Motivation in the Business EraBusiness Communication

Nagindas Khandwala CollegeProf. Nelson Daniel

Motivation

What do we mean by the term

Motivation?

•When inspired you are naturally drawn to do whatever you feel the best

•Motivation usually has a lot to do with fake growth

Motivation v/s Inspiration

Is Motivation Manipulation?

Motivation

Creating energy

Manipulation

Feeling of being forced

Stages from Motivation to De-motivationMotivational

ineffective

Motivational effective

De-Motivational effective

De-Motivational ineffective

Two Techniques of Motivation

Financial Non- Financial

Financial

Attracts reliable employees

Satisfy many needs

Retain employees

Remuneration package

PAY

MANAGERS EMPLOYEES

Salary Interesting work

Bonuses Involved in decision

Vacation Feedback

Retirement Training

Other benefits Respect

Motivators

Non-Financial• Competition

• Praise

• Opportunity for growth

• Suggestion by system

Myths in Motivation

• Manager can Motivate• Money is a good Motivator• Fear is a good Motivator• What motivates me motivates my employees

Basic Principles

• M

• U

• S• T

otivating employees starts with motivating oneself. If one is doing good job of taking care of oneself

nderstanding what motivates each of them as each person is motivated by different things

upporting employee motivation is a process, and not a task

o map and match the goals of the organization with goals of employees

Four Drive Theory

• Developed by Paul Lawrence and Nitin Nohria• Four innate drives

BALD• Application with balance

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Theory of Learned Needs

Managing a group of people with different personalities is never easy. But if you're

managing or leading a team, it's essential to know what motivates your people, how they

respond to feedback and praise, and what tasks fit them well.

Theory of Learned Needs

• Need for Achievement

• Need for Affiliation

• Need for Power

Two Steps for using McClelland's Theory

• Step 1- Identify Drivers

• Step 2- Structure your approach

Effort

Performance

Outcome

Expectancy Theory

Value

How likely?

How likely?

How valuable is the outcome?

Motivating Force (MF)Force directing specific

behavioural alternatives

Expectancy (EP)Perceived likelihood

that effort will lead to performance

Instrumentality (PR)Perceived likelihood

that performance will lead to desired rewards

Valence V(R)The value of expected

rewards to the individual

Self-EfficacyGoal Difficulty

Perceived Control

Trust ControlPolicies

NeedsValuesGoals

Preferences

Expectancy Theory in Practice

• Increasing Effort-to-Performance (E-to-P) Expectancy• Increasing Performance-to-Outcome (P-to-O)

Expectancy• Increasing Valences of Outcome

Does it Fit Reality?• Student Motivation

• Employee motivation in different cultures

• Emotions in motivation and behaviour

Goal Setting

Example of Goal Setting

“If I had 8 hours to Chop down a tree, I’d spend 6 hours sharpening my axe”

-Abraham Lincoln

Characteristics of Effective Goals • Specific Goals• Relevant Goals • Challenging Goals• Goal Commitment• Goal Participation• Goal Feedback

Introduction to Feedback• Feedback is a key ingredient in goal setting and

employee performance

• It communicates what behaviour is appropriate or necessary in a particular situation and improves ability by frequently providing information to correct performance problems.

Essentials of Feedback• Specific • Relevant• Credible• Timely• Sufficiently frequent

Sources of Feedback• Social or Non-Social

• Non-social – Without communicating the information

• Social- communication from supervisors, clients, co-workers etc.

Multi-source Feedback• It tends to provide most complete and accurate

information than feedback from supervisor alone.

• Maybe expensive and time consuming

• Can create conflicts or emotional reactions

Choosing Feedback Sources• It depends on the purpose of the information• When employees want to improve their self-image

they seek out to positive feedback from social sources

• E.g.:- to learn about their progress toward goal accomplishment, employees usually prefer non social feedback sources such as computer feedback or printouts

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