WELCOME TO A SESSION ON MOTIVATION

1. WELCOME TO A SESSION ON MOTIVATION

2. An overview Usually one or more of the following words are included in the definition of motivation : desires, wants, wishes, aims, goals, needs, drives, motives, and incentives. The motivation of people is largely influenced by the strength of their motives.

3. AN OVERVIEW • The motives of people are “ the whys” of behavior. Motives “arouse and maintain activity and determine the general direction of the behavior of an individual. In essence, motives or needs are the mainspring of action.”

4. What is motivation? Technically, the term motivation can be traced to the Latin word movere, which means “ to move”. Continued.......

5. What is motivation? Motivation, as defined by Luthans, is “ a process that starts with a physiological or psychological deficiency or need that activates behavior or a drive that is aimed at a goal or incentive”. Unfolding of the essence of the term motivation requires understanding of the meaning of, and relationship between, needs, drives, and incentives. Continued.......

6. What is motivation? • Motivation may, thus, be construed as the need-drive-incentive sequence, or cycle. A need sets drives in motion to accomplish a given incentive which alleviates a need and reduce a drive. Continued.......

7. What is motivation? Motivation may be defined as “ the willingness to exert high levels of effort toward organizational goals, conditioned by the effort’s ability to satisfy some individual need”. The three key elements in the definition are effort, organizational goal, and needs. Continued.......

8. Components of Motivation Motivation OrganizationalGoals Effort Needs

9. Efforts:Employees of an organization are in a state of tension due to numerous reasons. To relieve this tension, they exert behavior. The greater the tension, the higher the effort level. If this effort successfully leads to the satisfaction of the need, tension is reduced.

10. Needs:Needs are created whenever there is a physiological or psychological imbalance. For example, a need exists when cells in the body are deprived of food and water.

11. Drives: Drives, or motives are set up to alleviate needs. The needs of an individual for food and water are translated into hunger and thirst drives, and the need for friends becomes a drive for affiliation.

12. Incentives: Incentives may be defined as • “anything that will alleviate and reduce a drive”. Attaining an incentive will tend to reduce or cut off the drive. Eating food, drinking water, and obtaining friends will tend to restore balance and reduce the corresponding drives. • The term motivation consists of three interacting and interdependent elements: needs, drives, and incentives.

13. The Motivation Process EXHIBIT E-2

14. Classification of Motives • There are numerous motives which set people to make efforts to accomplish incentives. The motives or drives may broadly be classified into three: • Primary • Secondary motives • General

15. Motives (CONTINUED) Primary motives: The primary motives are unlearned and physiologically based. Common primary motives include hunger, thrust, sleep, avoidance of pain, sex, and maternal concern.

16. Motives (CONTINUED) Secondary motives: Secondary motives are closely tied to the learning concepts. Secondary motives are defined as those motives which are learned . Secondary motives are the needs for power, achievement, affiliation, security, and status.

17. Motives (CONTINUED) General motives: General motives refer to those motives which are unlearned, but are not physiologically based. Common general motives include curiosity, manipulation, activity, and affection

18. Examples of Key Secondary Needs • Need for Achievement • Doing better than competitors • Attaining or surpassing a difficult goal • Solving a complex problem • Carrying out a challenging assignment successfully • Developing a better way to do something

19. Need for Power • Influencing people to change their attitudes • or behavior • Controlling people and activities • Being in a position of authority over others • Gaining control over information and • resources • Defeating an opponent or enemy

20. Need for Affiliation *Being liked by many people *Being accepted as part of a group or team *Working with people who are friendly and cooperative *Maintaining harmonious relationships and avoiding conflicts *Participating in pleasant social activities

21. Need for Security *Having a secure job *Being protected against loss of income or economic disaster *Having protected against illness and disability *Being protected against physical harm or hazardous condition

22. Need for status *Having the right car and wearing the right clothes *Working for the right company in the right job *Having a degree from the right university *Living in the neighborhood and belonging to the country club *Having executive privileges

23. Classification of Motivation Theories • Motivational theory has developed around two main approaches : • Content theories • Process theories. Besides, some theories have been developed, which do not belong to any of the above mentioned categories.

24. Classification of Motivation Theories • Based on the focal point of the theory, the theories of motivation may be classified into three categories: • Content theories of motivation • Process theories of motivation • Contemporary theories of motivation

25. Content Theories Hierarchy of Needs Theory If someone wants to motivate his employees, he needs to understand what level of the need hierarchy that person is currently on and focus on satisfying these needs at or above that level. Abraham Maslow hypothesized that within every human being there exists a hierarchy of the following five needs:

26. Hierarchy of Needs Theory (Continued) Physiological: Includes hunger, thirst, shelter, sex, and other bodily needs. Safety : Includes security and protection from physical and emotional harm. Social: Includes affection, belongingness, acceptance, and friendship

27. Hierarchy of Needs Theory (Continued) Esteem: Includes internal esteem factors such as self-respect, autonomy, and achievement ; and external esteem factors such as status, recognition, and attention. Self-actualization: The drive to become what one is capable of becoming; includes growth, achieving one’s potential, and self-fulfillment.

28. Maslow’s Hierarchy of Needs EXHIBIT 10.2

29. The Essence of the Theory The essence of the theory is that there is a hierarchy of five needs- Physiological and safety needs, social, esteem, and self-actualization and as each need is sequentially satisfied, the next need becomes dominant.

30. The Essence of the Theory • Maslow separated the five needs into higher and lower orders: • Lower Order Needs: Physiological and safety needs • Higher Order Needs:Social, esteem, and self-actualization

31. DIFFERENCES The differentiation between the two orders was made on the premise that: Higher order needs are satisfied internally (within the person) Lower order needs are predominantly satisfied externally (by pay, union contract, and tenure, for example). In times of economic plenty, almost all permanently employed workers have their lower order needs substantially met.

32. Wide recognition Intuitively logical Ease of understanding Lack of validation of the theory by research No empirical substantiation Little support for the prediction that need structures are organized along the dimensions proposed by Maslow Evaluation Weaknesses Strengths

33. Significance of the Need Hierarchy Theory The needs operate in an ascending order of importance People want most what they do not have. Once a need is reasonably well satisfied, it starts to decrease in importance as a strong motivator of behavior relative to other needs Maslow said that a satisfied need is not a motivator of behavior. Since no two people are alike, needs vary in type and intensity from individual to individual.

34. Significance of the Need Hierarchy (Continued) The social, self-esteem, and in some cases, the self-actualization needs are not always outwardly and directly expressed. A final factor that complicates the motivation process revolves around the fact that people may behave in different ways to satisfy a given need.

35. The Motivation-Hygiene Theory On the basis of research with engineers and accountants, Frederick Herzberg developed a two-factor model of motivation in the 1950s. The motivation-hygiene theory was proposed by psychologist Frederick Herzberg. He extended the work of Maslow and developed a specific content theory of motivation.

36. The Motivation-Hygiene Theory(Continued) Herzberg investigated the following two questions: When did you feel exceptionally good about your job- what turned on ? When did you feel exceptionally bad about your job – what turned off? i.e. he asked people to describe situations when they felt exceptionally good and when they felt exceptionally bad about their jobs.

37. The Motivation-Hygiene Theory (Continued) Factors characterizing 1753 events on the job that led extreme satisfaction include achievement, recognition, work itself, responsibility, advancement, and growth. If a manager wants to motivate employees, he has to take recourse to these motivating factors. Herzberg suggests emphasizing achievement, recognition, the work itself, responsibility and growth. These are the characteristics that people find intrinsically rewarding.

38. The Motivation-Hygiene Theory (Continued) Factors characterizing 1844 events on the job that led to extreme dissatisfaction: company policy and administration, supervision, relationship with supervisor, work conditions, salary, relationship with peers, personal life, relationship with subordinates status, and security. The set of hygiene factors came out in response to the questions about dissatisfaction and lack of motivation.

39. The Motivation-Hygiene Theory (Continued) If hygiene factors are inadequate, this may lead to feelings of dissatisfaction, but employees would not be satisfied if these factors were adequate. Therefore , managers who seek to eliminate factors that create job dissatisfaction can bring about peace, but not necessarily motivation.

40. The Motivation-Hygiene Theory (Continued) They will be placating their work force rather than motivating them. As a result such characteristics as company policy and administration, supervision, interpersonal relations, working condition, and salary have been characterized by Herzberg as hygiene factors.

41. The Motivation-Hygiene Theory (Continued) As viewed by Herzberg, once a state of no dissatisfaction exists, trying to further improve motivation through the hygiene factors would not be meaningful.

42. The Motivation-Hygiene Theory (Continued) The data suggest, says Herzberg , that the opposite of satisfaction is not dissatisfaction as was traditionally believed . Removing dissatisfying characteristics from a job does not necessarily make the job satisfying.

43. The Motivation-Hygiene Theory (Continued) According to Herzberg, the factors leading to job satisfaction are separate and distinct from those that lead to job dissatisfaction. As indicated by him, “ the opposite of satisfaction is ‘ No Satisfaction’, and the opposite of dissatisfaction is ‘ No dissatisfaction’.

44. Herzberg’s Motivation-Hygiene Theory EXHIBIT 10.4

45. The essence of the theory According to Herzberg, the factors leading to job satisfaction are separate and distinct from those that lead to job dissatisfaction. As indicated by him, “the opposite of satisfaction is ‘No Satisfaction’, and the opposite of dissatisfaction is ‘ No dissatisfaction’.

46. The essence of the theory (continued) Reported good feelings were associated with job experiences and job content and reported bad feelings were generally associated with surrounding or peripheral aspects of the job-job context. Herzberg concluded that job satisfiers are related to job content and that job dissatisfiers are allied to job context. Herzberg labeled the satisfiers motivators, and he called the dissatisfiers hygiene factors.

47. The essence of the theory (continued) The hygiene factors refer to factors that are preventive i.e. they prevent dissatisfaction. Herzberg contends that the hygiene factors are absolutely necessary to maintain the human sources of an organization, and only a challenging job which has the opportunities for achievement, recognition, responsibility, advancement, and growth will motivatepersonnel.

48. Criticisms • The procedure that Herzberg used is limited. • The reliability of Herzberg’s methodology is questioned. Since raters have to make interpretations. • The theory, to the degree it is valid, provides an explanation of job satisfaction. It is not really a theory of motivation. • No overall measure of satisfaction was utilized. • A person may dislike part of his or her job, yet still think the job is acceptable.

49. CRITICISMS • The theory is inconsistent with previous research. The motivation-hygiene theory ignores situational variables. • Herzberg assumes a relationship between satisfaction and productivity. But the research methodology he used looked only at satisfaction, not at productivity. Regardless of criticisms, Herzberg’s theory has been widely read, most managers are familiar with his recommendation.

50. Alderfer’s ERG Theory Building upon earlier need models (primarily Maslow’s) and seeking to overcome some of their weaknesses, Clayton Alderfer proposed a modified need hierarchy theory with just three levels: existence needs, related needs and growth needs.