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MOTIVATION. DEFINING MOTIVATION. Motivation The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal. Key Elements Intensity: how hard a person tries Direction: toward beneficial goal Persistence: how long a person tries
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DEFINING MOTIVATION Motivation The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal. Key Elements • Intensity: how hard a person tries • Direction: toward beneficial goal • Persistence: how long a person tries • E.g. Student, Sportsperson, businessman.
Hierarchy of Needs Theory (Maslow) • Hierarchy of Needs Theory There is a hierarchy of five needs—physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant. • Self-Actualization The drive to become what one is capable of becoming.
Maslow’s Hierarchy of Needs Higher-Order NeedsNeeds that are satisfied internally; social, esteem, and self-actualization needs. Lower-Order NeedsNeeds that are satisfied externally; physiological and safety needs.
HIERARCHY OF NEEDS THEORY • Physiological- Hunger, thirst, shelter, etc. • Safety- Security and protection from physical and emotional harm. • Social- Affection, belongingness, acceptance, friendship. • Esteem- Internal Factors( Self respect, autonomy, achievement) and External Factors ( status, recognition, attention). • Self actualization- Growth, achieving one’s potential, self fulfillment.
Theory X and Theory Y (Douglas McGregor) Theory X Assumes that employees dislike work, lack ambition, avoid responsibility, and must be directed and coerced to perform. Theory Y Assumes that employees like work, seek responsibility, are capable of making decisions, and exercise self-direction and self-control when committed to a goal.
WHAT OB MODEL APPLIES TO: THEORY X? THEORY Y?
AUTOCRATIC MODEL • Power of the boss. • Give orders to the employee. • Authority oriented. • Successful where employees are lazy. • Example- any military.
SUPPORTIVE MODEL • Based on leadership and not power. • Favorable organizational climate. • Workers- self directed , take responsibility. • Support employee performance. • Psychological needs met.
Two-Factor Theory (Frederick Herzberg) Two-Factor (Motivation-Hygiene) Theory Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction. Hygiene Factors Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When factors are adequate, people will not be dissatisfied.
Comparison of Satisfiers and Dissatisfiers Factors characterizing events on the job that led to extreme job dissatisfaction Factors characterizing events on the job that led to extreme job satisfaction
nPow nAch nAff David McClelland’s Theory of Needs Need for Achievement The drive to excel, to achieve in relation to a set of standards, to strive to succeed. Need for Affiliation The desire for friendly and close personal relationships. Need for Power The need to make others behave in a way that they would not have behaved otherwise.
Cognitive Evaluation Theory Cognitive Evaluation Theory Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation. The theory may only be relevant to jobs that are neither extremely dull nor extremely interesting.
Expectancy Theory (Victor Vroom) 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 that outcome to the individual. Expectancy Theory
Expectancy Theory Relationships • Effort–Performance Relationship • The probability that exerting a given amount of effort will lead to performance. • Performance–Reward Relationship • The belief that performing at a particular level will lead to the attainment of a desired outcome. • Rewards–Personal Goals Relationship • The degree to which organizational rewards satisfy an individual’s goals or needs and the attractiveness of potential rewards for the individual. • E.G. Student? Businessman?
Job Design Theory Job Characteristics Model Identifies five job characteristics and their relationship to personal and work outcomes. • Characteristics: • Skill variety • Task identity • Task significance • Autonomy • Feedback
Job Design Theory (cont’d) • Job Characteristics Model • Jobs with skill variety, task identity, task significance, autonomy, and for which feedback of results is given, directly affect three psychological states of employees: • Knowledge of results • Meaningfulness of work • Personal feelings of responsibility for results • Increases in these psychological states result in increased motivation, performance, and job satisfaction.
Job Design Theory (cont’d) Skill Variety The degree to which a job requires a variety of different activities. E.G . Professors doing research, teaching, consulting. Task Identity The degree to which the job requires completion of a whole and identifiable piece of work.(start to finish). E.G. an operator in a factory. Task Significance The degree to which the job has a substantial impact on the lives or work of other people. E.G. nurse, doctor.
Job Design Theory (cont’d) Autonomy The degree to which the job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out. E.G. decision making, flexi time.
Job Design Theory (cont’d) Feedback The degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her performance.
JOB ENRICHMENT • Increasing the contents of a job (vertically) or upgrading responsibility, scope and challenge in work. • Makes work interesting, increase responsibility, provide feedback to employees, encourage participation. • Decrease absenteeism, higher satisfaction. • Focus on quality of work. • Planning, controlling, execution. • Direct flow of information.
EXAMPLE • A mechanic is given assignments from the manager. • He executes those orders and completes the task. • The manager does planning and scheduling. • Now, through enrichment, the mechanic takes the orders, executed and completes them. • He communicates with the client. This was earlier done by the supervisor.
JOB ENLARGEMENT • Extending the range of tasks (horizontally). • Make the job more broad based. • More tasks of the same nature. • Focus on quantity of work. E.G. Housekeeping in hotels- make bed, clean room, laundry, replace bulb, etc.
JOB ROTATION • The periodic shifting of an employee from one task to another. • To avoid boredom and routine. • E.G. A person working at the airport works at the ticket counter, baggage claim. • Avoid layoff, increase flexibility.
ROTATION AND ENLARGEMENT ROTATION ENLARGEMENT Expanding the scope of duties horizontally. Jobs are changed. • Periodic shifting from one job to another. • Jobs are not redesigned.
FLEXTIME • Work hours are flexible as long as you work efficiently. • E.G. IT companies. • This is more suitable in western countries.
JOB SHARING • Two or more individuals can split a 40 hour a week job.
EMPLOYEE STOCK OPTION PLAN • Employees are given an option to purchase the shares of the company, often below the market price. • Employees are motivated to work for the company. • Their money is invested. • E.G. Wipro, HCL Technologies, Tata Sons.
BONUS • Pay for a recent performance rather than a historical performance. MERIT BASED PAY PLAN • Pay plan based on performance. Higher the performance, higher the pay.
WHAT CAN THE COMPANY DO TO MOTIVATE? • Entertainment. • Stress management classes. • Welfare programs. • Education. • Employee Stock option plans. • Job Design.
