MOTIVATION

Prentice Hall, 2001 Chapter 6 2

What Is Motivation?

Direction

PersistenceIntensity

I was saying

"I'm the greatest”

long before

I believed it.

Intensity

It includes aim & guidance.

Direction

It's not that I'm so smart, it's

just that I stay with problems

longer.

Persistence

DEFINITION OF MOTIVATION

To motivate is to induce people to act in a desired manner. - KOONTZ and O’DONNELL

NATURE OF MOTIVATION

INTERNAL FEELINGCONTINUOUS PROCESSEACH PERSON HAS DIFFERENT MOTIVATION FACTORMOTIVATION MAY BE GIVEN IN MANY WAYSIT IS AN IMPORTANT FUNCTION OF MANAGEMENTIT STIMULATES PEOPLE TO DO WORKIT HELPS IN SECURING INDUSTRIAL PEACEIT CREATES MORALEIT IS THE ONLY SOLUTION TO THE PROBLEM

IMPORTANCE

HIGH LEVEL OF PROFORMANCE LOW EMPLOYEES TURNOVER AND ABSENTEEISMEASY ACCEPTANCE OF ORGANISATIONAL CHANGESSWEET RELATION B/W OWNER AND EMPLOYEESGOOD IMAGES OF ORGANISATIONINCREASE IN MORALEPROPER USE OF HUMAN RESOURCES POSSIBLEHELPFUL IN ACHIEVING GOALSBUILDS GOOD RELATION AMONG EMPLOYEES

THEORIES OF MOTIVATION

ABRAHAM MASLOW’S THEORY OF NEED HIERARCHY

HARZBERG’S TWO FACTOR THEORY OF MOTIVATION

THEORY X AND Y

OUCHI’S “Z” THEORY

MASLOW NEED HIERARCHY THEORY

He was the first person who presented this theory in 1943. He developed this theory on the basis of chain. E.g. The needs which r more sharply felt should be satisfied first & less sharply felt need should be satisfied afterwards.

Physiological Needs

Food

Air

Water

Clothing

Basic Human Needs

Safety Needs

Protection

Stability

Pain Avoidance

Routine/Order

Safety and Security

Social Needs

Affection

Acceptance

Inclusion

Love and Belonging

Esteem Needs Self-Respect

Self-Esteem

Respected by Others

Esteem

Self-Actualization

Achieve full potential

Fulfillment

CRITICISM

This theory is not permanent .this changes acc.to situation.

It is not necessary that the needs of only one category be strong at a time n the remaining remains unimportant.

HERZBERG HYGIENE THEORY

MAINTENANCES OR HYGIENE OR DISSATISFIERS

Company policy& Administration

Salary Personal life Status Mutual personal relation

with inspector Technical inspection Working condition Security of employment Environment

MOTIVATORS OR SATISFIERS

Achievement Advancement Job itself Recognition Responsibility Opportunities for growth

CRITICISM

It is not appropriate in all the situations.

The categorisation of dissatisfiers & satisfier is not practical.

It has made the relationship b/w motivation & satisfaction very simple when it is not so.

X & Y THEORYTraditional theory X Man by nature is sluggish

& shirker Mostly people r not

ambitious & r afraid to take responsibility.

It is limited to only physical &security needs.

Strict control threat & punishment r used in order to get work.

Modern theory Y Man wants to work

provided the conditions are favourable

It take people as responsible &full of efforts

Physical &security needs motivate for a short time while it is cont.in self actualisation.

If proper environment is provided then person performs his work labouriously.

Ouchi Z Theory

This theory is based on Japanese management system.This theory is entirely different form.

Z has no literal meaning but is only the last letter in english alphabet.

Features of Z Theory

Involvement of employees.

Establishement of informal organisational structures.

Establishment of trust.

Establishment of coordination among people.

Criticism

Lack of required efficiency for participation.

Lack of group feeling.

Lack of tolerance in investors.

Informal organisation can not work independently.

Horizontal movement reduces specialisation.

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