MOTIVATION

Prepared by Zareen Shaikh

Session-7Class BBA-1

What Is Motivation?• Motivation

▫ The processes that account for an individual’s willingness to apply high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need. Effort: a measure of intensity or drive. Direction: toward organizational goals Need: personalized reason to exert effort

▫ Motivation works best when individual needs will match with compatible with organizational goals.

▫ Intrinsic Rewards : Satisfaction received from performing an action.

▫ Extrinsic Rewards: Rewards given by other people.

EARLY THEORIES OF MOTIVATION

NEEDS THEORIES

• Maslow’s hierarchy

• Herzberg’s two factor theory

• McGregor's XY theory

•McClelland’s

• PROCESS THEORIES

• Expectancy Theory

• Goal Setting Theory

Maslow’s Hierarchy of Needs Theory

▫Needs were categorized as five levels of lower- to higher-order needs. Individuals must satisfy lower-order needs

before they can satisfy higher order needs. Satisfied needs will no longer motivate. Motivating a person depends on knowing at

what level that person is on the hierarchy.▫Hierarchy of needs

Lower-order (external): physiological, safety Higher-order (internal): social, esteem, self-

actualization

Physiological needs(air, water, food, rest, exercise,etc)

Safety needs(shelter, job security,

retirement plan, insurance)

Love and belonging(children, friends,

partners)

Self esteem(fame, recognition,reputation, dignity)

Selfactualization(Confidence,

achievements,freedom)

MASLOW’S HIERARCHY

Herzberg’s two factor theory

McGregor's XY theory

ACHIEVEMENT AFFILIATION POWER

McClelland’s Theory

McClelland’s Theory•Three-Needs Theory

▫There are three major acquired needs that are major motives in work.

▫Need for achievement (nAch) The drive to excel and succeed

▫Need for power (nPow) The need to influence the behavior of others

▫Need of affiliation (nAff) The desire for interpersonal relationships

PROCESS THEORIES

EXPECTANCY THEORY

1. Effort-Performance relationship = Expectancy2. Performance-Rewards relationship = Instrumentality3. Rewards-Personal goals relationship = Valence

How Expectancy Theory WorksYour tutor offers you £1 million if you memorize the textbook by tomorrow morning.

Conclusion: Though you value the reward, you will not be motivated to do this task.

GOAL SETTING THEORY

HOW YOU CAN MOTIVATE

PEOPLE

TRUST Respect, communication, credibility

PRIDE Work related to the person

CAMARADERIE Team building exercises, promoting team work, contests, create communities

MOTIVATING PEOPLE

How to evaluate your people?

Performance Appraisal Systems contain two basic systems:

EVALUATION SYSTEM FEEDBACK SYSTEM

• To identify the performance gap (if

any).

• This gap is the shortfall that occurs

when performance does not meet the

standard set by the organization as

acceptable.

• To inform the employee about the

quality of his or her performance.

• The appraisers also receives feedback

from the employee about job

problems, etc.

PERFORMANCE APPRAISAL

• Positive reinforcement

• Effective discipline

• Treating people fairly

• Satisfying employees needs

• Setting work related goals

• Restructuring jobs

• Rewards on job performance

• Partnering

• Involvement

• Respect

STRATEGIES FOR MOTIVATION

• Customized training programs

• Help people build trust, pride and camaraderie

• Develop high degrees of credibility in everything that we say and do

• Play hard, party hard

• Encourage community building

• Follow a good feedback and appraisal system

• Give everyone clear goals

• Maintain mentor-mentee relationships

• Follow shared responsibilities towards each other, client and the franchisee

EMPLOYEE ENGAGEMENT

Why is employee engagement important?

• Engaged Employees Loyal Customers Bigger Profits.

• If the staff are motivated then the customers will be happy

• The shareholders will then benefit through the company's

success.

EMPLOYEE ENGAGEMENT

Current Issues in Motivation• Motivating Professionals

▫ Characteristics of professionals Strong and long-term commitment to their field of

expertise. Loyalty is to their profession, not to the employer Have the need to regularly update their knowledge Don’t define their workweek as 8:00 am to 5:00 pm.

▫ Motivators for professionals Job challenge Organizational support of their work

Current Issues in Motivation (cont’d)• Motivating Contingent Workers

▫Opportunity to become a permanent employee.

▫Opportunity for training

▫Equity in compensation and benefits

• Motivating Low-Skilled, Minimum-Wage Employees▫Employee recognition programs

▫Providing sincere praise

From Theory to Practice: Guidelines for Motivating Employees• Recognize individual

differences• Match people to jobs• Use goals• Ensure that goals are

perceived as attainable

• Individualize rewards

• Link rewards to performance

• Check the system for equity

• Use recognition• Don’t ignore money

TIPS• Notice each individual

• Say Thank-you, even a smile can make a big difference.

• Make staff feel respected and valued

• Share your experience and knowledge

• Be confidence about people.

• Be honest and trustworthy

• Don’t take personal credit for their success

• Create a blame-free culture

• Set developmental goals

• Make work fun!!

ANY QUESTION