MOST PEOPLE ARE GOOD PEOPLE, BUT CAN DO BETTER MOST PEOPLE ALREADY KNOW WHAT TO DO, SO WHY

AREN'T THEY DOING IT?

MOTIVATION Ways & Means

M O T I V A T I O N Mastering Overall Temperament Intelligently Vigorously Achieve Total Impact Over-power Negativity

Performance Formula
Ability x motivation x resources = Performance

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Motivation Defined
The psychological processes that arouse and direct goal-directed behavior. The set of forces that cause people to behave in certain ways

The force that helps action along a particular direction and towards a particular end in the individual

Basic Motivation Process

NEEDS (deficiency)

DRIVES/ MOTIVES (deficiency with direction)

INCENTIVES (reduction of drives and fulfill deficiencies

Who wants what from motivation?

The person Health & well-being, safety/order, social affiliation/acceptance, recognition & rewards (extrinsic/intrinsic, stimulus & incentive. Feelings of selfworth/value, command of destiny, realisation of personal aspirations/expectations. Equity. Power. Affiliation The employer Trusted, reliable employees who give their all, Ability to construe employee motivation, needs & drives + relate to: effort, economic efficiency, performance, retention, loyalty & commitment, membership culture, empowerment, obligation-duty, participation & contribution, work design, better teams Others Interpersonal confidence, liking and rapport, mutual confidence and collaboration, shared values, not to be let down.

Core Phases of the Motivational Process

Need Identification

Searching ways to satisfy needs

Selecting Goals

Reassessment of Need deficiencies

Consequences of performance Reward/ punishments

Employee Performance

THE FOUR STAGES FROM MOTIVATION TO DEMOTIVATION

1. Motivated Ineffective 2. Motivated Effective 3. Demotivated Effective 4. Demotivated Ineffective

GROUP DISCUSSION
1.Think of the best manager you ever had. What did that person do to best motivate you in your job?
2. Although money is important to people, what other things are often considered even more important by todays employees? 3. Whats the greatest management principle in the world and an example of how it works? Does this principle apply in any relationship? 4. Whats the best way to determine what is most important to your employees? 5. Recognition is all around us every day, just waiting for us to tap into it. Name three examples of recognition that dont require any money.

DEMOTIVATING FACTORS
Unfair criticism Negative criticism Public humiliation Rewarding the non performer which can be demotivating for the performer Failure or fear of failure Success which leads to complacence Lack of direction Lack of measurable objectives Low self-esteem Lack of priorities Negative self-talk Office politics Unfair treatment Hypocrisy Poor standards Frequent change Responsibility without authority

Lack of motivation affects..

Volunteering Bringing new ideas to a job Seeking promotion or greater responsibility Taking the initiative to solve problems or add value Participating in team or other work activities Discovering problems or exploring new opportunities Bringing energy and ideas to the workplace each day Investing thought, time, and self into the work at hand

MOTIVATORS
Give recognition Give respect Make work interesting Be a good listener Throw a challenge Help but don't do for others what they should do for themselves

Theory X (Stick and Carrot)

By Douglas McGregor people are lazy they hate work to the extent that they avoid it they have no ambition take no initiative avoid taking any responsibility all they want is security to get them to do any work, they must be rewarded, coerced, intimidated and punished.

Theory Y
people want to learn and that work is their natural activity to the extent that they develop self-discipline and selfdevelopment. they see their reward not so much in cash payments as in the freedom to do difficult and challenging work by themselves. The managers job is to encourage the employees for selfdevelopment into the organizations need for maximum productive efficiency.

Major Perspectives on Motivation

1. Need-based 2. Process 3. Reinforcement

Need-based Perspectives
Need-based Perspectives are theories that emphasize the needs that motivate people Needs are physiological or psychological deficiencies that arouse behavior

Maslows Hierarchy of Needs (Theory z)

Hierarchy of Needs Theory proposes that people are motivated by five levels of needs 1. Physiological Needs 2. Safety Needs 3. Belongingness Needs 4. Esteem Needs 5. Self-actualization Needs

Maslows Hierarchy of Needs

5. Selfactualization needs 4. Esteem Needs 3. Belongingness Needs

2. Safety Needs
1. Physiological Needs

What the Organization Can Do?

Offer adequate ventilation, heat, water, base pay

5. Selfactualization needs 4. Esteem Needs

3. Belongingness Needs

2. Safety Needs 1. Physiological Needs

What the Organization Can Do?

5. Selfactualization needs

4. Esteem Needs

3. Belongingness Needs

2. Safety Needs

Offer safe working conditions, job security, health and retirement benefits

1. Physiological Needs

What the Organization Can Do?

Offer interaction with others, participation in workgroup, good relations with supervisors

5. Selfactualization needs

4. Esteem Needs

3. Belongingness Needs

2. Safety Needs

1. Physiological Needs

What the Organization Can Do?

Offer recognition, status, challenges, merit pay, employee participation in making decisions

5. Selfactualization needs

4. Esteem Needs

3. Belongingness Needs

2. Safety Needs

1. Physiological Needs

What the Organization Can Do?

Offer training, creativity, promotions, employee control over jobs

5. Selfactualization needs 4. Esteem Needs

3. Belongingness Needs

2. Safety Needs

1. Physiological Needs

ERG Model of Motivation

Frustration-Regression Satisfaction-Progression

Growth Needs Relatedness Needs Existence Needs

Alderfers ERG Theory

Growth
Relatedness Existence
Self-Esteem

Herzbergs Two-Factor Theory

Two-factor Theory proposed that work satisfaction and dissatisfaction arise from two different factorsHygiene and Motivating
Extrinsic Factor(Hygiene) is the payoff, such as money a person receives from others for doing a particular task

Intrinsic Factor (Motivating) is the satisfaction, such as the feeling of accomplishment, a person receives from performing the particular task itself

Herzbergs two factor theory

Hygiene Factors
Company policy and administration; Supervision; Relationship with supervisor; Work conditions; Salary; Relationship with peers; Personal life; Relationship with subordinates; Status; Security

Motivational factors
Achievement Recognition; Work itself; Responsibility; Advancement; Growth

McClellands Needs Theory

Acquired-Needs Theory states that three needs achievement, affiliation, and powerare major motives determining peoples behavior in the workplace

Acquired Needs Theory

Power Affiliation Achievement

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McClellands Needs Theory

Need for Achievement a basic human need that concerns issues of excellence, competition, challenging goals, persistence, and overcoming difficulties Need for Power basic human need to make an impact on others, influence others, change people or events, and make a difference in life

Need for Affiliation basic human need to establish and maintain warm, close, intimate relationships with other people

3 Motivational Need Theories

Maslow
Self-actualization

Alderfer
Growth

McClelland
Need for Achievement Need for Power

Higher Esteem Order self interpersonal Needs

Belonging (social & love)
Relatedness

Need for Affiliation

Lower Safety & Security interpersonal Order physical Needs

Physiological

Existence

Process Perspectives
Process Perspectives are concerned with the thought processes by which people decide how to act

Expectancy Theory
Expectancy Theory suggests that people are motivated by two things (1) how much they want something (2) how likely they think they are to get it

 Victor Vroom Motivation = Expectancy x Instrumentality x Valance

Expectancy Theory

Should I exert effort

Expectancy How likely is that I will reach my performance goals

Instrumentality Will I receive various outcomes if I reach my performance goal

Valence How desirable or undesirable are the outcomes

Expectancy Theory contd.

Individual Effort

Individual Performance

Organizational Rewards

Personal Goals

EffortPerformance Issue

Performance -Reward Issue

RewardsPersonal Goals Issue

Equity Theory
Equity Theory focuses on employee perceptions as to how fairly they think they are being treated compared to others Inputs: Employee contributions to their jobs Outputs: What receive in return employees

Factors Considered When Making Equity Comparisons

Inputs
Time Education/training Experience

Outcomes
Pay/bonuses Fringe benefits Challenging assignments

Past Performance Ability and Skill

Time off with pay/Job security

Negative and Positive Inequity

A. An Equitable Situation
Self Other

Rs.20

= Rs.20 per hour 1 hour

Rs.40

= Rs.20 per hour 2 hours

Negative and Positive Inequity

B. Negative Inequity
Self Other

Rs.20

= Rs.20 per hour 1 hour

Rs.30 1 hour

= Rs30 per hour

Negative and Positive Inequity

C. Positive Inequity
Self Other

Rs.30

= Rs.30 per hour 1 hour

Rs20

= Rs20 per hour 1 hours

Porter and Lawlers Expectancy Model

1 Value of Reward 4 Abilities and traits 8 Perceived equitable rewards 7A Intrinsic rewards 9 Satisfaction 7B Extrinsic rewards 2 Perceived effort - reward probability 5 Role perceptions

3 Effort

6 Performance (accomplishment)

Goal-Setting
Goal setting works as a motivational process as it creates discrepancy between current and expected performance

Effective Goal Setting

Specific Results-oriented

Challenging Commitment Participation

Task Effort

Task Performance

Effect of Goal Difficulty on Performance

High

Task Performance

Area of Optimal Goal Difficulty

Low

Moderate

Challenging

Impossible

Goal Difficulty

Social Learning Theory

Outcome expectation Self-efficacy SE determines:

1. 2. 3. Whether a behaviour will be performed. How much effort will be spent. How long the person will continue to perform the behaviour

Relationship between SE and performance

Analysis of task Performance History Modeling Persuasion Physiological/ Emotional state

Attribution of Performance history

SE

Behavioural Outcomes

Performance

Assessment of constraints

Feedback

Reinforcement Perspective
Reinforcement Theory explains behavior change by suggesting that behavior with positive consequences tends to be repeated whereas behavior with negative consequences tends not to be repeated

Types of Reinforcement
1. 2. 3. 4. Positive Reinforcement Negative Reinforcement Extinction Punishment

Types of Reinforcement
What the manager wants What the employee does Managers type of reinforcement Resulting employee behavior

Improved employee performance

Improved employee performance

Positive Reinforcement Rewards employee improvement

Increases chances behavior will be repeated

Negative Reinforcement Avoids employee reprimand

Increases chances behavior will be repeated

Types of Reinforcement
What the manager wants What the employee does Managers type of reinforcement Extinction Withholds employee rewards Resulting employee behavior Reduces chances behavior will be repeated

Improved employee performance

Employee performance not improved

Punishment Reprimands and disciplines

Reduces chances behavior will be repeated

Schedule of Reinforcement
Fixed interval Variable Interval Fixed Ratio Variable Ratio

ENERGIZING TODAYS EMPLOYEES

Praisepersonal, written, electronic, and public Support and involvement Autonomy and authority Flexible working hours Learning and development Manager availability and time

ASAP-cubed
As soon: Timing is very important when using positive reinforcement. Give praise as soon as a desired behavior is displayed. As sincere: Praise someone because you are truly appreciative and excited about the other persons success. Otherwise, it may come across as a manipulative tactic. As specific: Avoid generalities in favor of details of the achievement. For example, You really turned that angry customer around by focusing on what you could do for him, not on what you could not do for him.

 As personal: A key to conveying your message is praising in person, face to face. This shows that the activity is important enough to you to put aside everything else you have to do and just focus on the other person. As positive: Too many managers undercut praise with a concluding note of criticism. When you say something like, You did a great job on this report, but there were quite a few typos, the but becomes a verbal erasure of all that came before. As proactive: Lead with praising and catch people doing things bright or else you will tend to be reactivetypically about mistakes in your interactions with others.

How to motivate others

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. Recognition: Praise in public. Criticise in private Training Working environment. Team spirit. Feedback Increase employee responsibility through delegation Dont Micro Manage Communicate Reduce distractions Goal setting Involve your employees in the decision making process Criticize behaviour, not people Listen to and deal effectively with employee complaints Establish a climate of trust and open communication Show that you have confidence in your employees Money

Techniques to promote motivation in an organization

1. Management By Objectives

2. Behavior Modification. 3. Participative Management. 4. Performance-based Compensation. 5. Flexible Benefits. 6. Comparable worth. 7. Alternative Work schedules. 8. Job Redesign

Motivating oneself
1. Recognizing obstacles and learning to remove them can make your vision a reality. The individual who is extremely motivated and successful has been motivated by a vision. 2. The quest for freedom is the basis for motivation. Total freedom is not necessarily desirable or possible, but the pursuit of that ideal is what motivates us to succeed. 3. People who develop a vision control their own life and destiny. With no vision, your life and destiny are controlled by outside forces. You must change your thinking habits in order to change your life, and you change your habits by keeping the desired results in sight. 4. Develop a major goal, but take a specified path to get there. You'll have many smaller goals to reach before you get to the final result. By learning to accomplish these smaller goals, you'll be motivated to take on the larger challenges. 5. Get into the habit of finishing what you start. An unfinished project is of no value. Leaving things unfinished is a habit that must be changed.

6. Find support through friends, acquaintances, and co-workers. If you surround yourself with motivated, visionary people you will naturally develop the attributes that helped them get that way. Mutual interests and like-minded associates can be excellent motivational tools. 7. Another motivational tool is failure. Failure teaches us to keep trying until we get it right. No one ever became successful without prior failures. Failure is a by-product of imagination and creativity. It challenges you to take risks and teaches you to keep trying until you get it right. 8. The fear of failure is a common factor among those who procrastinate. If you want to succeed in reaching your goals, you must be willing to take a risk and lose. Many people trade joy, satisfaction, and fulfillment for a job that is considered conventional and safe. 9. The unfulfilling job is not the failure; not pursuing your dreams is the real failure. Developing a vision requires conquering your fears and finding motivation from within. 10. The power of your dreams is the primary factor in becoming motivated. Productivity will be the result of developing habits and attitudes that keep you on the right track. 11. By changing bad habits and focusing on your specific goals, motivation will come to you even when you wish you could quit and times are tough. 12. By identifying the behaviors that you need to change, developing a vision of what you would like to achieve, and striving to attain that goal, you will become a naturally motivated, highly efficient, productive person.

Techniques to motivate one self

Effective goal setting/ performance standards Cultivate internal locus of control Increase emotional intelligence Develop intrinsic motivation SWOT Time and stress management Understand motivation Motivate others effectively Psycho-educational tools Self motivation statements

"Motivation is like food for the brain. You cannot get enough in one sitting. It needs continual and regular top ups.
Peter Davies