MOTIVATION

The Process of Motivation Theories of Motivation

Different Motivational Techniques

Research Findings

The 2005 survey conducted by Towers Perrin on global workforce revealed that 56%of the employees surveyed in India are disengaged from their work as compared to the global average of 24% and only 7 percent were highly engaged as compared to the global average of 14%. Another study revealed that by their own reports workers waste roughly 2 hours per day, not counting lunch and scheduled break ( internet surfing and talking to coworkers).

What is Motivation?

Motivation is the amount of efforts that an individual puts into doing something. It is the willingness to exert high level of efforts towards organizational goals, conditioned by the efforts ability to satisfy some individual needs.

The Process of Motivation

E n Needs & vi drives ro n m e nt Opportunity,goals & incentives Perform ance Ability

Tension

Efforts

Rewards

Need satisfaction

Motivation & Performance

Performance = Motivation * Ability * opportunity Intrinsic & Extrinsic motivation

Theories of Motivation

Early theories Maslow hierarchy of needs McGregor's theory X & theory Y Herzberg's two factor theory Mc Clellandss theory of needs

Contemporary theories J.S. Adams equity theory Vrooms expectancy theory Lockes goal setting theory Reinforcement theory Self determination Self efficacy

Abraham Maslows Hierarchy of Needs

Hierarchy of needs- physiological, safety, social, esteem, self-actualization. A substantially satisfied need can no longer motivate Lower-order & higher order needs Maslows theory is based on two principles- deficit principle & progression principle. The five needs in the order do not motivate everyone People can operate on more than one needs level at the same time. Not supported by empirical research findings

Douglas McGregors Theory X and Theory Y

Theory X Employees lack ambition, dislike work & responsibility; resistant to change & must be coerced to perform. Lower order needs dominate individuals Theory Y Employees like work; are creative; seek responsibility; not resistant to change and can exercise self direction. Higher order needs dominate individuals.

Fredrick Herzbergs twoFactor/Motivation-Hygiene Theory

Hygiene factors( extrinsic or context factor) Company policy & administration, supervision, relationship with peers & supervisors, work condition, salary, security. Presence of these factors does not guarantee job satisfaction.

Motivation factors (intrinsic or content factors) Achievement, recognition, interesting work, responsibility, advancement & growth Satisfies and motivates workers. Herzberg recommends job enrichment

David McClellands Theory of Needs

Three needs- Achievement, Power, Affiliation These needs are not instinctive desire but learned. Achievement tendencies are high in individualistic culture and low in collectivistic societies. High nAch-strive for excellence, competition, challenging goals, persistence and overcoming difficulties People with high n-Ach set moderately difficult goals , like calculated risk, like to receive immediate & concrete feedback and do not like

Continued ..

Need for Power- socialized, personalized Research indicate that higher level managers in large organizations are more likely to be successful if they have high need for institutional power combined with low affiliation need. Successful managerial performance is related to high power need and low affiliation need ( McClelland & Burnham, 1976). Improving the level of need for achievement among less economically successful groups would encourage the groups economic development