Motivation

MOTIVATION

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Introduction

·       It refers to the willful desire to direct one’s behavior towards the goal

·       It can also be defined as the forces that maintain and alter the

o   Directions

o   Quality

o   & Intensity of behavior

 

Nature of Motivation

·       Related to the satisfaction

·       Goal directed

·       Based on motives

·       Complex process

 

Types of Motivation

·       Intrinsic motivation (a person is being motivated by internal desires)

·       Extrinsic motivation (a person is being motivated by external desires)

Theories of Motivation

·       Hertzberg’s two factor theory

o   According to Hertzberg the motivation can be achieved by the help of Motivational factors and can be lost because of  Hygiene factors

o   Motivational factors

§  Enjoying your work

§  Feeling recognized

§  Carrier progression

§  Financial benefits

§  Job advancement

o   Hygiene factors

§  Security pay

§  Fairness

§  Salary

§  Company policies

§  Relationship with managers

·       Maslow’s hierarchy of needs

o   According to the Maslow’s the hierarchy is made up of 5 levels and after reaching at 5^th level the person achieves the full satisfaction and get motivation.

§  Physiological needs (these needs are necessary for the survival of a person)

§  Safety (it includes personal & financial security, health and well being)

§  Belongingness (at 3^rd level the persons need a love, relationship and family to share his things)

§  Esteem (need to feel confident and respected by others)

§  Self actualization (desire to achieve everything you possibly can)

o   This theory fails because different persons may be driven by different needs at the same point of time.

·       Hawthorne effect

   This study was design and conducted at Western Electric Company in 1924.

o   Objective of this study is to examine the effect of various lightening levels on workers’ productivity.

o   Workers was divided into two groups

§  Experimental group

§  Control Group

o   The experimental group exposed to various intensities of light but the control group worked at a constant light intensity

o   As the level of light intensity increases the productivity also increases in both the groups and when the intensity of light decreases the productivity continued to increases in both the groups.

o   The results indicates that the incentive plan had less effect on the worker output in comparison to the

§  Group Pressure

§  Acceptance

§  Security

Expectancy Theory

o   It states that people will choose that how to behave depending on the outcomes they expect as a result of their behavior

o   The best example is that a worker work longer hours to get a pay rise, it can leads to 2 conditions

§  If he gets the pay rise, he get motivation also

§  If he fails to get the pay rise, he gets the loss of satisfaction & motivation

o   This theory is based on the three elements

§  Expectancy (a belief that your efforts will results in your desired goal)

§  Instrumentality (a belief that you will get a reward when you meet the performance expectation)

§  Valence (the value you place on the reward)

 McClelland’s Theory of Needs (Acquired Needs Theory)

Proposed by: David McClelland
Focus: Motivation is driven by learned needs acquired through life experiences.

Three Key Needs:

1. Need for Achievement (nAch):
• Desire to accomplish goals and succeed.
• People high in nAch prefer tasks of moderate difficulty.
• They seek feedback and take responsibility.
2. Need for Power (nPow):
• Desire to influence or control others.
• Two types:
• Personalized Power: For personal gain.
• Socialized Power: For group or organizational benefit.
3. Need for Affiliation (nAff):
• Desire for friendly and close interpersonal relationships.
• People high in nAff seek approval and tend to avoid conflict.

Application:

• Helps managers assign roles.
• High nAch: Challenging tasks.
• High nPow: Leadership roles.
• High nAff: Team-based tasks.

Alderfer’s ERG Theory

Proposed by: Clayton Alderfer
Focus: Modification of Maslow’s Hierarchy of Needs.

Three Core Needs:

1. Existence Needs:
• Physical well-being: food, shelter, safety, salary.
2. Relatedness Needs:
• Social relationships, family, friends, co-workers.
3. Growth Needs:
• Personal development, achievement, self-fulfillment.

Key Concepts:

• Frustration-Regression Principle:
• If higher-level needs (Growth) are frustrated, people regress to lower-level needs (Relatedness or Existence).
• Multiple needs can be active at the same time.

Comparison to Maslow:

• More flexible.
• Doesn’t require strict hierarchical progression.

McGregor’s Theory X and Theory Y

Proposed by: Douglas McGregor
Focus: Management styles are based on assumptions about employee motivation.

Theory X: (Traditional/Negative View)

• Employees are lazy and avoid work.
• They need to be controlled, directed, and threatened.
• Prefer to be led, dislike responsibility.

Management Style:

• Autocratic, controlling, authoritarian.

Theory Y: (Modern/Positive View)

• Employees are self-motivated and enjoy their work.
• They seek responsibility and are creative.
• Work can be as natural as play.

Management Style:

• Participative, empowering, supportive.

Application:

• Encourages managers to create a motivating environment (Theory Y) by:
• Offering opportunities for growth.
• Allowing participation in decision-making.

Benefits of Motivation

·       Job satisfaction

·       Need satisfaction

·       Productivity

·       Learning

·       Discipline

Video Description

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