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MotivationMeaning and definitionTheories of motivationApplied motivation practicesRewardsJob DesignEmpowermentMBOEmployee participation

Motivation is the reason or reasons for engaging in a particular behavior. These reasons may include basic needs such as food or a desired object, hobbies, goal, ideal. motivation refers to the initiation, direction, intensity and persistence of human behavior.Motivation is the process that accounts for an individuals intensity, direction and persistence of efforts toward attaining a goal.

Intensity Direction Persistence

! Motivation: A Personal Trait ! Differ between Individuals.! Differ within individuals at different times.

Motivation of the Extrinsic KindExtrinsic is when the external forces, positive or negative, produce a behavioral change. Extrinsic motivation would include circumstances, situations, rewards or punishment, both tangible and intangible that participation in results in an external benefit. Tangible benefits could include monetary reward or a prize. Intangible could include things like adoration, recognition, and praise.

Motivation of the Intrinsic Kind Intrinsic is when the force comes from within oneself. Intrinsic motivation would include involvement in behavioral pattern, thought process, action, activity or reaction for its own sake and without an obvious external incentive for doing so. A hobby is an example. If you are desirous of mastering public speaking for the sake of mastery and not any reward, you have experienced intrinsic motivation.

Motivation Theories Early Theories.Hierarchy of Needs TheoryTheory X and Theory YTwo- Factor TheoryContemporary Theories.Expectancy TheoryTheory of NeedsGoal Setting Theory and many moreHierarchy of Needs...(Abraham Maslow)

Abraham Maslow's Hierarchy of Human Needs Theory Is the Most Widely Discussed Theory of Motivation. Abraham Maslow Carried Out His Investigations Into Human Behavior Between 1939 and 1943. Maslow Suggested That There Are Five Sets of Goals Which May Be Called Basic Needs. It can argued that the behavior of an individual at a particular moment is usually determined by his or her strongest need. It would seem significant, therefore, for managers to have some understanding about the needs that are commonly most important to people.

Physiological Needs: The physiological needs are shown at the top of the hierarchy because they tend to have the highest strength until they are somewhat satisfied. These are the basic human needs to sustain life itself-food, clothing, shelter. Until these basic needs are satisfied to the degree needed for the sufficient operation of the body, the majority of a persons activity will probably be at this level, and the others will provide little motivation. But what happens to a persons motivation when these basic needs begin to be fulfilled? Rather than physiological needs, other levels of needs become important, and these motivate and dominate the behavior of the individual. And when these needs are somewhat satiated, other needs emerge, and so on down the hierarchy Safety or Security NeedsWhen Physiological needs are satisfied they are replaced by safety needs reflecting his desire for protection against danger or deprivation. These needs are essentially the need to be free of the fear of physical danger and deprivation of the basic physiological needs.In other words, this is a need for self-preservation. In addition to the here and now, there is a concern for the future.Will people be able to maintain their property and/or job so they can provide food and shelter tomorrow and the next day? If an individual's safety or security is in danger, other things seem unimportant.

Social or Affiliation NeedsOnce physiological and safety needs are fairly well satisfied, social or affiliation will emerge as dominant in the need structure. Social needs are the needs for love or belonging to, which are functions of man's gregariousness and his desire to belong to a group, to give and receive friendship and to associate happily with people.Since people are social beings, they have a need to belong and to be accepted by various groups. When social needs become dominant, a person will strive for meaningful relations with others.

Esteem Needs:After individuals begin to satisfy their need to belong, they generally want to be more than just a member of their group. They then feel the need for esteem- both self-esteem and recognition from others. Satisfaction of these esteem needs produces feelings of self-confidence, prestige, power, and control. People begin to feel that they are useful and have some effect on their environment.There are other occasions, though, when people are unable to satisfy their need for esteem through constructive behavior. When this need is dominant an individuals may resort to disruptive or immature behavior; a child may throw a temper tantrum, employees may engage in work restriction or arguments with their coworkers or boss.Self-Actualization Needs:Finally, individuals have a need for self actualization or a desire for self-fulfillment, which is an urge by individuals for self-development, creativity and job satisfaction. Once esteem needs begin to be adequately satisfied, the self-actualization needs become dominant. Self actualization is the need to maximize one's potential, whatever it may be. The hierarchy does not necessarily follow the pattern described by Maslow. There were numerous exceptions to this general tendency. For example, the Indian leader, Mahatma Gandhi, frequently sacrificed his physiological and safety needs for the satisfaction of other needs when India was striving for independence from Great Britain. He was operating at the self-actualization level while some of his other needs were unsatisfied.

The theory can be summarized as thus:

Human beings have wants and desires which influence their behavior; only unsatisfied needs can influence behavior, satisfied needs cannot. Since needs are many, they are arranged in order of importance, from the basic to the complex. The person advances to the next level of needs only after the lower level need is at least minimally satisfied.

Motivation- Hygiene Theory(Fredrick Herzberg)Traditional ViewMotivatorsHygiene FactorsSatisfactionSatisfactionDissatisfactionDissatisfactionNo SatisfactionNo DissatisfactionMotivatorsAchievementRecognitionResponsibilityGrowthWork Itself etc.Hygiene FactorsSupervisionWorking ConditionsSalarySecurity Relations with seniors, supervisors, and peers etc.

Theory X and Theory YDouglas McGregor proposed two distinctive views of human being: one basically negative (Theory X), and the other basically positive (Theory Y). Theory X assumes that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform.Theory Y assumes that employees like work, are creative, seek responsibility, and can exercise self direction.Theory ZBelieves that people are innately self motivated to not only do their work, but also are loyal towards the company, and want to make the company succeed. Theory Z managers have a great deal of trust in their employees that their employees can make sound decisions. Theory ZDuration of employment-long termRate of promotion- slowAmount of specialization- moderateDecision making- consensual Responsibility assigned to individualsControl- informal but with explicit performance measuresConcern for workers- include workers life and family McClellands theory of needs:Need for Achievement: the drive to excel, to achieve in relation to set of standards, or strive to succeed.Need for Power: The need to make others behave in a way that they would not have behaved otherwise.Need for Affiliation: The desire for friendly and close interpersonal relationship.Goal Setting Theory:This theory states that specific and difficult goals, with feedback, lead to higher performance.Factors which influence the goal performance relationship: FeedbackGoal commitmentSelf efficacyTask characteristicsNational culture.Expectancy Theory:The strength of a tendency to behave 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 that outcome to the individual.M = Valence X Expectancy X InstrumentalityIndividual EffortIndividual PerformanceOrganizationRewardsPersonal GoalsExpectancy= Effort Performance RelationshipInstrumentality= Performance Reward RelationshipValence= Reward personal goals RelationshipEIV

RewardsOrganizations distribute money and other benefits in exchange for the employees availability, their abilities and behaviors.Types of rewards:Membership and seniority based rewardsJob status based rewardsTask performance rewardsCompetency rewards

Job redesigning and schedulingThe process of assigning tasks to a job, including interdependency of those tasks with other jobs, is called job designing. One have to reshape jobs in order to make them more motivating. make work a little more fun, interesting, challenging, less dull and repetitious

Job redesigning optionsJob Enlargement: increasing the number and variety of tasks that an individual performs results in jobs with more diversity.Job Rotation: periodic shifting of an employee from one job to another.Job Enrichment: the vertical expansion of jobs, increasing the degree to which the worker controls the planning, execution and evaluation of his or her work.

Flextime: A work schedule that gives employees some discretion in arranging their working hours.Telecommuting Refers to the use of computer links with ones employer that permit the completion of all or part of ones job at home.Job sharing: an arrangement that allows two or more individuals to split a traditional 40 hour a week job.

Empowerment: Empowerment enhances the feeling of ownership of jobs in employees.

Identify conditions of powerlessnessImplement empowerment techniquesRemove conditions of powerlessnessFeeling of empowerment generatedEmpowerment results inbehaviorMBOA programme that encompasses specific goals, anticipatively set, for an explicit time period, with feedback on goal progress. THE NATURE & PURPOSE OF MBOMBO is concerned with goal setting and planning for individual managers and their units.The essence of MBO is a process of joint goal setting between a supervisor and a subordinate.Managers work with their subordinates to establish performance goals that are consistent with higher organizational objectives.MBO helps clarify the hierarchy of objectives as a series of well-defined means-ends chains.Overall OrganizationalObjectiveDivisional ObjectiveDepartmentalObjectiveIndividual ObjectiveEmployee ParticipationA participative process that uses the entire capacity of employees and is designed to encourage increase commitment to the organizations success. Forms of employee involvement:Participative managementRepresentative managementQuality circlesESOPs etc.