Professional Documents
Culture Documents
Performance=Ability x Motivation
Rti, Jammu
Learning Objective
By the end of this session ,the learner
will be able to understand the need for
motivating employees to perform to the
best of their ability and various
methods which supervisors should use
for keeping the employees positively
motivated.
Rti, Jammu
Basic Concepts
Motivation is the consequence of an interaction
between the individual and the situation.
People who are motivated exert a greater
effort to perform than those who are not
motivated.
Motivation is the willingness to do something.
It is conditioned by this actions ability to
satisfy some need for the individual
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Motivational process
Unsatisfied need
Tension
Drives
Search behaviour
Goal achievement
Need satisfaction
Reduction of tension
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Definition
Motivation is a process which begins
with a physiological or psychological
need or deficiency which triggers
behaviour or a drive that is aimed at a
goal or an incentive.
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Types of Motives
Primary Motives
General Motives
Secondary Motives
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Primary Motives
Hunger
Thirst
Clothing
Sleep
Maternal concern
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General Motives
Motives which can not be termed primary
or secondary
Primary needs try to reduce the tension or
stimulation whereas the general need
induces the individual to enhance the
amount of stimulation.
Also called stimulus motives-Love ,concern
and affection.
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Secondary Motives
Learned drives become secondary
motives
Includes
Curiosity
Manipulation
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Achievement drive
The desire of an individual to
perform in terms of a particular
standard of excellence or the desire
to be successful in competitive
situations.
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Theories of Motivation
Some important theories:
Maslows Hierarchy of Needs Theory
Mcclellands Achievement Motivation
Theory
Herzbergs Motivation-Hygiene theory
Expectancy Theory
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Herzbergs Motivation-Hygiene
theory
Based on the conclusion that people have
two different categories of needs:
o
Hygiene factors
Motivating factors
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Expectancy Theory
This theory argues that the strength of a tendency to act 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 the outcome to the individual. It
includes three variables:
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Expectancy Theory
1.
Attractiveness: the importance that the individual places on the potential outcome or reward
that can be achieved on the job. This considers the unsatisfied needs of the individual.
2.
Performance-reward linkage: the degree to which the individual believes that performing at
a particular level will lead to the attainment of each job outcome
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Expectancy Theory
3.
Effort performance linkage: the perceived probability by the individual
that exerting a given amount of effort will lead to performance.
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Management by Objective
process
Goal setting
Subordinate participation
Implementation
Performance appraisal and
feedback
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Non Financial
Motivation
Programmes
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Qualities of dependable
employees
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Remember
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Thank you
Be a good
motivator
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