human factors and motivation

7/30/2019 human factors and motivation

1/28

HUMAN FACTORS ANDMOTIVATION


2/28

What is Motivation?

Motivation is the process of channeling a

person's inner drives so that he wants to

accomplish the goals of the organization.

The act of stimulating someone or oneself to

get a desired course of action.


3/28

Characterstics of Motivation

Motivation is an Internal Feeling:

Motivation is a psychological phenomenon

which generates in the mind of an individualthe feeling that he lacks certain things and

needs those things. Motivation is a force

within an individual that drives him to behave

in a certain way.


4/28

Motivation is Related to Needs:

Needs are deficiencies which are created

whenever there is a physiological orpsychological imbalance. In order to motivate

a person, we have to understand his needs

that call for satisfaction.


5/28

Motivation Produces Goal-Directed

Behaviour:

Goals are anything which will alleviate a needand reduce a drive. An individual's behaviour

is directed towards a goal.


6/28

Motivation can be either Positive or Negative:

Positive or incentive motivation is generally based

on reward. According to Flippo - "positive

motivation is a process of attempting to influence

others to do your will through the possibility of

gain or reward". Negative or fear motivation is

based on force and fear. Fear causes persons toact in a certain way because they are afraid of the

consequences if they don't.


7/28

Importance and Benefits of Motivation

1. Motivation is one of the important elements

in the directing process. By motivating the

workers, a manager directs or guides the

workers' actions in the desired direction for

accomplishing the goals of the organization.


8/28

2. Workers will tend to be as efficient as possible by

improving upon their skills and knowledge so that

they are able to contribute to the progress of the

organization thereby increasing productivity.

3. Workers will tend to be as efficient as possible by

improving upon their skills and knowledge so thatthey are able to contribute to the progress of the

organization thereby increasing productivity.


9/28

4. Organizational effectiveness becomes, to

some degree, a question of management's

ability to motivate its employees.

5. When the workers are motivated, contented

and disciplined, the frictions between the

workers and the management will be

reduced.


10/28

6. Motivation is the best remedy for resistanceto changes.

7. Motivation promotes a sense of belonging

among the workers. The workers feel that theenterprise belongs to them and the interest ofthe enterprise is their interests.

8. Many organizations are now beginning to payincreasing attention to developing theiremployees as future resources upon whichthey can draw as they grow and develop.


11/28

Types of Motivtion

Positive or Incentive Motivation

"Positive motivation is a process of attempting

to influence others to do your will through thepossibility of gain or reward

The receipt of awards, due recognition and

praise for work-well done definitely lead to

good team spirit, co-operation and a feeling of

happiness.


12/28

Negative or Fear Motivation:

This type of motivation is based on force and

fear. Fear causes persons to act in a certainway because they fear the consequences.

Negative motivation involves the possibility of

decreased motive satisfaction.


13/28

Theories of Motivation

McGregor's Theory X and Theory Y

Theory X: This is the traditional theory of

human behavior, which makes the followingassumptions about human nature


14/28

Management is responsible for organizing the

elements of productive enterprises -money,

material, equipment, and people - in the

interest of economic ends.

The average human being has an inherent

dislike of work and will avoid it if he can.


15/28

He lacks ambition, dislikes responsibility andprefers to be dull.

He is inherently self-centred, indifferent toorganizational needs.

He is by nature resistant to change.

He is not very bright.


16/28

Theory Y : Itis positive, participatory and

democratic.

Work is as natural as play or rest, provided theconditions are favorable; the average human

being does not inherently dislike work.

External control and the thrust of punishment

are not the only means for bringing about

efforts towards organizational objectives.


17/28

People are self directed and creative and

prefer Self control.

Theory Y emphasizes decentralisation and

greater participation in decision making

process.


18/28

Maslow's Need-Hierarchy Theory of

Motivation


19/28

Deficit and Progression Principles: In order tocomprehend the full meaning of Maslow'stheory, it is necessary to understand the

deficit and progression principles.

Deficit Principle: According to Maslow, once a

need is fairly well satisfied, it is no longer astronger motivator of behavior. People aremotivated to satisfy only those needs that areperceived to be deficient.


20/28

Progression Principle: Maslow contends that

the five categories of needs exist in a

hierarchy. A need at a given level is not

activated until the need directly below it is

fairly well gratified. Thus, the person is

expected to progress step-by-step up the

need hierarchy.


21/28

Hertzberg's Theory of Motivation

Hertzberg developed a theory of motivation

on the premise that human nature has two

separate elements - The motivators and

hygiene factors.


22/28

a) Hygiene Factors:

Hygiene factors represent the need to avoid

pain in the environment. They are not anintrinsic part of a job, but they are related to

the conditions under which a job is

performed. They must be viewed as

preventive measures that remove sources ofdissatisfaction from environment.


23/28

b) Motivators:

Motivators are associated with positive

feelings of employees about the job. Theymake people satisfied with their job.

Motivators are necessary to keep job

satisfaction and job performance high.


24/28

To apply the two-factor theory to the workplace,

Hertzberg suggests a two-step process:-

(i) The supervisor should attempt to eliminatethe hygiene factors that are found to be more

basic than factors that lead to satisfaction.

(ii) Once the dissatisfies have been somewhat

neutralized, the supervisor may be able to

motivate workers through the introduction of

motivational factors.


25/28

Victor Vroom's Expectancy Theory

The expectancy theory of motivation provides anexplanation as to why an individual chooses to actout a specific behavior as opposed to another. It isbased on three beliefs

1.Expectancy

2.Instrumentality

3.Valance


26/28

Expectancy (E) :

Expectancy refers to the "effort-performance"relation. Thus, the perception of the individual is thatthe effort that he or she will put forward will actuallyresult in the attainment of the "performance". Thiscognitive evaluation is heavily weighted by anindividual's past experiences, personality, self-confidence and emotional state.


27/28

Instrumentality (I) :

Instrumentality refers to the "performance-reward" relation. The individual evaluates the

likelihood or probability that achieving the

performance level will actually result in the

attainment of the reward.


28/28

Valance (V):

Valance is the value that the individual

associates with the outcome (reward). A

positive valance indicates that the individual

has a preference for getting the reward. vice-

versa, a negative valance indicates that the

individual is would not complete task can bepunished.

human factors and motivation

Documents

Transcript of human factors and motivation