Motivation .Ppt

Dr. Charul Jain, [email protected] *Motivation

Dr. Charul Jain, [email protected]

Dr. Charul Jain, [email protected] *Session OverviewIn dealing with employees, an intangible factor of will or freedom of choice is introduced and employees can increase or decrease their productivity as they choose. This human quality gives rise to the need for positive motivation. An employees performance can be defined as being determined by the interaction between ability and motivation:Performance=Ability x MotivationThe first(Ability) determines what he can do, the second (Motivation)determines what he will do. Therefore motivation is the key element in management of employees .It is of utmost importance.


Dr. Charul Jain, [email protected] *Basic ConceptsMotivation is the consequence of an interaction between the individual and the situation. People who are motivated exert a greater effort to perform than those who are not motivated. Motivation is the willingness to do something. It is conditioned by this actions ability to satisfy some need for the individual


Dr. Charul Jain, [email protected] *Motivational process

Unsatisfied need

Tension

Drives

Search behaviour

Goal achievement

Need satisfaction

Reduction of tension


Dr. Charul Jain, [email protected] *DefinitionMotivation is a process which begins with a physiological or psychological need or deficiency which triggers behaviour or a drive that is aimed at a goal or an incentive.


Dr. Charul Jain, [email protected] *Types of MotivesPrimary Motives

General Motives

Secondary Motives


Dr. Charul Jain, [email protected] *Primary MotivesHungerThirstClothingSleepMaternal concern


Dr. Charul Jain, [email protected] *General MotivesMotives which can not be termed primary or secondaryPrimary needs try to reduce the tension or stimulation whereas the general need induces the individual to enhance the amount of stimulation. Also called stimulus motives-Love ,concern and affection.


Dr. Charul Jain, [email protected] *Secondary MotivesLearned drives become secondary motivesIncludesCuriosityManipulation


Dr. Charul Jain, [email protected] *Achievement driveThe desire of an individual to perform in terms of a particular standard of excellence or the desire to be successful in competitive situations.


Dr. Charul Jain, [email protected] *Specific characteristics of a high achieverTakes moderate risks.Prefers immediate feedbackDerives satisfaction on the successful accomplishment of a taskHas total concentration or preoccupation with the assigned task


Dr. Charul Jain, [email protected] *Theories of MotivationSome important theories:Maslows Hierarchy of Needs TheoryMcclellands Achievement Motivation TheoryHerzbergs Motivation-Hygiene theoryExpectancy Theory


Dr. Charul Jain, [email protected] *Maslows Hierarchy of Needs TheoryWorks on the assumption that the behaviour of individuals at a particular moment is usually determined by their strongest need. Based on hypothesis that within every human being there exists a hierarchy of five needs.


Dr. Charul Jain, [email protected] *Maslows Hierarchy of Needs Theory(contd)Five needs:1. Physiological : Basic needs of hunger, thirst, shelter, sex and other body needs.2. Safety: security and protection from physical and emotional harm3. Social: affection, belongingness, acceptance and friendship4. Esteem: Need for both self esteem(self respect, autonomy and achievement) and external esteem (status, recognition and attention)5. Self-actualization the drive to become what one is capable of becoming: includes growth, achieving ones potential, self fulfillment.


Dr. Charul Jain, [email protected] *Mcclellands Achievement Motivation Theory

Based on recognition of three needs in work-place situations:Need for achievementNeed for affiliationNeed for power


Dr. Charul Jain, [email protected] *

Herzbergs Motivation-Hygiene theory

Based on the conclusion that people have two different categories of needs:o Hygiene factorso Motivating factors


Dr. Charul Jain, [email protected] *Expectancy TheoryThis theory argues that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of the outcome to the individual. It includes three variables:


Dr. Charul Jain, [email protected] *Expectancy Theory1. Attractiveness: the importance that the individual places on the potential outcome or reward that can be achieved on the job. This considers the unsatisfied needs of the individual.2. Performance-reward linkage: the degree to which the individual believes that performing at a particular level will lead to the attainment of each job outcome


Dr. Charul Jain, [email protected] *Expectancy Theory3. Effort performance linkage: the perceived probability by the individual that exerting a given amount of effort will lead to performance.


Dr. Charul Jain, [email protected] *MBO approach to MotivationSystem of management that emphasizes on a particular set of goals that are tangible, verifiable and measurable. It is the method by which managers and employees jointly set goals for work performance and personal development, periodically evaluate the employees progress towards achieving these goals and integrating of individual, team, departmental and organizational goals.


Dr. Charul Jain, [email protected] *Management by Objective processGoal settingSubordinate participationImplementationPerformance appraisal and feedback


Dr. Charul Jain, [email protected] *Motivation programmes for employeesMonetary Incentives(Not so relevant for Government employees)


Dr. Charul Jain, [email protected] *Motivation programmes for employees

Non Financial Motivation Programmes


Dr. Charul Jain, [email protected] *Non Financial Motivation ProgrammesEmployee recognition programmesEmployee involvement programmesEmployee participationJob enrichment and job excitementDelegation


Dr. Charul Jain, [email protected] *Strategies for Motivating subordinatesReward risk taking instead of risk avoiding


Dr. Charul Jain, [email protected] *How to convert risk avoiders into risk takers?Teach people that intelligent errors are part of the cost of progress. Use yourself as an example. Celebrate both successes and setbacks. Encourage smart risks, not foolish chances


Dr. Charul Jain, [email protected] *Strategies for Motivating subordinatesReward creativity instead of mindless conformity


Dr. Charul Jain, [email protected] *How to create a climate to encourage new ideas?Tolerate failureCreate a relaxed informal work environmentEncourage competition


Dr. Charul Jain, [email protected] *Strategies for Motivating subordinatesReward decisive action instead of paralysis by analysis


Dr. Charul Jain, [email protected] *Helpful tips for taking effective decisions Write down the decision you have to make as clearly and simply as you can and set a deadline for making it If you need to further analyse alternatives, use the balance-sheet approach Obtain the best information you can within the time-limits. Take action, or reward those who do


Dr. Charul Jain, [email protected] *Strategies for Motivating subordinatesReward smart work instead of busy work



*How to convert actors into producers?Make sure to have the right person for the jobDefine each jobs limits. Beware of proceduritis If people have finished their work, let them go home


Dr. Charul Jain, [email protected] *Strategies for Motivating subordinatesReward simplification instead of needless complication


Dr. Charul Jain, [email protected] *Strategies for Motivating subordinatesReward quietly effective behaviour instead of squeaking joints


Dr. Charul Jain, [email protected] *How to encourage effective behaviourSeek quiet employees and resolve to spend time encouraging and rewarding them. Keep alert for squeaking joints and do not oil them


Dr. Charul Jain, [email protected] *Qualities of dependable employeesThey are rarely, if ever, absent. They work well under pressure They consistently turn out high-quality work on time They do not constantly pester others for advice and guidance.They are so quiet and unassuming that one hardly knows they are there except for their good work. They produce many more answers than problems.


Dr. Charul Jain, [email protected] *Strategies for Motivating subordinatesReward working together instead of working against


Dr. Charul Jain, [email protected] *How to build good teams?Create self managed work teams and ensure that:Each team is assigned a significant piece of workWork environment is arranged to foster plenty of communication and interaction between members of the teamJobs should be made interdependent


Dr. Charul Jain, [email protected] *Remember Six important words are I admit I made a mistake Five important words are You did a good job Four important words are What is your opinion? Three important words are Lets work together. Two most important words are Thank you Single most important word is WE.


Dr. Charul Jain, [email protected] *Thank youBe a good motivator


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Motivation .Ppt

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