 Motivation

means a
process of
stimulation
people to
action to
achieve
desired
goals.
Unit -6
MOTIVATION
 Motivation is a psychological and human
aspect. It is the act of inspiring employees
to devote maximum effort to achieve
organizational objectives.
 It is the process of creating willingness
among the employees to do work in the
best possible way.
 Motivation is an instrument through which
the management understands why and
how workers interact and work in
accordance with
organizational requirements.
Motivating Employee
 Successful motivating your
employees will help you achieve
maintain business goals…While
employees are clearly motivated by
tangible rewards such as salary and
promotion ,there are more intangible
factors such a mentoring, personal
and professional growth and the
ability to work on independent
projects
FEATURES OF MOTIVATION

Psychological process
Continuous process
Complex and unpredictable
Pervasive function
Influences the behavior
Concentrated on whole individual
Positive or Negative
 Psychological Process. Motivation is a psychological
process. It is a process to achieve the desired result by
stimulating and influencing the behavior of subordinates.

A manager must be careful to

understand the needs, motives, and desires of every worker
in the organization. Subordinates differ in their approach
and even two individuals can not be motivated with the
same technique.
 Continuous Process. It is a continuous process. A
satisfied person of today may not be satisfied tomorrow.
When one need is satisfied, another need emerges.
Therefore,
motivation is a never-ending process until the completion
of the objectives. It is the responsibility of the management
to develop new techniques, systems, and methods to fulfill
the changing needs of workers.
 Complex and Unpredictable. It is complex and
unpredictable. Human wants are unlimited and change
according to time and situation. A satisfied person of the
present may not be satisfied in the future.
In a similar
manner, even two persons may not be motivated with
similar behavior and facilities. Therefore, a manager must
be conscious to motivate subordinates and achieving
objectives effectively.
 Pervasive Function. It is a pervasive function of all levels
of management. Every manager from the top level to the
lowest level in the management hierarchy is responsible for
motivation.
A manager is primarily responsible for
motivating his subordinates and secondly other
subordinates in the management hierarchy. For this, it is
essential to develop the concept of group work and team
spirit among all the members of the organization.
 Influences the Behavior. One of the important
parts of motivation is to influence the behavior of the
people. Management has to influence the behavior of
the workers and inspire them to concentrate more on
their works.

Therefore, a manager has to play the role

of a leader to influence the behavior of subordinates
to achieve common goals.
 Concentrated on Whole Individual. Individuals are
motivated to fulfill their unlimited needs. A person
can not be partly motivated as he is a self-contained
and inseparable unit.
For example,
whenever individual wishes to wear a pair of shoes,
only the feet are not motivated but the whole body of
the individual is motivated to get the shoes. Thus,
motivation is concentrated on individuals and their
attitudes to improve their working efficiency.
Positive Vs. Negative Motivation
 Motivation could be classified into
positive and negative motivation.
Both motivations have important at
the necessary time and situation.
Negative motivation means
encouraging others to do by
punishment and positive is by some
incentives.
 Positive motivation
 It is additionally referred to as the ‘carrot’ approach. It
means to supply some rewards to
influence employees within the desired manner to
realize common objectives. Such rewards could be in
terms of cash or non-monetary or both.
 Monetary incentives are those, which are given in
terms of cash. These also involve benefits and
incentives, which may be marked in terms of cash.
Monetary benefits involve increments in salary, cash
rewards, bonus payments, the share of profit, pension,
etc.
 Non-monetary incentives are those, which are
offered aside from money to the workers. Such
incentives are also referred to as social needs. Non-
monetary considerations involve promotion, assignment
of authority, sharing in deciding, assignment of creative
works, providing a far better working climate, providing
records of merits, etc.
  Negative motivation
 Negative motivation is additionally referred to as the ‘stick’
approach. It means to carry out some punishment to
employees to produce desired behavior for the achievement
of common goals. Negative incentives also can be monetary
or non-monetary.
 The monetary punishments involve fines, penalties,
reduction of remuneration, bonus, allowances, and
reduction of other financial incentives. The non-monetary
punishment involves demotion, the threat of dismissal,
transfer to remote areas, minimization of responsibilities,
etc.
 It often returns rise to defensive behavior of
workers like the creation of unions, poor quality works,
high employees turnover, etc. It may lead to the breakdown
of the management. However, negative motivation cannot
always be avoided, because according to time and situation
it can best act as a tool for motivation.
Importance and Objectives
Motivation may serve various purposes,
some purposes are:
 Leads To Profitable Operation
 Increases Productivity
 Effective Use of Human Resources
 Satisfaction of Employees
 Minimizes Organizational Disputes and
Strike
 Basis of Coordination
 Stability of Workforce
Motivational Theories
Classical/Early Motivational Theories
-Hierarchy of Needs-Maslow
-Theory X and Y –McGregor
-Two Factor Theory
-Theory of Needs-McClelland
Contemporary Motivational Theories
- Self Determination Theory
- Goal Setting Theory
- Self Efficacy Theory
- Reinforcement Theory
- Equity Theory – Adams
-Expectancy Theory -Vroom
1.Self Determination Theory
 Self Determination Theory suggest that people
are motivated to grow and change by three innate
and universal psychological needs.
-Competence
.People need to gain mastery of task and learn
different skill
.When people feel that they have the skills
needed for success
.They always take actions that will help them
achieve their goals
-Connection and Relatedness
.People need to experience a sense of belonging
and attachment to other people
Autonomy (freedom)
.Autonomy means a felling of independent while doing any
work
.People need to fell in control of their own behavior and
goals
. This sense of being able to take decision and direct action
that will result in real change plays a major part in helping
people fell self determination.
How to This Theory works
-Psychological growth described by self-determination
theory does not simply happen automatically
- Ryan and Deci have suggested social support is key
- Extrinsic reward like monetary benefits reduces the
intrinsic motivation of the individual to due to lack of
control and autonomy.
- Extrinsic reward like positive feedback and praise for good
work boost the self-determination
How To Use This Theory At Work Place

-Managers and leaders can foster (raise)

this sense of self –determination by
allowing team members to take an active
role
- offer employees responsibilities, provides
meaningful feedback, and offer support
and encouragement.
- Employers should be careful not to
overuse extrinsic(external) rewards .Too
many rewards can undercut
intrinsic(internal) motivation.
2.Goal Setting Theory
Overview of the theory
-In 1960’s Edwin Locke proposed Goal-setting theory of
motivation.
- This theory states that goal setting is linked to task
performance
- It states that specific and challenging goals along with
appropriate feedback contribute to higher and better task
performance

Characteristics of Goals
-Goals must be very specific and clear(avoid
misunderstanding)
-Goals must have some deadlines
- Goals must realistic and challenging –feeling of pride
- Goals must be measurable.
Other Variable affecting the model

Goal
Commitment

National
culture

Task
Characteristics

Goal
 Goal commitment
 Individual must be commitment to goal
 They should not lower down or abandon the goal
 They must have two characteristics:-
-They believe they can achieve
-They want to achieve it.

Task Characteristics
 When goal theory work well
 If the task is simple
 If the task is of interest of the employees
 I any direct reward is associated to the task
National Culture
 Goal setting theory is very culturally
bound.
 As it is developed and adapted in
USA and Canada where people are
independent and seek for
challenging goals to grow
 It may not work well with those
countries where peoples are
interdependent and they try to skip
challenging goals and look for
shortcuts
3.Self Efficacy Theory
INTRODUCTION

 Self efficacy theory is also called as

social cognitive theory or social
learning theory
 It refers to an individual belief the he
or she is capable of performing task
 The higher self efficacy, the more
confidence you have in your ability
to succeed in a task
How to develop self efficacy
Albert Bandura suggested four
methods to develop self efficacy-
1.Enactive Mastery
2.Vicarious Modeling
3.Verbal Persuasion
4.Arousal
 1.Enactive Mastery
 Bandura suggested that enactive mastery is all
about gaining relevant experience with the task
or job.
 If someone have done a job in the past he or she
will always feel more confident about a particular
task.

2.Vicarious Modelling
 One of the method of gaining confidence
is when we see our friends or family doing
the task successfully
Verbal Persuasion
 This is one of the method where someone make you realise
about your skills and talent
 Motivational speakers is a classic example of the same

Arousal
It is like a energized state which derives a person to
complete the task.
The person can psyched up and perform better.
This method may not be useful in those situation where the
task requires slow and steady method of working.
4.Reinforcement Theory

 The theory was proposed by B F

Skinner
 The theory states that individual’s
behavior is a function of its
consequences
 It is based on law of effect.
 Individual’s behavior with positive
consequences tend to be repeated
 Individual’s behavior with negative
consequences tends not to be
repeated
Usage in organization
 A manager can use these methods to control the
behavior of the employees
1.Positive Reinforcement
2.Negative Reinforcement
3.Punishment
4.Extinction

1.Positive Reinforcement
 A manager must positive response when an
individual shows positive and required behavior
 This will increase probability of outstanding
behavior occurring again
 Reward is a positive reinforce ,but not necessarily. If and only if
the employees behavior improves, reward can said to be a
positive reinforce.
 It must be noted that more spontaneous is the giving of reward
the greater reinforcement value it has

2.Negative Reinforcement
 Neha doesn’t want to eat green vegetables but his parents keep
trying to get him to eat them.
 At dinner time ,if there is there is green vegetables on his plate
he will scream and shout until they are taken off his plate.
 Parents always give iv to the tantrums and take away the green
vegetables because his tantrums are becoming increasingly
severe and last longer.
- Before: Green Vegetables on the plate.
- Behavior:Scresming.
- After: Vegetables no longer on the plate.
- Future behavior: Neha will scream when he doesn’t want
carrots.
3.Punishment
 Punishment means applying undesirable consequences for
showing undesirable behavior
 For instance –Suspending an employee for breaking the
organizational rules.
 Punishment can be equalized by positive reinforcement from
alternative sources.

4.Extinction
It implies absence of reinforcements.
In other words, extinction implies lowering the probability of
undesired behavior by removing reward for that kind of
behavior.
For instance-If an employee no longer receives praise and
admiration for his good work, he may feel that his behavior is
generating no fruitful consequences
5.Equity Theory of Motivation
 Proposed by John Stacy Adams
 Employees have the tendency to compare their job inputs
with job outputs relative to others.
 The inputs are –effort ,experience, education and
competence
 The outputs are-salary levels,appraisals,recognition.
 Research shows males and female prefer comparison same
sex comparison.
 After comparison there are three situation……
3 situation of equity theory
 Out put Out put
 Input A = Input B Equity is there

 Out put > Out put

In equity is there due to
 Input A Input B
over rewarded

 Out put Out put

 Input A In equity is there due to
< Input B
under rewarded
With Whom Employees Compare
 Co workers
 Neighbors
 Friends
 Present job with past job

These comparison creates four

types of referent comparison…
 Self Inside –Personal experience in different position in
current organization.
 Self Outside-personal experience in a situation or position
outside organization
 Other inside-Another individuals or group inside the
organization
 Other outside-Another individuals or group outside the
organization

When Employee experience Inequity…

then
 Change the input.
 Change the output.
 Choose a different referent.
 Quit the job.
 Chance the self perception.
 Change perception of others.
 6.Vroom Expectancy theory
 The strength of tendency to act in a certain way depends
upon the strength of the expectation threat the act will be
followed with a given outcome and on the attractiveness of
that outcome to the individual

Performance
As that will lead appraisal will
I will work hard
to performance lead to
appraisal bounus,promoti
on

 Individual Effort This leads to three kinds of
 relationship:

 Individual a) Effort performance relationship

 performance

 b)Performance reward relationship

 Organizational reward c)Reward personal goal relationship

Personal goal
Why people are not motivated
at work
Q1.If I work hard and put my maximum
efforts. will it be considered the
performance appraisal?
Q2.If I get good performance appraisal. Will
it lead to organizational benefits.
Q3.Even I get reward. Will those rewards
be personally attractive to me?
The theory has three elements
 Expectancy is the belief that increased effort will
lead to increased performance i.e. if work harder
my performance will rise.
 Instrumentality is the belief that if you perform
well that a valued outcome will be received.ie,if I
do a good job, I will get challenging jobs
 Valence is the importance that the individual
places upon the expected outcomes .for eg. If
someone is mainly motivated by money, he or
she might not value offers of additional time off.
 THEORIES OF
MOTIVATION
Need Hierarchy
Theory
Two Factor
Theory
Theory X and
Theory Y
Need Hierarchy Theory
 Abraham Maslow, a human psychologist
developed a theory of human needs.
 He suggested that human beings have complex
set of needs.
 People always have needs, when one is fulfilled,
another emerges.
 Human needs tend to follow basic hierarchical
pattern , from the most basic needs to the
highest-level needs.
1.Physiological needs

 - They are the basic needs essential to survive which

includes food, shelter, clothing , water etc. organization
fulfill these needs by providing adequate wages and good
working environment.
2. Security and safety needs

Organization can
These needs include
fulfill such needs by
protection against
providing stable job
deprivation, danger
with medical,
and threat on or off
employment and
the job.
retirement benefits.
3. Affiliation needs / Social Needs

 -Affiliation or social needs include a sense of belonging,

acceptance and friendship.
 -When organization doesn't fulfill affiliation needs
employee dissatisfaction appears in different forms like
absenteeism, low productivity , stress etc.
4. Esteem needs
 ♦ It includes factors such as self-respect, autonomy and
achievement, status , recognition etc.
 ♦ Organization fulfill these needs by providing
opportunities for achievement, promotion, prestige, status
etc.
5. Self Actualization Needs
 These needs are related to personal growth, self-fulfillment
and realization of one's potential.
 Maslow's theory is significant for employees'
motivation.
 It guides managers to understand human
behavior and launch motivational schemes.
 It is common observation of managers that basic
needs arise first and gradually increase to the
higher level.
 As human wants are unlimited and unsatisfied,
needs motivate workers. It is the responsibility of
managers to create a situation to satisfy
dominant needs.
 Frederick Herzberg : two
factors theory
 Frederick Herzberg who was among the first
behavioral scientists to look at motivating
employees from different angles developed the two-
factor theory for work motivation.
 This theory is based on the contents of interviews
conducted on 200 engineers and accountants.
 From the research he found that there are two sets
of needs or factors, namely, hygiene factors and
motivating factors.
Hygiene factors
 It is also known as dissatisfies or
maintenance factors .
 The presence of these factors do not
motivate employees, but their absence
causes dissatisfaction.
 It includes company policy,
supervision, relationship with supervisor etc.
 They are necessary to maintain a minimum level
of satisfaction.
Motivating factors
 They are also known as motivators of satisfiers.
 These factors are job centered and related
directly to the job itself.
 The presence of these factors causes high level of
satisfaction, whereas their absence do not cause
dissatisfaction.
 These factors include achievement, recognition,
personal growth, responsibility etc.
 Managers need to understand the nature of
employees to inspire them and act accordingly.
Theory X and Theory Y

Douglas McGregor expressed his views of

human nature in two sets of
assumptions.

They are popularly known as ‘Theory X’

and ‘Theory Y’.
Theory X assumptions
are negative;
 Employees inherently dislike work and, whenever
possible, will attempt to avoid it.
 Since’ employees dislike work, they must be
coerced, controlled, or threatened with
punishment.
 Employees will avoid responsibilities and seek
formal direction whenever possible.
 Most workers place security above all other
factors and will display little ambition.
 Management by direction and control may
not succeed as it is a questionable way of
motivating people whose physiological and
safety needs are reasonably satisfied and
whose social, esteem and self-
actualization needs are becoming
predominant.
Theory Y assumptions
are positive;

 Employees can view work as being as natural as

rest or play.
 People will exercise self-direction and self-control
if they are committed to the objectives.
 The average person can learn to accept, even
seek, responsibility.
 The ability to make innovative decisions is widely
dispersed throughout the population.
 Theory-Y aims at the establishment of an
environment in which employees can best
achieve their personal goals by consulting,
participating and communicating
themselves to the objectives of the
organization.
 In this process, employees are expected to
exercise a large degree of internal
motivation.
Reward System to Motivate
Performance
 Reward may be defined as material and psychological
returns for performing activities in any organization.
 It is the benefit that attracts an employee's attention and
encourages him/her to work efficiently.
 Reward may be classified as:

a. Extrinsic and Intrinsic reward

b. Financial and Non-financial reward
Extrinsic Rewards
Extrinsic rewards are useful if employees can satisfy their needs
indirectly through financial rewards and incentives for past
performances.

They are a combination of direct-indirect financial rewards and non-

financial rewards.

Example: Pay, fringe benefit, job security, good working condition, supportive
supervision, power, promotional opportunities, group
working atmosphere, respect, recognition, praise etc.
Intrinsic Rewards
It is the form of motivation an employee
has within himself that comes from a passion or
interest in doing a job well done.

Intrinsic rewards come from inside an

individual.

Example: Sense of achievement, involvement, self-esteem,

challenge, self- expression and self-development etc.
Financial and Non- Financial
Rewards
 Financial rewards: Financial rewards are
those which are given in terms of terms of
money to the employees in addition to
their regular income.
 They include pay, allowances, fringe
benefits, pay increase, bonus, piece rate
system, profit sharing, retirement
benefits, prize and awards etc.
 Non-financial rewards: Non- financial rewards
are those which do not involve monetary outlays
and commitments of the management.
 They are intangible and fulfill psychological or
emotional needs of employees.
 They include achievement, recognition,
appreciation, respect, praise, affiliation,
participation, freedom, opportunities for
advancement, supportive leadership and
supervision etc.
 Motivation through Employee
Participation
 Participatory management is a method in which the employees
are involved in every function of management.
 Employees are made involved in management by making owner,
giving autonomy and providing change to take participation in
decision making process.
 This increase tier dignity, respect honour and self-actualization.
Asa result, they get motivated to work.
 To involve the employees in management is an important source
of motivation.
 This increases productivity of the organization, commitment of
employees, internal motivation and the employees become ready
to accept responsibility and accountability.
 There are two techniques to encourage and empower
the employees. They are:

1. Quality of Work Life (QWL)

2. Self-managed Work Team
Quality of Work Life (QWL)
 It is a technique to motivate employees to work.
 QWL indicates the relationship of quality between total
work environment and the employees.
 If the quality of working life of employees is good, they
become satisfied and hardworking or get motivated to
work.
 They become successful to perform challenging work.
Sufficient and reasonable remuneration, healthy and safety
environment to give personal identity, opportunity for
persona development and security, opportunity for human
competence development etc. are as a whole the working
environment.
 They are called quality working life. If the QWL is good
the employees become satisfied. So the management
should improve this environment. For this the mechanism
such as share ownership, flexible working hour, quality
control team etc. should be organized and activated.
 Share ownership:
 .The employee can be involved in management by
providing share ownership.
 Nowadays most of the companies make the
employees owners but distributing shares to
them. Doing so the employees think the
organization to be their own, they become
dedicated to the organization and get opportunity
to take part in decision making process.
 Flexible working time

 Two types of working table can be used. The first fixed time working
and second flexible working time.
 The working time from 9 am to 4 pm is called fix time working. Most
of the countries of the world use tis type of time.
 But using this working time, employees cannot get time to pay
electricity tarrif, children's fee to school, post office to drop the
letters, draw money from bank etc.
 So the employees should be given the facility to reach office earlier
in morning and leave it before office time or reach late in the morning
and work there even after the office time or use the long break for
such private work and work in the office up to late evening.
 If such facility is given they need to take leave and can do their
private work.
 Quality circle:
The team formed to solve production
problems and improve quality of
goods is called quality circle(QC). QC
is a small group of employees. QC is
formed involving experienced and
specialist employees. Such circle tries
to decrease cost price, increase
quality of goods.
Self-managed Work Team
 Self-managed team:
 The tea formed without formal supervision is called self-
managed team. The duties , authorities and responsibility
of the members of such organization are not formally
defined.
 The leadership of such team is held based on personal
charisma. The member of the teamwork with disciline and
become goal oriented. They have high morale. They utilize
the freedom to use to show their ability. Self managed team
are a group of 10 to 15 employees. They have responsibility
of planning and sheduling of work, task asignment to
members, taking action to solve problems, decision making
about operation and collective control over performance.
 The team becomes responsibility for the whole
work.
 The member becomes gifted with various
qualities and skills.
 The authority to determine working procedure,
making work routine, handing over work etc. lies
with such team.
 Theperformance of the team is based on
remuneration and feedback.
 Self-managed team is spontaneously formed. The
team members get opportunity to show their
efficiency and skill in performance.
Baburam Rawat 68