Motivation

MotivationOrganizational BehaviorCH # 7

Group Members

Muhammad UsmanSaqib AshrafShams KhanMashook Ali Bozdar2Ref: Slideshare.netWhat is Motivation?Derived from Latin Word Movere Which Means to Move.3Ref: Slideshare.net

What is Motivation?

Look at these pictures and think4Ref: Slideshare.net

What is Motivation?5Ref: Slideshare.net

What is Motivation?6Ref: Slideshare.net

7Ref: Slideshare.netWe put efforts because we are motivated to learnSo, motivation is an internal force to achieve a goal.8Ref: Slideshare.netFEATURES OF MOTIVATIONMotivation is an internal feeling Motivation produces goal directed behaviourMotivation contains systems orientationMotivation can either be positive or negativeMotivation is different from job satisfaction9Ref: Slideshare.netIMPORTANCE OF MOTIVATIONProductive use of resourcesIncreased efficiency and outputAchievement of goalsDevelopment of friendly relationshipsStability in workforce

10Ref: Slideshare.netBenefits of MotivationIncrease ones self confidenceIncrease efficiency and productivity of workEnergize the behaviorIncrease tolerance levelHelps to built strong relationshipsPerform tasks on Time11Ref: Slideshare.netDemotivating factorsLack of progressJob insecurityNo confidence in company leadershipLack of recourse for poor performancePoor communicationUnpleasant coworkersBoredom12Ref: Slideshare.netMotivation Process13Ref: Slideshare.netKinds Of Motivation

14Ref: Slideshare.netMotivation Is Not the Whole StoryP = f(A x M x O)15Ref: Slideshare.netJob Characteristics Model (JCM)Hackman and Oldhams concept that any job can be described through five core job dimensions:Skill variety Requirements for different tasks in the job.Task identity Completion of a whole piece of work.Task significance The jobs impact on others.Autonomy Level of discretion in decision making. Feedback Amount of direct and clear information on performance..Ref: Lecture # 716How Can Jobs Be Redesigned?Job RotationThe periodic shifting of a worker from one task to anotherJob EnlargementThe horizontal expansion of jobsJob EnrichmentThe vertical expansion of jobs

17Ref: Class Lecture Ch # 7Employee InvolvementA participative process that uses the input of employees to increase their commitment to the organizations success.

By increasing worker autonomy and control over work lives (involvement), organizations:Increase employee motivationGain greater organizational commitmentExperience greater worker productivityObserve higher levels of job satisfaction18Ref: Class Lecture Ch # 7Types of Employee Involvement ProgramsParticipative ManagementSubordinates share a significant degree of decision-making power with their immediate superiorsRepresentative ParticipationWorks councilsGroups of nominated or elected employees who must be consulted for any personnel decisionsBoard representativeAn employee sits on a companys board of directors and represents the interests of the firms employeesQuality CircleA work group of employees who meet regularly to discuss their quality problems, investigate causes, recommend solutions, and take corrective actions

19Ref: Class Lecture Ch # 7Four Major Strategic Reward Decisions What to pay? (pay structure)How to pay individuals? (variable pay plans and skill-based pay plans)What benefits to offer? Do we offer choice of benefits? (flexible benefits)How to build recognition programs?20Ref: Class Lecture Ch # 71. What to Pay Pay StructureInternal equityThe worth of the job to the organizationDetermined by job evaluationsExternal equityThe competitiveness of the companys pay relative to pay elsewhere in the industryDetermined through pay surveysChoose organizational positionPay leaders Greater employee loyaltyAttracts better-quality employeesPay laggards accept high turnover for low hourly costs

21Ref: Class Lecture Ch # 72.How to Pay - Variable Pay ProgramsA portion of an employees pay is based on some individual and/or organizational measure of performancePiece Rate:Workers are paid a fixed sum for each unit of production completedWeakness: not feasible for many jobsMerit-Based: Based on performance appraisal ratingsGap increasing between average and top-performersWeaknesses: validity of system based on annual appraisals, pay pool can be small, unions strongly resistBonuses:Rewards recent performanceWeakness: employees consider this a pay22Ref: Class Lecture Ch # 72. How to Pay - Skill-Based Pay ProgramsTypes of Skill-Based Programs:Also known as competency- or knowledge-based pay - sets pay based on skills or number of jobs an employee can performProfit Sharing:Organization-wide programs that distribute compensation based on some established formula designed around a companys profitabilityGain Sharing:An incentive plan in which improvements in group productivity determine the total amount of money that is allocatedEmployee Stock Ownership Plans (ESOPs)Company-established benefit plans in which employees acquire stock as part of their benefits23Ref: Class Lecture Ch # 73. What Benefits to Offer - Flexible BenefitsEmployees tailor their benefit program to meet their personal need by picking and choosing from a menu of benefit options.Modular Plans Predesigned benefits packages for specific groups of employeesCore-Plus PlansA core of essential benefits and a menu-like selection of other benefit optionsFlexible Spending Plans Allow employees to use their tax-free benefit dollars to purchase benefits and pay service premiums24Ref: Class Lecture Ch # 74. How to Build Recognition ProgramsIntrinsic Rewards: Stimulate Intrinsic Motivation Personal attention given to employeeApproval and appreciation for a job well doneGrowing in popularity and usageBenefits of ProgramsFulfill employees desire for recognitionInexpensive to implement Encourage repetition of desired behaviorsDrawbacks of ProgramsSusceptible to manipulation by management

25Ref: Class Lecture Ch # 7Global ImplicationsJob Characteristics and Job EnrichmentInconsistent results across culturesTelecommutingU.S. does this more, but EU workers are interested in itVariable PayNot much research available, but some possible hypotheses on relationshipsFlexible BenefitsThis concept is becoming more prevalent globallyEmployee BenefitsPractices must be modified to match culture

26Ref: Class Lecture Ch # 7Summary and Managerial ImplicationsTo Motivate EmployeesRecognize individual differencesUse goals and feedbackAllow employees to participate in decisions that affect themLink rewards to performanceCheck the reward system for equity27Ref: Class Lecture Ch # 7CONTENT THEORIESMASLOWS NEED HIERARCHY THEORYALDERFERS ERG MODELACHIEVEMENT MOTIVATION THEORY THEORY X AND THEORY Y THEORY ZMATURITY - IMMATURITY THEORY HERZBERG'S TWO-FACTORTHEORY28Ref: Slideshare.netMASLOWS NEED HIERARCHY THEORY

29Ref: Slideshare.netLimitations and criticism Maslows hierarchy makes sense but little evidence supports its strict hierarchy. Research has challenged the order imposed by Maslows pyramid. As an example, in some cultures, social needs are regarded higher than any others.

Little evidence suggests that people satisfy exclusively one motivating need at a time.30Ref: Slideshare.netALDERFERS ERG MODEL

Existence NeedsIt includes all material and physiological desires (e.g., food, water, air, clothing, safety, physical love and affection).Relatedness NeedsEncompass social and external esteem; relationships with significant others like family, friends, co-workers and employers. This also means to be recognized and feel secure as part of a group or family.Growth NeedsInternal esteem and self-actualization; these impel a person to make creative or productive effects on himself and the environment (e.g., to progress toward one's ideal self). This includes desires to be creative and productive, and to complete meaningful tasks.31Ref: Slideshare.netTHEORY X AND THEORY YDouglas McGregor,an American social psychologist, proposed his famous X-Y theory in his 1960 book 'The Human Side Of Enterprise

32Ref: Slideshare.netTHEORY ZTheory Z is an approach to management based upon a combination of American and Japanese management philosophies.Theory Z was first identified as a unique management approach by William Ouchi in the 1981 book, Theory Z: How American Companies Can Meet the Japanese Challenge. It is characterised by: long-term job security,consensual decision making, slow evaluation and promotion procedures, and individual responsibility within a group contextSometimes considered a blend of the model Theory X and Theory Y, with more of a leaning towards Theory Y. 33Ref: Slideshare.netCONCLUSIONMotivation is the work that a manager performs to inspire, encourage and compel people to accomplish desired goals. Properly motivated employees can produce excellent results by putting facilities to good use.Understanding the complexities involved in motivating people is not an easy job since human behaviour is unpredictable and is the result of multiple causes. Three kinds of theories have evolved.34Thank You.for your Motivation35