novelty, power, achievement, social affiliation and social responsibility).

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It attributes:1.Motivation is internal feelings2.Motivation is related to needs 3.Motivation produces goal directed behavior4.Motivation can be either positive or negative

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•  An in-depth study of needs, goals, and expectations.• It can be augmented by providing services and programs designed

to cater to the needs and hopes of members.• Workers will tend to be efficient as possible by improving upon

their skills and knowledge • Perform through ability to work and willing to work.• Motivation contributes to good industrial relations • Motivation is the best remedy for resistance to change• Motivation facilitates the maximum utilization of all factors of

production• Motivation promotes a sense of belonging among the workers• Motivation helps to grow and develop• Performance depends on a variety of factors of motivation

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A Job Performance Model of Motivation

Ability, Job knowledgeDispositions & Traits

Emotions, Moods, &AffectBeliefs & Values

Individual Inputs

Physical EnvironmentTask Design

Rewards & ReinforcementSupervisory Support &

CoachingSocial Norms

Organizational Culture

Job Context

Arousal Attention Intensity & & Direction Persistence

Motivational Processes

MotivatedBehaviors

Skills

Enable, Limit

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A Job Performance Model of Motivation (cont.)

Individual Inputs

Job Context

Motivational Processes

Focus: Direction, What we doIntensity: Effort, how hard we tryQuality: Task strategies, the way we do itDuration: Persistence, how long we stick to it

Skills

Enable, Limit

Performance

Motivated Behaviors

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Motivation Theories• Content theories – focus on factors within the person that

energize, direct, sustain, and stop behavior. They attempt to determine the specific needs that motivate people

• Process theories – describe and analyze how behavior is energized, directed, sustained and stopped by factors external to the person.

• Within a person, individual need deficiencies activate tensions that trigger a behavioral response. Managers should:– Determine what needs trigger performance– Offer meaningful rewards to satisfy needs– Know when it is appropriate to offer rewards– Adapt to people’s changing needs

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Motivation Theories1. Hierarchy of Needs (Maslow) - content2. Mcgregor’s theory of X and Y 3. Two-Factor Model (Herzberg) – content(happy)4. McClelland’s needs Theory - content5. Expectancy Theory (Vroom) - process6. Job Design (Enlargement, Rotation, Enrichment)7. Equity Theory (Adams) - process8. Reinforcement Theory – process9. Satisfaction and performance theory(Porter and Lawler)10. Self-Efficacy Theory (Bandura)11. Job Characteristics Model (Hackman & Oldham)12. Empowerment (Spreitzer)13. Goal-Setting (Locke) - process

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1. Maslow’s Need Hierarchy

PhysiologicalMost basic need.

SafetyConsists of the need to be safe.

LoveThe desire to love and be loved.

EsteemNeed for reputation, prestige, and recognition from others.

Self-ActualizationDesire for self-fulfillment.

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Critical analysis of Maslow’s theory

1. Every person try to satisfy his needs in some order(may not follow hierarchy)

2. Some people may deprived of their lower needs but may try for self authorizing needs. Gandhijee

3. Some persons for whom self esteem needs are more imp than social needs.

4. Some people don't care for job security but care for social needs

5. There is no direct cause effect relationship btn need & behavior6. Level of satisfaction is differ from person to person.

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2. Mcgregor’s theory of X and Y

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• Different people can be motivated differently• The theory does not describe how to motivate• The theory show too much emphasis on

informal process

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3. Two-Factor Model (Herzberg) -content

• The two-factor theory developed from data collected by Herzberg from interviews with 203 engineers and accountants in the Pittsburgh area.

• Views on job satisfaction• Extrinsic conditions or job context include pay, status, working conditions.

The presence of these conditions does not motivate the person but the absence results in dissatisfaction. Also called hygiene factors

• Intrinsic conditions or job content include feelings of achievement, increased responsibility and recognition. The absence does not lead to dissatisfaction but when present they build levels of motivation that result in good job performance. Also called motivators.

• Requires an enriched job to motivate employees

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• Less importance to pay, status or interpersonal relationship

• Herzberg’s model is not applied in all conditions.• Theory has limitations in general acceptability

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1. Need for Achievement- motivated people desire to excel and accomplish something difficult. tasks of moderate ability that they can achieve(moderate risk) situations in which their performance is due to their own

efforts(accomplishment) more feedback on their success and failures than do low achievers Preoccupation with the risk

2. Need For Affiliation: Desire to spend time in social relationships and activities.

3. Need For Power: Desire to influence, coach, teach, or encourage others to achieve.

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Critic of McClelland’s Need Theory

• When a need is strong, its effect is to motivate the person to use behavior to satisfy the need.

• Differences in needs based on culture, economic background and gender

• Can adult behaviors be changed or is motivation developed in childhood?

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• Victor Vroom suggested that an individual will behave in a certain way based upon the belief (expectation) that a specific act will be followed by a desired reward (valence) once the act has been completed (instrumentality).

• He expressed his expectancy theory of motivation in terms of a mathematical formula: Motivation = Valence × Expectancy × Instrumentality. If any one of the three factors is nil, the overall score will be zero, and there will be nil motivation.

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6. Job Design (Enlargement, Rotation, Enrichment)

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7. ERG theory of motivation (Alderfer)

• Existence – needs satisfied by factors such as food, air, water, pay, and working conditions

• Relatedness- needs satisfied by meaningful social and interpersonal relationships• Growth – needs satisfied by creative contributions• In addition to satisfaction-progression hierarchy, there is frustration-regression.

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Comparison of Maslow’s, Alderfer’s, Herzberg’s, and McClelland’s motivation theories

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8. Equity theory of motivation

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Equity theory was developed in the early 1960s by J. Stacy Adams (1965) to focus on social justice or the fairness of social exchanges

(what we get and receive from relationships). Equity theory emphasizes the effects of thoughts, perceptions, and judgments in motivation.  

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• Reinforcement theory of motivation was proposed by BF Skinner and his associates.

• It states that individual’s behaviour is a function of its consequences. It is based on “law of effect”, i.e, individual’s behaviour with positive consequences tends to be repeated, but individual’s behaviour with negative consequences tends not to be repeated.

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9. Reinforcement theory

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10. Satisfaction and performance theory(Porter and Lawler)

• This model of motivation although based on the expectancy theory, is probably the most complete theory of workplace motivation. It is an integrated approach that includes elements of nearly all the other motivation theories.

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11. Self-efficacy theory of Alberta Bendura• Self-efficacy theory was originated from Social Cognitive theory by

Alberta Bendura.• Self-efficacy is the belief that one has the power to produce that effect

by completing a given task or activity related to that competency.• Self-efficacy relates to a person’s perception of their ability to reach a

goal. • It is the belief that one is capable of performing in a certain manner to

attain certain goals.• It is the expectation that one can master a situation, and produce a

positive outcome.• Self-efficacy is an important concept in positive psychology.• Self-efficacy relates to a person’s perception of their ability to reach a

goal, whereas self-esteem relates to a person’s sense of self-worth.34

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Effective CommunicationThe word ‘communication’ is derived from the Latin word

‘communicare’, Which means ‘to make common, to share, to transmit or to impart’.

Communication is a process of exchanging information, ideas, thoughts, feeling and emotions through speech signals, writing or behavior. In communication process, a sender encodes a message and then using a medium and send it to appropriate feedback using a medium

Process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behavior

For communication to be effective, there has to be both information and meaning. And meaning requires communication. - Peter F. Drucker

Purposive interchange, resulting in the workable understanding and agreement between the sender and receiver of a massage.– George Vardman

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Objectives of Communication

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Communication Functions

1. Control member behavior.

2. Foster motivation for what is to be done.

3. Provide a release for emotional expression.

4. Provide information needed to make decisions.

1. The objectives of managers work through people, all their acts, policies, rules, orders and procedures must pass through communication channels.

2. To foster any attitude, which is necessary for motivation, cooperation and job satisfaction.

3. To develop information and understanding among all workers.4. To prepare workers for a change in methods and gives necessary

information in advance. 5. To encourage subordinates to supply ideas and suggestions.6. To improve labour management relations. 7. To social relations among workers by encouraging intercommunication.

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• The sender

• Encoding

• The message

• The channel

• Decoding

• The receiver

• Noise

• Feedback

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Communication Process

The steps between a source and a receiver that result in the transference and understanding of meaning.

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TIPS FOR EFFECTIVE COMMUNICATION1. Create an open communication environment.2. Always keep the receiver in mind.3. Avoid having too many transfer stations.4. Do not communicate when you are emotionally disturbed.5. Be aware of diversity in culture, language etc.6. Select the most suitable medium.7. Analyze the feedback8. Gather thoughts9. Choose your words 10. Voice modulation 11. Body language 12. Proper listen 13. Concentrate 14. Eye contact 15. Posture 16. Simple and familiar language 17. Questioning skills

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Barriers in Communication in an Organization

• The difference in opinion between two people.• Language Barriers: • Cultural Barriers: • Physical Barriers:• Inappropriate channel • Improper or inadequateness• Physical distractions• Organisational structure • Information overhead• Network breakdown • Interpersonal filtering• Perception • Sender credibility• Emotions • Feedback barriers • Multi meaning work 40

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OVERCOME FROM BARRIERS OF COMMUNICATION

• Eliminating differences in perception: • Use of Simple Language: • Reduction and elimination of noise levels: • Active Listening: • Emotional State: • Simple Organizational Structure:• Avoid Information Overload: • Give Constructive Feedback: • Proper Media Selection: • Flexibility in meeting the targets: • Communication should be comprehensive • Mode of delivery • The ideas and thoughts should be clear, brief and precise

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