Work Motivation - A Seminar by GMK

WORK MOTIVATION

A Seminar byMohan Kumar G.2nd Sem., M.Tech. (M.E.M.),S.J.C.E., Mysore.

106-04-2016

Plan of PresentationWhat is Motivation?Characteristics of MotivationClassification of MotivationMajor Motivation TheoriesContent Theories of MotivationProcess Theories of MotivationReferences

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What is Motivation ?"Motivation is the process that account for an individuals intensity, direction, and persistence of effort towards attaining a goal."

Motivation means "The psychologicalfeature that arouses an organism to action toward a desired goal; the reason for the action; that which gives purpose and direction to behaviour."4

Motivation is derived from the latin word "Movere" which means "To Move" or "To Energize" or "To Activate". Motivation represents the reasons for people's actions, desires, and needs.A motive is what prompts the person to act in a certain way, or at least develop an inclination for specific behaviour.Motivation is not simply about working hard, it also reflects your view of your own abilities.

Performance = Ability x Motivation

5Dive in Detail

A student who struggles to sit and read a textbook for more than 20 minutes, may sit and watch his favourite movie for a continuous 3 hours!

Why so?Whats the reason for this kind of action / behaviour? Who is stopping him from reading the text book and who is energizing him to sit for 3 hours watching the movie?The answer is... MOTIVATION6

Characteristics of MotivationMotivation is a Psychological ConceptMotivation affects the Whole Individual, not part of Him /HerMotivation is an Unending ProcessNon-fulfilment of Basic Needs Makes a Man SickGoals are MotivatorsMotivation is different from Satisfaction, Inspiration, and ManipulationMotivation is a complex phenomenon7

8Classification of MotivationPositiveNegativeRewards, Recognition, PromotionFear of Dismissal, Demotion, Group disapprovalFinancial Non-FinancialIncentives, BonusJob Security, Job EnrichmentExtrinsicIntrinsicOnly after completion of the job. Ex: increase in wages, holidaysAt the time of performance of job itself.Ex: Praise, Recognition, Authority

Motivational Approaches

9Motivation theories can be classified broadly into two different perspectives: Content and Process theories.

Content Theories deal with what motivates people and it is concerned with individual needs and goals. Process Theories deal with the process of motivation and is concerned with how motivation occurs.

Major Motivation Theories

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1. Maslow Hierarchy of Needs11

Now let us learn about Content Theories of Motivation

1. Physiological needs : Most basic needs for humans to survive.The most dominant of all needs.2. Safety needs :In real dangers and traumas like war, murder, natural catastrophes, criminal assault, etc., the needs for safety become an active, first-line and dominant.3. Social / Love needs :Human being is a Social animal. People need to love and be loved. Few people suffer from loneliness, depression.4. Self-Esteem needs : Being valued, respected and appreciated by others.5. Self-Actualization : What humans can be, they must be.

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2. Alderfer E.R.G. theoryAlderfer further developed Maslows hierarchy of Needs theory, by categorizing the hierarchy into his ERG theory (Existence, Relatedness and Growth).

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14Alderfer agreed with Maslow that unsatisfied needs motivate individuals and individuals generally move up the hierarchy in satisfying their needs and as lower-order needs are satisfied, they become less important.But Alderfer also said: as higher-order needs are satisfied they become more important. And it is also said that under some circumstances individuals might return to a lower need. ERG theory is a more realistic approach as it recognises that, because when a need is met, it does not mean it will always remain met.

Let us see an example...Ravi is a student, who has excellent grades, friends, and high standard of living, and he also works at the university. What happens if he is frustrated in attempts to get more autonomy and responsibility at the university.Frustration in satisfying a higher (Growth) need has resulted in a regression to a lower level of (Relatedness) needs (I need just my family and friends, I need some wine, I do not want to go to the university anymore.). This event is known as the frustration-regression process.

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3. Herzberg Two Factor TheoryThe two-factor theory, also known as Herzberg's motivation-hygiene theory states that there are certain factors (Motivation factors) in the workplace that cause job satisfaction, while a separate set of factors (Hygiene factors) cause dissatisfaction.Motivators can bring about positive satisfaction whereas hygiene factors can only prevent dissatisfaction. Hygiene factors will not in themselves bring about substantial job satisfaction, and they do not act as motivators. But when they are withdrawn, they create dissatisfaction and may result in lower productivity. Hygiene does not positively promote good health but acts to prevent ill health.16

17According to Herzberg, individuals are not happy with the satisfaction of lower-order needs at work; for example, those needs associated with minimum salary, job security or safe and pleasant working conditions. These are Hygiene factors. The presence of these do not motivate employees. But if we remove these factors, then suddenly they cause dissatisfaction.

Employees look for the gratification of higher-level needs like achievement, recognition, responsibility, and the nature of the work itself. These are Motivation factors. The presence of these will motivate employees.

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4. McClelland - Need for Achievement, Affiliation and PowerMcClelland claimed that humans acquire and learn their motivators over time. That is the reason why this theory is also called as the Learned Needs Theory. He affirms that we all have three motivating drivers, and it does not depend on our gender or age. One of these drives or needs will be dominant in our behaviour. McClellands theory differs from Maslows and Alderfers, which focus on satisfying existing needs rather than creating or developing needs.

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McClellands Three Motivators are: Achievement: a need to accomplish and demonstrate competence or mastery Affiliation: a need for love, belonging and relatedness Power: a need for control over ones own work or the work of othersThese learned needs could lead to diversity and variety between employees. More precisely, prioritization and importance of these motivational needs characterises a persons behaviour. Although each person has all of these needs to some extent, only one of them dominates/tends to motivate an individual at any given time.

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Similarities between Content Theories22

1. Skinner's Reinforcement TheoryB. F. Skinner, was an American psychologist. The Reinforcement theory, based on Skinner's operant conditioning theory, says that behaviour can be formed by its consequences. If the consequences are bad, there is a high chance that the action will not be repeated; if the consequences are good, however, the actions that led to it will become more probable. Skinner called this the principle of reinforcement.

23Now let us learn aboutProcess Theories of Motivation

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Positive reinforcements, for example praise, appreciation, a good mark/grade, trophy, money, promotion or any other reward can increase the possibility of the rewarded behaviours' repetition. This strengthens a behaviour by providing a consequence an individual finds rewarding. Ex:- Immediately praising an employee for coming early for job. This will increase probability of outstanding behaviour occurring again. It must be noted that more spontaneous is the giving of reward, the greater reinforcement value it has.

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Negative Reinforcement : The removal of an unpleasant reinforcer can also strengthen behavior. This is known as negative reinforcement because it is the removal of an adverse stimulus which is rewarding to the person. Negative reinforcement strengthens behavior because it stops or removes an unpleasant experience. Ex:- If an employee knows that, if he is not able to achieve the predetermined daily production output, then his half days salary will be deducted, then he will increase his Productivity.

Reinforcement Theory Assumes that a desired behaviour is a function of its consequences, is externally caused, and if reinforced, is likely to be repeated. According to the theory, positive reinforcement is a much better motivational technique than negative reinforcement or punishment.

Once certain behaviour has been conditioned through repetitive reinforcement, elimination of the reinforcement will decline the motivation to perform that behaviour.

Therefore it is better not to give a reward every time. Reinforcement in the workplace usually takes place on a partial or irregular reinforcement schedule, when reward is not given for every response.26

2. Vroom's Expectancy TheoryVictor Vroom's primary research was on the Expectancy Theory of Motivation, which attempts to explain why individuals choose to follow certain courses of action in organizations, particularly in decision-making and leadership. Vroom's expectancy theory assumes that behaviour results from conscious choices among alternatives whose purpose it is to maximize pleasure and to minimize pain.Vroom realized that an employee's performance is based on individual factors such as personality, skills, knowledge, experience and abilities.

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Vroom stated that effort, performance and motivation are linked in a person's motivation. He uses the variables Expectancy, Instrumentality and Valence to account for this.

Crucially, Vroom's expectancy theory works on perceptions so even if an employer thinks they have provided everything appropriate for motivation, and even if this works with most people in that organisation, it doesn't mean that someone won't perceive that it doesn't work for them. This means that if any of these is zero, then the motivation to do something will be zero as well.28

A person who doesnt see the connection between effort and performance will have zero expectancy.A person who cant perceive the link between performance and reward will have zero instrumentality. For a person who doesnt value the anticipated outcome, reward will have zero valence.

For example if I think:- that no matter how hard Im studying I cant learn math due to lack of necessary skills or- that no matter how good I perform on the test I dont always get good mark so the reward is unpredictable, not dependent on my success or- the good mark from math is not important for me, and Im not interested in math, so the reward is not attractive, then I wont be motivated to learn for the exam.29

3. Adam's Equity TheoryJ. Stacy Adams Equity theory, focuses on determining whether the distribution of resources is fair to both relational parties. The equity theory states that people are motivated if they are treated equitably, and receive what they consider fair for their effort and costs.People compare their contribution to work, costs of their actions and the benefits that will result to the contribution and benefits of the reference person. If people perceive that the ratio of their inputs-outputs to the ratio of referent other's input-output is inequitable, then they will be motivated to reduce the inequity.30

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When inequity exists, a person might reduce his/her inputs, efforts, quantity or quality of his/her work try to increase his/her outputs (ask for better mark, or pay raising) adjust his/her perception of reference person or his/her outcomes or inputs (re-evaluate his/her or the reference person's effort or outcome) change the reference person quit the situation.

Employees want to feel that their contributions and work performance are being rewarded with their pay. If an employee feels underpaid then it will result in the employee feeling hostile towards the organization and perhaps their co-workers, which may result in the employee not performing well at work anymore.33

4. Locke's Goal-Setting Theory Edwin A Locke (1990) and his colleagues have shown that more specific and ambitious goals lead to more performance improvement than easy or general goals. It emphasizes that setting specific, challenging performance goals and the commitment to these goals are key determinants of motivation. Goals describe a desired future, and these established goals can drive the behaviour.Specific goals produce a higher level of output than the generalized goal do your best. Why? Specificity itself seems to act as an internal stimulus.

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SMART is a mnemonic acronym, giving criteria to guide in the setting of objectives. Ideally speaking, each corporate, department, and section objective should be:Specific target a specific area for improvement.Measurable quantify or at least suggest an indicator of progress.Assignable specify who will do it.Realistic state what results can realistically be achieved, given available resources.Time-bound specify when the result(s) can be achieved.35

But why are people motivated by difficult goals? Challenging goals get our attention and thus tend to help us focus. Difficult goals energize us because we have to work harder to attain them. When goals are difficult, people persist in trying to attain them. Difficult goals lead us to discover strategies that help us perform the job or task more effectively. If we have to struggle to solve a difficult problem, we often think of a better way to go about it.36

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Stephen R. Covey38

.Now...We have completed studying the Motivational Theories. Let us Go Practical !Let us Play a mini Motivational Game...Only 1 min. Game.

Are you Ready???

Referenceswww.google.comhttps://en.wikipedia.org/wiki/MotivationOrganizational Behavior, by Stephen P. Robbins and Timothy A. Judge, 15th Edition39

THANK YOU40