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SS&IC Module 3b. Motivation

The document discusses motivation as a critical process influencing an individual's efforts towards achieving goals, highlighting intrinsic and extrinsic motivation. It reviews Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory, comparing their approaches to understanding motivation in the workplace. Additionally, it outlines motivation strategies and McClelland's classification of motivational drives, emphasizing the importance of creating a conducive work environment for employee performance.

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7 views12 pages

SS&IC Module 3b. Motivation

The document discusses motivation as a critical process influencing an individual's efforts towards achieving goals, highlighting intrinsic and extrinsic motivation. It reviews Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory, comparing their approaches to understanding motivation in the workplace. Additionally, it outlines motivation strategies and McClelland's classification of motivational drives, emphasizing the importance of creating a conducive work environment for employee performance.

Uploaded by

ajayyadav05012003
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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1

SOFT SKILLS AND INTERPERSONAL


COMMUNICATION

UNIT 3B: MOTIVATION


Sadique Nayeem
Asst. Professor
Dept. of CSE

Sitamarhi Institute of Technology, Sitamarhi


Motivation
2

 Motivation is a process, which accounts for an individual’s intensity, direction and


persistency of efforts towards attaining a goal. This is one of the most frequently
researched topic in Organizational Behavior.
 We can call motivation as a fluid subject and therefor there is a necessity to
motivate employees continuously with more innovative ways every time.

 Intrinsic Motivation: It refers to self, generated factors that influence people to


behave in a particular way or to move in a particular direction. These factors
include responsibility, freedom to act, scope to use and develop skills and
abilities, interesting and challenging work, opportunities for advancement etc.
 Extrinsic Motivation: Efforts made by others to motivate people. This may be
e.g.: reward, punishment, appreciation etc.
Maslow’s Hierarchy of Needs
3

This theory is one of the most famous hypothesizing that within every human being
there are five different needs in a hierarchical structure. These needs are:
4

i. Physiological: This includes hunger, sex, shelter, thrust and a few bodily
needs.
ii. Safety: This includes protection from physical and emotional harm as well as
security.
iii. Social: This includes acceptance, belongings, affection as well as friendship.
iv. Esteem: This includes the internal esteem factors such as autonomy,
achievement and self-respect. Similarly the external esteem factors include
status, recognition and attention to physiological need.
v. Self-actualization: This means drive to become what one is capable of
becoming. This, therefore, includes self-fulfillment, growth and achievement of
one’s potentiality.
HERZBERG’S MOTIVATION-HYGIENE
THEORY (Two factor theory)
5

 Fredrick Herzberg and his associates developed Motivation Theory based on


two main factors in late 1950’s.
 This theory is also known as Two Factor Theory.
 Herzberg carried out research in nine different organizations where 200
respondents comprising accountants and engineers were subjects.
 A structured interview was carried out.
 The purpose of the study was to identify various factors for goal achievement
and also the factors that could be included so that motivation levels do not fall.
 Findings of the study: Herzberg concluded, “ There are two types of needs,
independent of each other”.
6

(a) Motivational Factors: There is a set of job conditions, which operates


primarily to build strong motivation and job satisfaction. These factors are
called motivational factors. They are intrinsic in nature and help increase one’s
output. These factors have positive effect on morale, productivity, and job
satisfaction and overall efficiency of the organization. These factors are as
under:
 Achievement

 Advancement

 Possibility of Growth

 Recognition.

 Work Itself

 Responsibility
7
(b) Maintenance Factors: There are some job conditions which operate primarily to
dissatisfy employees when these conditions are absent. These factors are also
called hygiene factors. When these factors are present they do not motivate in a
strong way, when absent they dis-satisfy. That is why these factors are called
dissatisfies. These factors are.
 Company Policy and administration.

 Technical supervision.

 Interpersonal relationship with superiors.

 Interpersonal relationship with peers.

 Interpersonal relationship with subordinates.

 Salary.

 Job security.

 Personal Life.

 Working condition.

 Status.
Difference Between Maslow & Herzberg’s
Theories of Motivation
8

BASIS FOR MASLOW’S NEED HIERARCHY


HERZBERG’S TWO-FACTOR THEORY
COMPARISON THEORY
Meaning Maslow's Theory is a general Herzberg's Theory on motivation says
theory on motivation which states that there are various factors existing
that the urge to satisfy needs is the at the workplace that causes job
most important factor in motivation. satisfaction or dissatisfaction.
Nature Descriptive Prescriptive
Relies on Needs and their satisfaction Reward and Recognition
Order of needs Hierarchical No sequence
Core concept Unsatisfied needs stimulate Gratified needs regulate behavior
individuals. and performance.
Division Growth and deficiency needs. Hygiene and motivator factors.
Motivator Unsatisfied needs Only higher order needs
MOTIVATION AND PERFORMANCE
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 Requirements for job satisfaction may include high pay, equitable payment
system, and opportunities for promotion, considerate and participative
management, and social interaction at work, interesting and varied tasks and
a high degree of control over work place and work methods.
 The degree of satisfaction obtained by individuals however, depends largely
on their own needs and expectations and the environment in which they work.
 No positive strong connection between satisfaction and performance is yet
established.
 A satisfactory worker is not necessarily a high producer and vice versa.
MOTIVATION STRATEGIES
10

They aim at creation of working environment to develop policies and practices


which will provide for higher levels of performance from employees. They will
be concerned with following:
 Measuring Motivation
 Valuing Employees
 Behavioral Commitment
 Organizational Climate
 Leadership Skills
 Job Design
 Performance Management
 Reward Management
 Employee Development
 Behavioral Motivation
MOTIVATIONAL DRIVES
11

McClelland of Harvard University. He developed a classification scheme


highlighting three of the more dominant drives and pointed out their
significance to motivation.
His studies revealed that people’s motivational patterns tend to be strong
among the workers because they have grown up with similar backgrounds.
McClelland’s research focused on the drives for achievement, affiliation and
power.

 Achievement Motivation
 Affiliation Motivation
 Power motivation
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The End

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