ob 6 motivation

8/3/2019 Ob 6 Motivation

http://slidepdf.com/reader/full/ob-6-motivation 1/37



Motivation



Motivation

The art of motivating starts with learning how to

influence individuals’ behavior.

Motivation is a process that starts with a

PHYSIOLOGICAL or PSYCHOLOGICAL deficiency

or need that activate a behavior or a drive that is

aimed at a GOAL or INCENTIVE.



Unsatisfied

Need

Reduction

of

Tension

The process of MOTIVATION

Search

Behavior



ACHIEVEME

NT

drives

AFFILIATI

ON

drives

COMP

ETEN

CEdrive

s

P

O

W

E

R

drives



Motivation with a differentstroke

Gullu was annoyed because he had to search for

his newspaper each morning after the paperboytossed it.

Often he would find it, covered with dirt, under

the car in the gravel driveway.

Then one day the paperboy’s mother mentioned

that her son’s ambition was to play professional

Basketball.

Gullu had an idea. When he got home, he attached

a Basketball hoop to a post on the front

porch. Sure enough, the next morningthere was a resounding “PLUNK” as the

Newspaper sailed through the hoop and

landed by the door.

Gullu never had to search for his paper again.



TO MAKE POSITIVE DIFFERENCE IN PEOPLE’S MIND

Motivated Employees : -

Believe in the mission of their organization

Enjoy and love what they do and understand how theirjob serve the bigger picture

Don’t need discipline, they need clarity ,

communicationand consistency

Augment their skills with enthusiasm, creativity andendurance

Can be trusted, and they trust their teammates Respect each other Are source of new ideas

Always give their best



Important

Facts“No bad soldiers- only bad officers”

- General William slim (known as uncle bill, the most outstanding leaderof 2nd word war

“AUTHORITY flows from the one who knows” - A modern proverb

• You get the best by giving the best

• Your behavior is your brand

• You can’t give what you don’t have

• Authentic is better than clever

• Nobody cares if you don’t mean to be mean

• Have faith in the god but lock your car



THEY ARE :---

2 Times more likely to be high performing than ordinaryemployees

7 time more likely to feel appreciated for what they do for thestake holders

10 times more likely to come forward with an innovative idea

1.5 times more likely to stay, even if they are offered a betterjob elsewhere



1900

Present

Scientific Management

Wage Incentives

Human Relations

Economic SecurityWorking Conditions

MaslowHierarchy of needs

Herzberg

Motivators & HygieneFactors

AlderferERG needs

CONTENT

THEORIES

PROCESS

THEORIESCONTEMPORARY

Levin & TolmanExpectancy Concerns

VroomValence/expectancy

Porter & LawlerPerformance- Satisfaction

LawlerE---P--& P—O

Expectancies

Festinger& HomansCognitive Dissonance

AdamsEquity

Kelley & RottterAttribution/Locus of Control



Hierarchy of Need

Theory X & Theory YMotivation-Hygiene

Theory

Three Needs Theory

Goal Setting Theory

Reinforcement Theory

Equity Theory

ERG Theory



MOTIVATION-HYGINE-THEORY (Herzberg)

THE theory that intrinsic(essential nature) factors are

related to job satisfaction, while extrinsic(external/outward) factors are associated with

dissatisfaction.

AchievementRecognitionWork itself

Responsibility

SupervisionCompany Policy

Working –Conditions

Salary

Motivators HygieneFactors

ExtremelySatisfied

Extremely DissatisfiedNeutral



Three-Needs Theory

(David McClelland)

Need for achievement (nAch)

Need for Power (nPow)

Need for affiliation(nAff)



Proposed by B F Skinner

Individual’s behavior is a function of its

consequences.

It is based on law of effectBehavior with positive consequencetends to be repeated, but individual’s

behavior with negative consequences

tends not to be repeated.



Clayton P. Alderfer 1969

ExistenceNeeds

Relatedness Needs

GrowthNeeds

satisfaction Progression

Frustration Regression

Existence - - - - - refers to our concern with basic material existence motivators

Relatedness ------refers to the motivation we have for maintaining interpersonalrelationships

Growth ---------- refers to an intrinsic (inherent) desire for personal development



Some interesting facts HR

Hawthorne Studies

Elton Mayo a researcher from Harvard University, in 1927, explore the

relationship between change in physical working conditions and employee

productivity.

They choose the Hawthorne Plant of Western Electric for the study.A series of investigations revealed that MONEY and JOB

SECURITY are not the only source of employee motivation.

These investigations led to the development of Human Relations Approach to

Motivation.

Because of some mysterious factor X the group of 6 girls was pouring

25% more production.

By segregating them into a little word of their own, by asking their helpand cooperation, the investigator had given the young girls

a new sense of their own value. Their whole ATTITUDE changed from

that of separate cogs in a machine to that of a congenial team helping the

company solve a significant problem.



Goal Setting is often given as an example of

how the field of OB should progress from asound theoretical foundation to sophisticatedresearch to the actual application of moreeffective management practice.

Edwin Locke and his colleagues have brought theconcept of Goal Setting. The Goal Setting hasbecome an effective tool for the practice of HRM andan overall performance system approach.

People strive to attain goals in order to satisfy their emotionsand desires. Goals provide a directional nature to people’s

behavior and guide their thoughts and actions to one outcomerather than another.The individual then responds and performs according to theseintentions or goals , even if the goals are not attained.



―WE need to

improve thecompany’s

performance‖

―I want to see a significant improvement in thisdivision’s profits.‖

―Increase profits regardless of the means.‖

―Don’t worry about quality just work fast.‖

The Traditional Objective Setting

Top Management’s

Objectives

Division

Manager’sObjectives

Dept. Mgr’s

objectives

IndividualEmployee’

s

objectives.



A very popular individualized method of evaluating theperformance / motivation of managers and professionals is

MANAGEMENT BY OBJECTIVES (MBO).

A system in which specific performance objectives arejointly determined by subordinates and their superiors ,progress toward objectives is periodically reviewed, and

rewards are allocated on the basis of this progress.

MBO makes objectives operational by devising a process bywhich they cascade down through the organization.. The

organization’s overall objectives are translated into specific

objectives for each succeeding level- divisional, departmental,individual---in the organization.



The Management By ObjectivesSequence

Step 1Initial Discussion with

manager

Step 5At the end of period finalevaluation, setting of new

objective for the next period

Step 4Evaluation of progress

at each check point

Step 3Regular discussions

with Manager onprogress

Step 2Establishment of Short

Terms Goals



Against All Odds

The new man in the office wasgiven some fatherly advice by his

superior:“I don’t mind your following in my

footsteps---

But please wait till I get out ofthem.”



RECOGNIZING NEEDS

UNDERSTANDING BEHAVIOR

IMPROVING COMMUNICATION

SET REALISTIC GOALS

CREATING NO - BLAME CULTURE

WINNING COOPERATION

ENCOURAGE INITIATIVES

OFFERING INCETIVES



RecognizeIndividual Differences

Use GoalsMatch PeopleTo Jobs

Individualized

Rewards

Ensure that Goals are

Perceived as Attainable

Don’t ignore Money Check the Systemfor Equity

Link Rewards to

Performance



MONEY : Economist and most of themanagers have placed the money high onthe scale of motivators. While behavioral scientists have placed the

money low as motivator.

WORKERS PARTICIPATION : One of the importanttechnique of motivation wherein workers areconsulted on action affecting them-by being“in on the act” .

Participation is also a means of recognition and

appeals to the need of sense of belongingness.

Above all it gives people a “sense of

accomplishment.”



ONE OF THE MOST interesting approaches tomotivation is the quality of work life program. It isbasically a system approach to job design and apromising development in the broader sense is JOBENRICHMENT, combined with the grounding of

sociotechnical system approach to management.

QWL has received enthusiastic support from a number of sources.MANAGEMENT have regarded it as a promising means of dealing withstagnating productivity.

WORKERS & TU have seen it as a means of improving workingconditions and productivity and as a means of justifying higher pay.GOVERNMENT agencies have been attracted to QWL as a means ofincreasing productivity, reducing inflation and obtaining industrialdemocracy and also minimizing industrial disputes.



Setting up of Labor- Management

STEERING Committee

Aiming to enhance the DIGNITY, Attractiveness,and Productivity

Discussions, Studies, Suggestions

Application of Job Enrichment and Redesign

Recommendations for appropriate changes in

Jobs and in the entire working environment



A popular technique that is some timesapplied, apart from motivating employees, toProductivity and Quality problems, is JOB

ENRICHMENT or JOB REDESIGN.Some authors calls it JOB ENLARGEMENT.

These terms are based on the premise that alteringcertain aspect of the job will satisfy employees’ psychological needs and motivate them to tryharder to do a good job.



JOB REDESIGN attempts o correct the mistakes ofprevious job-design methods. In the past , jobs weredesigned with the principles of simplification,

standardization, and specialization. This led to theremoval of many sources of job satisfaction andmotivation from the job.

JOB ENLARGEMENT attempts to make a job morevaried by removing boring and dullness associatedwith performing repetitive operations. It means enlargingthe scope of job the job by adding similar tasks withoutadding responsibility.

In JOB ENRICHMENT, the attempt is to build into jobs ahigher sense of challenge and achievement. A job may be

enriched by variety. But it may also enriched by:



In JOB ENRICHMENT, the attempt is to build into jobs ahigher sense of challenge and achievement. A job may be

enriched by variety. But it may also enriched by:

More freedom to workers for deciding about job’smethodology.

Involving workers in analysis and change of

physical aspect of the work environment.

Giving people feedback on their job performance,prefarably before their supervisors get it.

Giving workers a feeling of personal responsibiltyfor their tasks.

Encouraging participation of subordinates andinteraction between workers.

Taking steps to ensure that workers can see how theirtasks contribute to a finished product and welfare ofthe enterprise



Establish a

purpose / goal forthe effect

Device aPerformance

Model

Analyze

Existing Jobs

Change Jobs orWork Group

Implement thechanges

Monitor The

Results



Limitations of Job Enrichment

TECHNOLOGYOn account of specialized machinery and assembly line

techniques all the jobs meaningful.

WORKERS ATTITUDE

COST CONSTRAINTS

INVOLVEMENT OFMANAGEMENT



Basic understanding of People’s need

Team Building

Suggestions are Welcome

Collaboration



“Ah, but a man’s

reach should

exceed his grasp.

Or what’s a

heaven for?”

- Robert Browning



―What were you doing when the police arrived?‖

The judge asked the defendant.―waiting Sir.‖ ―For what?‖ ―For money.‖

―who was supposed to give you money‖? ― the man I was waiting for.‖ ―Why was he going to give you money‖?

― for waiting‖. ― enough of this!‖ Exclaimed the exasperated Judge.

― what do you do for a living‖?

―I AM A WAITER SIR‖



Against All Odds!

It is all right to holdconversation.

But one should

let go off itnow and then!



INDIVIDUALEFFORT

INDIVIDUALPERFORMANCE

ORGANIZATIONAL REWARDS

INDIVIDUALGOALS

ABILITY

OBJECTIVEPERFORMANCE

EVALUATION

PERFORMANCE

EVALUATIONCRITERIA

REINFORCEMENT

EQUITY

COMPARISON

High n Ach

DOMINANTNEEDS

GOAL DIRECTED

BEHAVIOR

ob 6 motivation

Documents