Description
Presentation on motivation.
MOTIVATION
CONTENTS
•
Motivation • Early Theories of Motivation • Contemporary Theories of Management • Motivation : Applications • Case Study
MOTIVATION
Motivation: It is a process that accounts for an individuals’ intensity, direction and persistence of effort towards achieving a goal. Motivation is a result of the interaction of the individual and the situation. ? Level of motivation varies both between individual and within individuals at different times.
?
EARLY THEORIES OF MOTIVATION
HIERARCHY OF NEEDS
? ? ? ?
Proposed by Abraham Maslow Identified hierarchy of five needs Focus on satisfying next level needs Strengths:
?
?
Intuitive logic Ease of understanding
No practical support for validation Assumption of rigid hierarchy. Maslow Hierarchy of Needs
?
Limitations
? ?
THEORY X AND Y : DOUGLAS MCGREGOR
Theory X Assumptions
?
Theory Y Assumptions
?
?
?
?
?
Dislikes work and attempts to avoid it. Has no ambition, wants no responsibility, and would rather follow than lead. Is self-centered and therefore does not care about organizational goals. Resists change. Is gullible and not particularly intelligent.
?
?
?
Work can be as natural as play & rest. People will be self-directed to meet their work objectives if they are committed to them. People will be committed to their objectives if rewards are in place that address higher needs such as self-fulfillment. Most people can handle responsibility because creativity and ingenuity are common in the population.
THEORY X AND Y
?
Strengths
?
Presents two distinct views of human beings.
?
Limitations
?
No evidence to confirm that either set of assumptions is valid.
TWO FACTOR THEORY : HERZBERG
CONTRASTING VIEW OF SATISFACTION AND DISSATISFACTION
TWO FACTOR THEORY : HERZBERG
?
Limitations
? ? ?
Inconsistent with previous research No overall measurement of satisfaction utilized Subjective in nature
CONTEMPORARY THEORIES OF MANAGEMENT
?
McClellands theory of Management : David McCelland
?
Need for achievement ? Need for Power ? Need for Affiliation.
COGNITIVE EVALUATION THEORY
Providing an extrinsic reward for a behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation.
This theory may be relevant to jobs that are neither extremely dull or extremely interesting.
GOAL-SETTING THEORY : EDWIN LOCKE
?
Basic Premise
Specific and difficult goals with self-generated feedback lead to higher performance
?
Dependent on
1) 2) 3)
Relationship between goal and performance Task Characteristic National Culture
?
Advantages
1)
2) 3)
Leads to higher degree of focus and persistence Initiates strategy development Motivates individual to work harder
MANAGEMENT BY OBJECTIVE (MBO)
A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal process. Key Elements 1. Goal specificity 2. Decision making 3. Explicit time period 4. Performance feedback
MANAGEMENT BY OBJECTIVE (MBO)
?
Limitations
? ? ? ?
Unrealistic expectations Lack of commitment Improper reward allocation Cultural incompatibilities
SELF-EFFICACY THEORY
Definition: The individuals belief that he/she is capable of performing task. ? Increase in self-efficacy leads to higher degree of confidence in one’s ability. ? It tends to respond to negative feed back by increased effort and motivation. ? Means to increase self-efficacy
? 1. 2. 3. 4.
Enactive mastering Vicarious modeling Verbal persuasion Arousal
REINFORCEMENT THEORY
?
Counterpoint to Goal setting Theory based on behavioral approach
?
Assumes that behavior is function of
consequences.
?
Ignores inner state of an individual such as attitude, feelings and expectations.
EQUITY THEORY
?
Basic Premise: Individuals compare their job inputs and outcomes with others and respond to overcome any inequities. Referent Comparisons:
1. 2. 3. 4. ?
?
Consequences of inequity:
1. 2. 3. 4.
Self-inside Self-outside Other-inside Other-outside
Change their inputs Change their outcomes Distort perceptions of self and others Leave the field.
ORGANISATIONAL JUSTICE
?
Distributive justice: Fairness of amount and allocation of reward
Procedural justice : Fairness of process used to distribute rewards Interactional justice : Degree of dignity, concern and respect.
?
?
EXPECTANCY THEORY : VICTOR VROOM
?
1. 2. 3.
Widely accepted theory of motivation focuses on three relationships: Effort-Performance Relationship Performance- Reward Relationship Rewards-Personal Goals This theory helps to explain a lack of motivation among the workers on their job.
MOTIVATION
From Concepts to Applications
JOB CHARACTERISTICS MODEL
? Skill ? Task ? Task
Variety Identity Significance
? Autonomy ? Feedback
MOTIVATING POTENTIAL SCORE
CAN JOBS BE REDESIGNED?
?
Job Rotation Job Enlargement
?
?
Job Enrichment
ALTERNATIVE WORK ARRANGEMENT
? ? ?
Flextime Job Sharing Telecommuting
MAJOR FORMS OF EMPLOYEE INVOLVEMENT
? ? ?
Participative Management Representative Participation Quality Circle
REWARDING EMPLOYEES
1. 2. 3. 4.
What to Pay How to Pay Benefit Plans to offer Appreciation Based Employee Recognition Programme
WHAT TO PAY?
?
Pay more to get better quality and highly motivated employee But… Product becomes heavily expensive
? ?
So… ? Organisation must make strategic decision
?
HOW TO PAY
1. Variable pay programmes
? ? ? ? ?
Piece-Rate Pay Merit Based Pay Bonuses Profit Sharing Plans Gainsharing
2. Skill-based Programmes
BENEFIT PLANS TO OFFER
?
Modular Plan
?
Core-plus Plan
?
Flexible Spending Plan
APPRECIATION BASED EMPLOYEE RECOGNITION PROGRAMME
?
Thank You Best Leader Best Motivator Best Employee
?
?
?
doc_603605052.pptx
Presentation on motivation.
MOTIVATION
CONTENTS
•
Motivation • Early Theories of Motivation • Contemporary Theories of Management • Motivation : Applications • Case Study
MOTIVATION
Motivation: It is a process that accounts for an individuals’ intensity, direction and persistence of effort towards achieving a goal. Motivation is a result of the interaction of the individual and the situation. ? Level of motivation varies both between individual and within individuals at different times.
?
EARLY THEORIES OF MOTIVATION
HIERARCHY OF NEEDS
? ? ? ?
Proposed by Abraham Maslow Identified hierarchy of five needs Focus on satisfying next level needs Strengths:
?
?
Intuitive logic Ease of understanding
No practical support for validation Assumption of rigid hierarchy. Maslow Hierarchy of Needs
?
Limitations
? ?
THEORY X AND Y : DOUGLAS MCGREGOR
Theory X Assumptions
?
Theory Y Assumptions
?
?
?
?
?
Dislikes work and attempts to avoid it. Has no ambition, wants no responsibility, and would rather follow than lead. Is self-centered and therefore does not care about organizational goals. Resists change. Is gullible and not particularly intelligent.
?
?
?
Work can be as natural as play & rest. People will be self-directed to meet their work objectives if they are committed to them. People will be committed to their objectives if rewards are in place that address higher needs such as self-fulfillment. Most people can handle responsibility because creativity and ingenuity are common in the population.
THEORY X AND Y
?
Strengths
?
Presents two distinct views of human beings.
?
Limitations
?
No evidence to confirm that either set of assumptions is valid.
TWO FACTOR THEORY : HERZBERG
CONTRASTING VIEW OF SATISFACTION AND DISSATISFACTION
TWO FACTOR THEORY : HERZBERG
?
Limitations
? ? ?
Inconsistent with previous research No overall measurement of satisfaction utilized Subjective in nature
CONTEMPORARY THEORIES OF MANAGEMENT
?
McClellands theory of Management : David McCelland
?
Need for achievement ? Need for Power ? Need for Affiliation.
COGNITIVE EVALUATION THEORY
Providing an extrinsic reward for a behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation.
This theory may be relevant to jobs that are neither extremely dull or extremely interesting.
GOAL-SETTING THEORY : EDWIN LOCKE
?
Basic Premise
Specific and difficult goals with self-generated feedback lead to higher performance
?
Dependent on
1) 2) 3)
Relationship between goal and performance Task Characteristic National Culture
?
Advantages
1)
2) 3)
Leads to higher degree of focus and persistence Initiates strategy development Motivates individual to work harder
MANAGEMENT BY OBJECTIVE (MBO)
A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal process. Key Elements 1. Goal specificity 2. Decision making 3. Explicit time period 4. Performance feedback
MANAGEMENT BY OBJECTIVE (MBO)
?
Limitations
? ? ? ?
Unrealistic expectations Lack of commitment Improper reward allocation Cultural incompatibilities
SELF-EFFICACY THEORY
Definition: The individuals belief that he/she is capable of performing task. ? Increase in self-efficacy leads to higher degree of confidence in one’s ability. ? It tends to respond to negative feed back by increased effort and motivation. ? Means to increase self-efficacy
? 1. 2. 3. 4.
Enactive mastering Vicarious modeling Verbal persuasion Arousal
REINFORCEMENT THEORY
?
Counterpoint to Goal setting Theory based on behavioral approach
?
Assumes that behavior is function of
consequences.
?
Ignores inner state of an individual such as attitude, feelings and expectations.
EQUITY THEORY
?
Basic Premise: Individuals compare their job inputs and outcomes with others and respond to overcome any inequities. Referent Comparisons:
1. 2. 3. 4. ?
?
Consequences of inequity:
1. 2. 3. 4.
Self-inside Self-outside Other-inside Other-outside
Change their inputs Change their outcomes Distort perceptions of self and others Leave the field.
ORGANISATIONAL JUSTICE
?
Distributive justice: Fairness of amount and allocation of reward
Procedural justice : Fairness of process used to distribute rewards Interactional justice : Degree of dignity, concern and respect.
?
?
EXPECTANCY THEORY : VICTOR VROOM
?
1. 2. 3.
Widely accepted theory of motivation focuses on three relationships: Effort-Performance Relationship Performance- Reward Relationship Rewards-Personal Goals This theory helps to explain a lack of motivation among the workers on their job.
MOTIVATION
From Concepts to Applications
JOB CHARACTERISTICS MODEL
? Skill ? Task ? Task
Variety Identity Significance
? Autonomy ? Feedback
MOTIVATING POTENTIAL SCORE
CAN JOBS BE REDESIGNED?
?
Job Rotation Job Enlargement
?
?
Job Enrichment
ALTERNATIVE WORK ARRANGEMENT
? ? ?
Flextime Job Sharing Telecommuting
MAJOR FORMS OF EMPLOYEE INVOLVEMENT
? ? ?
Participative Management Representative Participation Quality Circle
REWARDING EMPLOYEES
1. 2. 3. 4.
What to Pay How to Pay Benefit Plans to offer Appreciation Based Employee Recognition Programme
WHAT TO PAY?
?
Pay more to get better quality and highly motivated employee But… Product becomes heavily expensive
? ?
So… ? Organisation must make strategic decision
?
HOW TO PAY
1. Variable pay programmes
? ? ? ? ?
Piece-Rate Pay Merit Based Pay Bonuses Profit Sharing Plans Gainsharing
2. Skill-based Programmes
BENEFIT PLANS TO OFFER
?
Modular Plan
?
Core-plus Plan
?
Flexible Spending Plan
APPRECIATION BASED EMPLOYEE RECOGNITION PROGRAMME
?
Thank You Best Leader Best Motivator Best Employee
?
?
?
doc_603605052.pptx