Motivation

Presentation
By
RTI, Jammu

Rti, Jammu

Session Overview
In 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 Motivation
The 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.
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Learning Objective
By the end of this session ,the learner
will be able to understand the need for
motivating employees to perform to
the best of their ability and various
methods which supervisors should use
for keeping the employees positively
motivated.
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Basic Concepts
Motivation 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
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Motivational process
Unsatisfied need
Tension
Drives
Search behaviour
Goal achievement
Need satisfaction
Reduction of tension

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Definition
Motivation 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.

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Types of Motives

Primary Motives
General Motives
Secondary Motives
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Primary Motives

Hunger
Thirst
Clothing
Sleep
Maternal concern
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General Motives
Motives which can not be termed primary
or secondary
Primary 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.
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Secondary Motives
Learned drives become secondary
motives
Includes
Curiosity
Manipulation
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Achievement drive
The desire of an individual to
perform in terms of a particular
standard of excellence or the desire
to be successful in competitive
situations.

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Specific characteristics of a high

achiever
Takes moderate risks.
Prefers immediate feedback
Derives satisfaction on the successful
accomplishment of a task
Has total concentration or
preoccupation with the assigned task
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Theories of Motivation
Some important theories:
Maslows Hierarchy of Needs Theory
Mcclellands Achievement Motivation
Theory
Herzbergs Motivation-Hygiene theory
Expectancy Theory
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Maslows Hierarchy of Needs

Theory

Works 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.
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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
harm
3.
Social: affection, belongingness, acceptance and friendship
4.
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.

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Mcclellands Achievement Motivation

Theory
Based on recognition of three needs in
work-place situations:

Need for achievement

Need for affiliation
Need for power
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Herzbergs Motivation-Hygiene
theory
Based on the conclusion that people have
two different categories of needs:
o

Hygiene factors
Motivating factors

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Expectancy Theory
This 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:
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Expectancy Theory
1.
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
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Expectancy Theory
3.
Effort performance linkage: the
perceived probability by the individual that
exerting a given amount of effort will lead
to performance.

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MBO approach to Motivation

System 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.

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Management by Objective
process

Goal setting
Subordinate participation
Implementation
Performance appraisal and
feedback
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Motivation programmes for

employees
Monetary
Incentives
(Not so relevant
for Government
employees)
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Motivation programmes for

employees

Non Financial
Motivation
Programmes
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Non Financial Motivation

Programmes
Employee recognition programmes
Employee involvement
programmes
Employee participation
Job enrichment and job excitement
Delegation
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Strategies for Motivating

subordinates
Reward risk
taking instead
of risk
avoiding

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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
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Strategies for Motivating

subordinates
Reward
creativity
instead of
mindless
conformity
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How to create a climate to

encourage new ideas?
Tolerate failure
Create a relaxed informal work
environment
Encourage competition
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Strategies for Motivating

subordinates
Reward
decisive
action instead
of paralysis
by analysis
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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
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Strategies for Motivating

subordinates
Reward
smart work
instead of
busy work
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How to convert actors into

producers?
Make sure to have the right person
for the job
Define each jobs limits.
Beware of proceduritis
If people have finished their work, let
them go home
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Strategies for Motivating

subordinates
Reward
simplification
instead of
needless
complication

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Strategies for Motivating

subordinates
Reward quietly
effective
behaviour
instead of
squeaking
joints
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How to encourage effective

behaviour
Seek quiet employees and
resolve to spend time
encouraging and rewarding
them.
Keep alert for squeaking joints
and do not oil them
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Qualities of dependable
employees

They 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.
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Strategies for Motivating

subordinates
Reward
working
together
instead of
working
against
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How to build good teams?

Create self managed work teams and ensure
that:
Each team is assigned a significant piece of work
Work environment is arranged to foster plenty of
communication and interaction between members
of the team
Jobs should be made interdependent

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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.
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Thank you

Be a good
motivator

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