Ch Apter Se Ven: Motivation

CH APTER SE VEN

MOTIVATION

UGC/TRIEA/UNOM/DOMS/PTS

OB/L7/S

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MOTIVATION 

DEF INI TIO N

VITELES Motivation represents an unsatisfactory need which creates a state of tension or disequilibirium, causing the individual to move in a goal directed pattern towards resorting a state of equilibirium, by satisfying the need.

UGC/TRIEA/UNOM/DOMS/PTS

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MO TIVATIO N DEF INITI ON ROBBINS Motivation is the process that accounts for and individuals intensity, direction and persistence of effort toward attaining a goal.

UGC/TRIEA/UNOM/DOMS/PTS

OB/L7/S

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MO TI VATI ON CHALLENGE S

  

Motives can only be inferred Motives are dynamic in nature There are considerable differences in people’s motivation and the energy with which people respond to them.

UGC/TRIEA/UNOM/DOMS/PTS

OB/L7/S

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TH EORIES O F MOTI VATI ON CON TE NT

PR OCESS

Maslow Vroom Alderfer Adams Herzberg Locke Mcclelland UGC/TRIEA/UNOM/DOMS/PTS

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MASLO W’S NEE D HI ERARCH Y MOD EL Self actualization needs Esteem needs Affiliation needs Security needs Physiological needs

UGC/TRIEA/UNOM/DOMS/PTS

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ALD ERF ER’S ERG THEO RY



Existence needs



Relatedness needs



Growth needs

UGC/TRIEA/UNOM/DOMS/PTS

OB/L7/S

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HE RZ BERG ’S TWO-F ACT OR TH EORY Hygi ene Fa ctors

Motiva ti on Fa ctors

*Wage & salary *Company policies & administration rules *Interpersonal relations with peers, supervisors subordinates *Working conditions & Job security *Supervisors technical competence

*The job itself *Recognition *Achievement *Responsibility *Growth & Advancement

UGC/TRIEA/UNOM/DOMS/PTS

OB/L7/S

8

Mc CLELLA ND’ S T HEORY OF NEE DS



Need for Achievement



Need for Affiliation



Need for Power

UGC/TRIEA/UNOM/DOMS/PTS

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9

VROOM’S EXPE CTANCY MO DEL 

Expectancy



Instrumentality



Valence

-person’s perception of the likelihood that a particular action -person’s belief and expectation that his performance will lead to a particular desired reward -the value a person assigns to his desired reward

Motivation Force M=E*I*V UGC/TRIEA/UNOM/DOMS/PTS

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EQ UITY T HEO RY (AD AMS) Major source of job dissatisfaction Outcome - Input O1 I1

<

UGC/TRIEA/UNOM/DOMS/PTS

O2 I2

ratio inequity

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GOAL SE TTIN G THEO RY(LO CKE ) Goal setting-the process of motivating employees and clarifying their role perceptions by establishing performance objectives.

UGC/TRIEA/UNOM/DOMS/PTS

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MBO PRO CES S 1. 2. 3. 4. 5.

Clarifying organizational objectives Manager-subordinate involvement Matching goals and resources Freedom of implementation Review and appraisal of performance

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ADVANTAGE S O F MB O 1. 2. 3.

4. 5. 6.

7.

Result oriented process Goals and targets measurable Managers and subordinates know what is expected Individuals know about organizational goals Helps identify employees training needs Periodic evaluation helps employees know how they are doing Improves management subordinate communication

UGC/TRIEA/UNOM/DOMS/PTS

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LIMITATI ONS OF MBO 1.

2.

3. 4.

Classical organization-authority flows from top Subordinates feel MBO makes them work harder Emphasis on quantifying goals Considerable paper work takes managers time

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LI MITATIONS

O F MBO

(Contd.)

5. Emphasis on short term goals 6. Managers may not be skilled in interpersonal interaction 7. Group goal achievement more difficult 8. Time consuming process

UGC/TRIEA/UNOM/DOMS/PTS

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JOB CHA RACTE RIS TI CS MOD EL (JC M) Hackman and Oldham Critical psychological states 3. Experienced meaningfulness 4. Experienced responsibility for work outcomes 5. Knowledge of results

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CO RE JO B D IME NSIONS  2. 3. 4. 5. 6.

Characteristics of job Skill variety Task identity Task significance Autonomy Feedback

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Skill

MPS=

variety

+

Task identity

Task +

significance

3

A u t o * * n o m y

F e e d b a c k

Moderator : Growth need strength

UGC/TRIEA/UNOM/DOMS/PTS

OB/L7/S

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APPRO ACHES TO JOB RED ES IGN       

Job rotation Compressed work week Flexi time Job sharing Tele commuting Autonomous work teams Quality circles

UGC/TRIEA/UNOM/DOMS/PTS

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