Motivation Ppt Final
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Transcript of Motivation Ppt Final
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MOTIVATIONPresented By: Jyoti Kumari (35) Sandeep Anand(79) Jaikumar Dakhane(32) Rajat Bhutani(67)
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Motivation
The Complex of Forces starting and keeping a person at work in an organization. It is something that moves the person to action, and continues him in the course of action already initiated. -- Dubin
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Motivation Morale Booster for the Individual
Worker Improves Individual Productivity An Effective Manager:
-- Endeavors to Know his subordinates
-- Understand what Motivates them
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Motivation is the work-force management creates “Will to Work” which is necessary for the achievement of organisational goals.
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1.Improving their skills and knowledge.2.Best possible use of different factor of Production.3.Job satisfaction4.Number of complaints come down 5.Good Industrial relation
Results of Motivation
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The Motivation Process
Needs
Goals Behavior
Goals Not Achieved
Goals Achiev
ed
Tension
Reduction of TensionFrustration
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Maslow’s Hierarchy of Needs
Need for Self-
ActualizationEsteem Needs
Social Needs
Security or Safety NeedsPhysiological
Needs
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Hierarchy of Needs1. Physiological Needs- Basic
needs for Sustaining Lifea. Food, Clothing & Shelterb. Waterc. Sleepd. Health e. Body Needsf. Exercise and Rest
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Hierarchy of Needs2. Safety & Security Needs-
Needs to be free from Physical Threats.a. Security and safety
b. Protectionc. Orderly & neat surroundingsd. Comfort & peacee. Security of source of incomef. Job Security
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Hierarchy of Needs3. Social Needs- Needs to
Belong and to Be Accepted by Othersa. Acceptanceb. Feeling of belongingc. Membership in a group d. Love & appreciatione. Group participation
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Hierarchy of Needs4. Esteem (ego) Needs- Power,
Prestige, Status, Self-Confidence, Self-Worth, High-Regard a. Recognition & prestige b. Confidence and Leadershipc. Competence and successd. Strength and intelligence
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Hierarchy of Needs5. Self-actualization Needs-
Desires and Aspirations of an Individual to Become What One is Capable of Becoming.a. Self-fulfillment and potentialb. Doing things for challenge of accomplishmentc. Intellectual curiosityd. Creativity e. Strength and intelligence
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Need Hierarchy – Organizational Perspective
Today, many organizations are applying the Need Hierarchy Theory.
The manager should know the need level of the individual worker/faculty.
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Herzberg's Two-Factor Theory
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Role of Hygiene & Motivating Factors
Dissatisfaction
(if absent)
No Satisfactio
n(if present)
Hygiene Factors
No Satisfaction,
No Motivation(if absent)
Satisfaction,
Motivation(If present)
Motivating Factors
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Theory X and Theory Y
Theory X and Theory Y are two sets of assumptions about human nature and behavior that are related to the practice of management.Theory X:
Representing a negative view of human nature that assumes people generally are naturally irresponsible for their work and require close supervision to do jobs.Theory Y:
Indicating a positive view of human nature that assumes people are generally hard-working, creative and responsible for exercising self-control over their jobs.
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McGregor’s Theory X and Theory Y
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THEORY X ASSUMPTIONS
average human being has an inherent dislike of work and will avoid it if he/she can
Most people must be controlled if they are to work hard
The average human prefers to be directed, dislikes responsibility and desires security above everything else
THEORY Y ASSUMPTIONS
Effort in work is as natural as work and play
Control and punishment are not the only ways to make people work man will direct himself if he is committed to the goals of the organisation
If a job is satisfying then the result will be commitment to the organisation
The average man learns not only to accept but to seek responsibility
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CONTEMPORARY THEORIES OF MOTIVATION
McClelland’s theory of Needs Cognitive Evaluation Theory Goal Setting theory MBO Self Efficacy theory Reinforcement theory Equity theory Expectancy theory
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McClelland’s theory of Needs
Need for Achievement --Drive to excel
--Achieve in relation to a set of standards
--Attain personal responsibility --They are not Gamblers --Like tasks of intermediate difficulty
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Need for Power --Desire to have impact, be influential & to
control --Competitive & status oriented situations --More concerned with prestige
Need for Affiliation --Desire to be liked and accepted by others --Less competitive --High degree of mutual relationship
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APPLICABILITY
High achievers are successful in entrepreneurial activities
Not necessarily a good manager Need for Power and affiliation tend to be
more closely related to managerial success
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COGNITIVE THEORY OF EVALUATION
Extrinsic rewards would tend to decrease level of motivation
Experiences a loss of control over his or her own behavior that diminishes previous intrinsic motivation
Research/Conclusion--Real phenomenon is interdependence of
both intrinsic and extrinsic rewards
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Contd….
--Very high level of intrinsic motivation (Exception)
--Interesting Job also requires extrinsic payment
--Dull Task(Exception)--Limited applicability: neither for
extremely Dull and nor for extremely interesting tasks
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GOAL SETTING THEORY
“Just do your best” Intention to work towards a goal What needs to be done and how much
effort is required Specific hard goals better than
generalized goal of “give your best” Ability and Acceptance of goal kept
constant Feedback acts to guide behavior Commitment, Self Efficacy
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What is MBO?Management by Objectives (MBO)
“A program that encompasses specific goals, participative set, for an explicit
time period, with feedback on goal progress.”
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KEY ELEMENTS OF MBO
Key
Elements
Goal specificity
Participative decision
makingAn explicit time
periodPerformance
feedback
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Cascading of Objectives
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Why MBOs FailUnrealistic expectations about MBO
results
Lack of commitment by top
management
Failure to allocate reward properly
Cultural incompatibilities
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Self-EfficacyThe individual’s belief that he or she is
capable of performing a task.Enhances probability that goals will be
achieved.
In addition individuals with high self efficacy seem to respond to
negative feedback with increased interest and motivation.
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JOINT EFFECTS OF GOALS SETTING AND SELF EFFICACY ON PERFORMANCE
Self-Efficacy and Goal Setting
Individuals has
confidence that given
level of performanc
e will be attained
Individual sets higher
personal goal for
their performanc
e
Individual has
higher level of
job performa
nce
Manager sets
difficult specific goal for
job or task
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Four Ways of Increasing Self Efficacy
Enactive Mastery
Vicarious Modeling
Verbal Persuasion
Arousal
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Reinforcement Theory
Its Assumptions are:• Behavior is environmentally caused.• Behavior can be modified (reinforced)
by providing (controlling) consequences.• Reinforced behavior tends to be
repeated.
According to this theory “the behavior is a function of its consequences.”
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EQUITY THEORYIndividuals compare their job
inputs and outcomes with those of others and then respond to eliminate any
inequities.
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REFERENT COMPARISONS OF EQUITY THEORY Self-inside – An employee’s experience in a
different position inside his or her current organization.
Self-outside – An employee’s experience in a situation or position outside his or her current organization.
Other-inside – Another individual or group of individual inside the employee’s organization
Other-outside - Another individual or group of individual outside the employee’s organization
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COMPARISON WITH OTHER
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CHOICES FOR DEALING WITH INEQUITY
Change inputs Change outcomes Distort perceptions of self Distort perceptions of others Choose a different referent person Leave the field
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PROPOSITIONS RELATING TO INEQUITABLE PAY
If given payment by time:- - Overrewarded employee will produce more than
equitably paid employees - Underrewarded employees will produce less or poorer
quality of output. If given payment by production quantity:- - Overrewarded employees will produce fewer, but higher
quality units than will equitably paid employees. - Underrewarded employees will produce larger no. of
lower-quality units in comparison with equitably paid employees.
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ORGANIZATION JUSTICEOverall perception of what is fair
in the workplace
Distributive Justice – Amount & allocation of rewards.
Procedural Justice - The perceived fairness of the process used to determine the outcome.
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EXPECTANCY THEORYEmployee will be motivated to exert a
high level of effort when he or she believes that effort will lead to a
good performance appraisal.
BonusSalary IncreasePromotion
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Effort - Performance Relationship
Performance - Reward Relationship
Rewards - Personal goal Relationship
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THANK YOU