chapt 5 motivation and morale

8/7/2019 Chapt 5 Motivation and Morale

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Chapter 5

Motivation and MoraleMotivation and Morale:-Definition-Motivation techniques.

-Intrinsic motivation theories-Extrinsic motivation theories-Employee morale.-Factors affecting employee morale.


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INTRODUCTION

DEFINITION

MOTIVATION

The process

which encouragesand guidesbehaviour


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Motivation

Motivation Motivation is an act of stimulating

someone to get a desired course ofaction.


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Motivation

A willingness to expend energy to achieve a goal or

reward;

Force that activates dormant energies and sets in motionthe action of the people;

Function that kindles a burning passion for action amongthe human beings of an organization.


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Motivation

The processes that account for anindividuals intensity, direction, andpersistence of effort toward attaining agoal.

Intensity: how hard a person tries

Direction: where effort is channeled

Persistence: how long effort is maintained


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Motivation

Motivation comes fromenthusiasm, zeal,

confidence in individuals

or groups that they will

be able to cope with thetasks assigned to them.


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MotivationMotivation objective:

The purpose of motivation is To create conditions in which people are willing to

work with zeal, initiative, interest and enthusiasm, with high personal and group moral satisfaction, with a sense of responsibility, loyalty and

discipline with pride and confidence in a most cohesive

manner so that the goals of an organization areachieved effectively.


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Motivation EXAMPLES: MOTIVATIONALPRACTICES

Japanese Companies: Employees meet regularly to hearinspirational speeches, sing company songs, & chant thecorporate litany.

Procter & Gamble: Encourages competition among brandmanagers; system breeds people who love to compete and excel.

MARS: Every employee, including the president, gets a weekly10% bonus by coming to work on time each day that week.


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Motivation

The crux of motivation management is

- to understand that employees are motivated by what,creating condition in which people are willing to work withzeal, initiative, interest and enthusiasm, with highpersonal and group morale satisfaction with sense ofresponsibility, loyalty and discipline.


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Motivation

Managers can motivate employees by setting in

motion, the three conditions required formotivation

confidence,

trust and satisfaction

and by creating an environment that reinforcesthose conditions.


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Motivation 1. Confidence-

Managers can improve motivation by assigning

work to employees that they naturally do welland that they enjoy.

When employees can do the job well naturally,

they know; they can perform and there will beno confidence problems.


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Motivation

2.Trust - Employees face a major motivational roadblock when

they believe,

"Outcomes are nottied to my performance.I will not get what

my performance deserves."


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Motivation

Trust problems cannot be corrected quickly. It takes timeto build trust and courage for managers to give employeeswhat their performance deserves.


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Motivation

A parent who tells two children they can have ice cream ifthey clean their rooms, and then lets both have the rewardwhen only one completes the task.

This teaches both children that they do not have to performto get what they want.


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Motivation

Reward only high performers

to motivate another

(non performer or

poor performer)


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Motivation3. Satisfaction

"The outcomes offeredto me are not satisfying.

I'm not getting what

I want from my job."


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MotivationI can do the job (confidence)and that outcomes will be

tied to performance (trust),

outcomes will be acceptable

and satisfactory

Satisfaction


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Techniques of motivation: Financial

Non-financial

Financial Motivators:

-connected directly and indirectly with money.

example:- Wages and salary, bonus, profit-sharing,

leave with pay, medical reimbursement, etc.


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Techniques of motivation:

Non-financial motivators:

- not connected with monetary rewards;

example:-

Reward of enhanced position, which can be

secured in the work organization etc.


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Common non-financial motivators are:

Appraisal, praise and prestige. Status and pride.

Competition

Delegation of authority

Participation

Job security


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Techniques of motivation: Common non-financial motivators are: (cont)

Job enlargement. Job rotation.

Job loading

Job enrichment

Reinforcement

Quality of work life.


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Appraisal, praise and prestige:- When an employee does his work well, he wants it to be

praised and recognized by his boss and fellow-workers.

Praise seems to have

its greatest value when

given and received

as recognition.


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Techniques of motivation: Recognition satisfies human need for esteem by others and

self-esteem.

Recognition may be shown in the form of

praise, of a pat on the back of the employee

or a recommendation for a pay raise,

promotion or responsibilities.

Recognition may be given bythe awards.


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Techniques of motivation: Awards may be given in form of

shield, certificate,

special privilegesor by honoring

certain individual

or team.


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Techniques of motivation: Status and pride:

-refers to the social rank of a person, and satisfies social

and egoistic needs.

Management often tries to satisfy these needs byestablishing status symbols and distinctions in itsorganization providing various facilities.

like separate chamber or cabin, easy chairs, suitable andcostly furniture, separate stenographer, a few peons and apersonal assistant etc.


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Techniques of motivation: Competition:

-widely used motivation technique in organization.

Individuals do compete with one another if they feel theyhave chances of winning and satisfying their ego.

competition may be in regard to sales production, orsafety measures. The person who is adjudged the best isawarded.


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Techniques of motivation: Delegation of authority:

An authority is the right to act, to direct, and to useresources needed to properly perform the job.

The delegation of a substantial amount

of responsibility to execute a given task

often proves to be a strong motivating

force.


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Techniques of motivation:A management may encourage employees to help in such areaof decision -making as production methods,

material handling, safety measures,

cost reduction,

employee-management problems,

and improvement in working conditions.


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Techniques of motivation: Job security:

an employee would continue on the job in the same plant orelsewhere, and that he shall enjoy economic and social

security through health and welfare programmesproviding security

against sickness,

unemployment,

disability,

old age and death.


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Techniques of motivation: Job enlargement:

-employee perform more varied tasks,

the idea being to make the job less monotonous.

-Job enlargement can be used (by managers) to make workmore interesting (for employees) by increasing the numberand variety of activities performed.


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Techniques of motivation: Job loading:

-job loading assumes that if employees are given more work

at the same level at which they are currently performing(larger areas of responsibility), they will be motivated towork harder and also be more satisfied with their work.

-The worker is motivated because his job is more

challenging and more meaningful.


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Techniques of motivation: Job enrichment:

-changing or improving a job.

-provides opportunity for greater recognition, advancement,growth and responsibility.

-less specialized and more enriched by giving more autonomy

and by allowing him to do much of the planning.

The goal of job enrichment is not merely to make the workmore varied but to make every employee a manager.


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Techniques of motivation: Reinforcement:

-a powerful motivation tool.

-built on two principles:

i.) the behavior which appears to lead to a positive consequence(or reward ) tends to be repeated; and

ii.) therefore, by providing the properly scheduled rewards, itis possible to influence peoples behavior.


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Positive and negative reinforcement focus on gettingemployees to learn the desired behavior.

On the other hand, punishment focus on unlearning theundesired behavior and cannot be of much use in teachingpersons the correct, desired behavior.


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Techniques of motivation:Quality of work life (QWL):

Quality of work life means different things to different

persons.

The degree to which members of a work organization areable to satisfy important personal needs through theirexperiences in the organization.


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For example, to a worker on an assembly line, it may justmean a fair days pay, safe working condition, and asupervisor who treats him with dignity.

To a young new entrant, it may mean opportunity foradvancement, creative tasks and a successful career.


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Techniques of motivation: Factors contributing quality of work life-

- Adequate and fair compensation

- A safe and healthy environment

- Growth and security of job

- An environment in which employees develop

self-esteem and a sense of identity


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Quality of work life covers all aspects ofworkers life with special reference to hisinteraction with his work and his workingenvironment.


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Motivation Theories:

1.) Intrinsic motivation theory

2.) Extrinsic motivation theory


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Motivation Theories:Intrinsic motivation theory:

Intrinsic: A persons internal desire to do something, due

to such things as interest, challenge, andpersonal satisfaction.


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Motivation Theories:

Intrinsic Motivators - the sources of satisfaction

Intrinsic factors; Achievement

Recognition

Challenging, varied or interesting work

Responsibility


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Motivation Theories:intrinsic motivation theory (cont)

Employees are motivated to do a particular taskbecause of the pleasure or satisfaction that theyget in performing the task itself.


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Intrinsic motivation comes from within anindividual rather than from extrinsic rewards(such as monetary incentives etc).


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An employee who tends to be intrinsically motivatedcould be motivated by internal factors such as

recognition,

responsibility,

growth and

advancement


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Example;

An intrinsically motivated person will perform a task given tohim willingly, because he might find the task challenginginteresting and satisfied with completing it (not with theintention of getting rewards).


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Intrinsic motivation leading to highly valued outcomes such as creativity,

quality,

spontaneity,

and vitality/ liveliness


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Example;

Children are born with a basic undifferentiated intrinsic

motivation, the need for being competent and self-determining [as well as socially related] in relation to theirenvironmentAs a result of the interaction with theenvironment the basic undifferentiated intrinsic motivationbecomes differentiated into specific intrinsic motives suchas achievement, self-actualization, etc


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Include behaviors, based on the feeling that one mustbehave in accordance with certain rules, norms, andprinciples without pursuing external rewards.


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Intrinsic consequences are the natural and automatic resultsof responding.

People are intrinsically motivated for some activities and notothers, and not everyone is intrinsically motivated for any

particular task.


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Motivation Theories

Employees are involved in performing a particular taskbecause of the external rewards that gives themsatisfaction and pleasure, and not because they areinterested in it.


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Employee Morale

Factors affecting employee morale:

The organization:Organization influences a workers attitude to his job.The public reputation of an organization may build upemployees attitude and morale towards organization .


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Employee Morale Nature of work:

many job of a routine or specialized nature make for the

boredom of the employee. Nature of work influences theattitude of employee.Like

Forced uniform pacing condition, e.g. assembly-lineoperations moving at constant speed;

Repetition and short-term cycles condition (repeating thesame task over and over again)


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Employee Morale Leadership:

how employee feel towards a senior (respect/ neglect/

etc.) .

Work environment: work environment is related to allaspects of working condition, like required resources,facilities, favorable condition, proper machines, security,

good co-workers, relation with management etc.


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Employee Morale The employee:

personal values of an employee, his off-the job activities

(whether his family life is happy or not) affects hisperformance on the job, and therefore his morale.

Co- worker: feelings and relation with team or colleaguealso affects the morale of employee.


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Employee Morale Perception of self:

how employees perceive themselves influences their

attitude to the organizational environment.

For example, the morale of individuals who lack self-confidence or who suffer from a poor physical or mentalhealth is generally low.


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The end

chapt 5 motivation and morale

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