theories of motivation abhishek sinha

8/2/2019 Theories of Motivation Abhishek Sinha

1/28

Theories of Motivation

A Case Study


2/28

Definition

THE PROCESS THAT ACCOUNTS FOR AN INDIVIDUALS

INTENSITY, DIRECTION, AND PERSISTENCE OF EFFORTTOWARDS ATTAINING A GOAL.


3/28

IntroductionMotivation is a process that starts with a physiological or

psychological need that activates a behavior or a drive thatis aimed at a goal.

Every employee is expected to show increased andqualitative productivity by the manager. To achieve this thebehavior of the employee is very important. The behaviorof the employees is influenced by the environment inwhich they find themselves. Finally, an employee's behavior

will be a function of that employee's innate drives or feltneeds and the opportunities he or she has to satisfy thosedrives or needs in the workplace.


4/28

If employees are never given opportunities to utilize all oftheir skills, then the employer may never have the benefitof their total performance. Work performance is alsocontingent upon employee abilities. If employees lack the

learned skills or innate talents to do a particular job, thenperformance will be less than optimal. A third dimension ofperformance is motivation.

Hence, Motivation is the act of stimulating someone oroneself to get desired course of action, to push right buttonto get desired reactions.


5/28

Theories of Motivation

Abraham Maslows Theory

Theory X and Y

Motivation hygiene theory

Equity Theory

Expectancy Theory


6/28

Abraham Maslows Theory


7/28

Hierarchy of Needs:

A visual aid Maslow created to explain his theory, which he called the

Hierarchy of Needs, is a pyramid depicting the levels of human needs,psychological and physical. When a human being ascends the steps ofthe pyramid he reaches self actualization.

At the bottom of the pyramid are the Basic needs or Physiologicalneeds of a human being, food, water, etc. The next level is SafetyNeeds: Security, Order, and Stability. These two steps are important tothe physical survival of the person. Once individuals have basic

nutrition, shelter and safety, they attempt to accomplish more. Thethird level of need is Love and Belonging, which are psychologicalneeds; when individuals have taken care of themselves physically, theyare ready to share themselves with others. The fourth level is achievedwhen individuals feel comfortable with what they have accomplished.This is the Esteem level, the level of success and status (from self andothers). The top of the pyramid, Need for Self-actualization, occurswhen individuals reach a state of harmony and understanding. Once a

person has reached the self actualization state they focus onthemselves and try to build their own image. They may look at this interms of feelings such as self confidence or by accomplishing a set goal.


8/28

Theory X and Y

Theory of X :

Following are the assumptions of managers who believe intheTheory of X in regard to their employees.

Employees dislike work; if possible avoid the same

Employees must be coerced, controlled or threatened todo the work

Employees avoid responsibilities and seek formal

direction Most employees consider security of job, most importantof all other factors in the job and have very little ambition


9/28

Theory of Y:

Following are the assumptions of managers who believe inthe

Theory of Y in regard to their employees.

Employees love work as play or rest

Employees are self directed and self controlled and

committed to the organizational objectives

Employees accept and seek responsibilities

Innovative spirit is not confined to managers alone, someemployees also possess it.

Theory of X assumes Maslows lower level needs dominatein employees.

Whereas Theory of Y, assumes Maslows higher level needsdominate in employees.


10/28

Motivation Hygiene Theory

Two-factor Theory:

Herzberg's Two Factor Theory, also known as the MotivationHygiene Theory, was derived from a study designed to testthe concept that people have two sets of needs:

1. their needs as animals to avoid pain

2. their needs as humans to grow psychologically


11/28

Equity Theory

This theory of motivation centers around the principle ofbalance or equity. According to this theory level of

motivation in an individual is related to his or herperception of equity and farness practiced by management.Greater the fairness perceived higher the motivation andvice versa. In this assessment of fairness, employee makescomparison of input in the job ( in terms of contribution)with that of outcome (in terms of compensation) and

compares the same with that of another colleague ofequivalent cadre.


12/28

Expectancy Theory

Expectancy refers to the strength of a person's beliefabout whether or not a particular job performance is

attainable.

Assuming all other things are equal, an employee will bemotivated to try a task, if he or she believes that it can bedone. This expectancy of performance may be thought of interms of probabilities ranging from zero (a case of "I can't

do it!") to 1.0 ("I have no doubt whatsoever that I can dothis job!")


13/28

Instrumentality as a probability belief linking oneoutcome (a high level of performance, for example)to another outcome (a reward).

Instrumentality may range from a probability of 1.0(meaning that the attainment of the second outcome -- thereward is certain if the first outcome is excellent job

performance -- is attained) through zero (meaning there isno likely relationship between the first outcome and thesecond). An example of zero instrumentality would beexam grades that were distributed randomly (as opposed tobe awarded on the basis of excellent exam performance).Commission pay schemes are designed to make employeesperceive that performance is positively instrumental for theacquisition of money.


14/28

Valence refers to the emotional orientations peoplehold with respect to outcomes (rewards).

An outcome is positively valent if an employee would preferhaving it to not having it. An outcome that the employee

would rather avoid ( fatigue, stress, noise, layoffs) isnegatively valent. Outcomes towards which the employeeappears indifferent are said to have zero valence.

Therefore, Motivational Force(MF) is expressed as:

MF= Expectancy x Instrumentality x Valance


15/28

Benefits Improved Productivity

Motivated employees work more efficiently, producing betterproducts or services in less time. Unmotivated employeeswaste time for personal benefits. They generally take longer to

accomplish the tasks assigned. By keeping employeesmotivated, the productivity improves.

Higher Quality of Service or Product

When employees are motivated, they invest time, effort andbrain power into producing the best products or servicespossible. They take pride in their work, meaning they will give

a company a better name out in the market simply byproducing a superior product. Unmotivated employees, on theother hand, will put in the bare minimum effort, resulting inpoor customer service, and low-quality products.


16/28

Monetary Savings

Improved productivity and higher quality services andproducts equal monetary gains for a company. This opensup chances for improvements in the company or to be usedas benefits for employees.

Better Employee Retention Rates

If employees are motivated, then it may tend to retainmore of them. Every time a new employee is hired, timehas to be invested in getting that person up to speed onthe job requirements, integrating that person into theworkforce and figuring out exactly how that new person cancontribute. Existing employees have a wealth of knowledge

about a company and how projects work. They are alsoalready accustomed to working with the other employees atthe facility. By retaining employees, money and time can besaved.


17/28

Pleasant Work EnvironmentMotivated employees are happy employees. Better moraleis contagious; it leads to a pleasant work environment andbetter productivity. All this means a better workday foreveryone and thus for the company.


18/28

Methods of Motivation

There are as many different methods of motivatingemployees today as there are companies operating in theglobal business environment. Still, some strategies are

prevalent across all organizations striving to improveemployee motivation. The best employee motivation effortswill focus on what the employees deem to be important. Itmay be that employees within the same department of thesame organization will have different motivators. Manyorganizations today find that flexibility in job design and

reward systems has resulted in employees' increasedlongevity with the company, improved productivity, andbetter morale.


19/28

EMPOWERMENT

Giving employees more responsibility and decision-makingauthority increases their realm of control over the tasks forwhich they are held responsible and better equips them to

carry out those tasks. As a result, feelings of frustrationarising from being held accountable for something one doesnot have the resources to carry out are diminished. Energyis diverted from self-preservation to improved taskaccomplishment.


20/28

CREATIVITY AND INNOVATION

At many companies, employees with creative ideas do notexpress them to management for fear that their input willbe ignored or ridiculed. Company approval and toeing thecompany line have become so ingrained in some workingenvironments that both the employee and the organizationsuffer. When the power to create in the organization ispushed down from the top to line personnel, employees

who know a job, product, or service best are given theopportunity to use their ideas to improve it. The power tocreate motivates employees and benefits the organizationin having a more flexible work force, using more wisely theexperience of its employees, and increasing the exchangeof ideas and information among employees and

departments. These improvements also create an opennessto change that can give a company the ability to respondquickly to market changes and sustain a first moveradvantage in the marketplace.


21/28

LEARNING

If employees are given the tools and the opportunities toaccomplish more, most will take on the challenge.Companies can motivate employees to achieve more bycommitting to perpetual enhancement of employee skills.Accreditation and licensing programs for employees are anincreasingly popular and effective way to bring aboutgrowth in employee knowledge and motivation. Often,these programs improve employees' attitudes toward theclient and the company, while bolstering self-confidence.Supporting this assertion, an analysis of factors whichinfluence motivation-to-learn found that it is directly relatedto the extent to which training participants believe thatsuch participation will affect their job or career utility. In

other words, if the body of knowledge gained can beapplied to the work to be accomplished, then theacquisition of that knowledge will be a worthwhile event forthe employee and employer.


22/28

QUALITY OF LIFE

Under certain circumstances, many workers are leftwondering how to meet the demands of their lives beyondthe workplace. Often, this concern occurs while at work andmay reduce an employee's productivity and morale.

Companies that have instituted flexible employeearrangements have gained motivated employees whoseproductivity has increased. Programs incorporatingflextime, condensed workweeks, or job sharing, forexample, have been successful in focusing overwhelmedemployees toward the work to be done and away from the

demands of their private lives.


23/28

MONETARY INCENTIVE

For all the championing of alternative motivators, moneystill occupies a major place in the mix of motivators. Thesharing of a company's profits gives incentive to employeesto produce a quality product, perform a quality service, orimprove the quality of a process within the company. Whatbenefits the company directly benefits the employee.

Monetary and other rewards are being given to employeesfor generating cost-savings or process-improving ideas, toboost productivity and reduce absenteeism. Money iseffective when it is directly tied to an employee's ideas oraccomplishments. Nevertheless, if not coupled with other,nonmonetary motivators, its motivating effects are short-lived. Further, monetary incentives can provecounterproductive if not made available to all members ofthe organization.


24/28

OTHER INCENTIVES

Study after study has found that the most effective motivatorsof workers are nonmonetary. Monetary systems are insufficientmotivators, in part because expectations often exceed resultsand because disparity between salaried individuals may dividerather than unite employees. Proven nonmonetary positivemotivators foster team spirit and include recognition,responsibility, and advancement. Managers who recognize the

"small wins" of employees, promote participatoryenvironments, and treat employees with fairness and respectwill find their employees to be more highly motivated. Themost effective rewards, such as letters of commendation andtime off from work, enhanced personal fulfillment and self-respect. Over the longer term, sincere praise and personal

gestures are far more effective and more economical thanawards of money alone. In the end, a program that combinesmonetary reward systems and satisfies intrinsic, self-actualizing needs may be the most potent employee motivator.


25/28

Motivation to Managers

Mangers strive to keep employees engaged, challenged, happyand most of all, productive. At times, managing a team andworking to keep everyone motivated is a challenge in itself.When a Managers mood declines the ripple effect quicklycomes in to play and the mood of the team can quickly be

affected. When working so diligently to motivate a team, it isoften difficult to continue the effort when no one is motivatingthe manager.

If a Manager must keep their team motivated and engaged ona daily basis, they may find it difficult when motivation islacking in that manager. When a manager lacks motivation it is

time to re-evaluate what it is that motivates that person. Whilemotivating employees, managers can easily find ways to keepthemselves motivated. As a dedicated manager, personalsuccess can often be felt when the team is successful.


26/28

As a Manager who is in-tuned to their teams needs, a

person in a leadership position often finds satisfaction whendelivering a successful pep talk. When challengingemployees, and in turn seeing those employees meet thosechallenges, a manager may feel increased motivation.When a team performs beyond expectations, a manager isoften the driving force behind those accomplishments.

In all of these cases, managers should take note andrecognize that the accomplishments of their employees,when empowered and encouraged by a great manager, areaccomplishments that can be shared by that samemanager. A manager can encourage and motivate

employees and in turn feel increased motivation from theresults that come from that encouragement. Momentumcan easily be built from one team member to the next.


27/28

Examples

Paying more to employees for working extra time,

Facilities for better personal life of the employees,

Periodical increments or bonuses to the employees,

Appreciations, commendations, etc. to the employees,

Taking inputs of ideas and concepts from the employeesfor the betterment of the company, etc.


28/28

Conclusion

Motivation can be properly or improperly achieved and caneither hinder or improve productivity. Management must

understand that they are dealing with human beings, notmachines, and that motivation involves getting people to dosomething because they want to do it. This cannot beachieved without knowing what is important to associates.Management must use the proper incentives to achieve thedesired results. Simply stated, if the proper motivational

environment is in place, managers will be rewarded withproductive associates.

theories of motivation abhishek sinha

Documents